Status Report – 50%
This case study is about Wollongong store that has acquired another retail store called Newscastle store. For the new store, the company plans to create a new section on its existing website. Moreover, there is a need to make operational adjustments inside the company by updating and amending the policies and procedures of Wollongong with policies and procedures of Newscastle store. The project requires updating of the information on the website as well as prepared the staff to deal with the changes. Thus, this project requires communication to be made to the staff about the policies and procedures and provide them training to adapt to new policies and procedures to make the transition smooth for the company (PDA, 2007).
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Status Report – 50% |
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Item |
Work completed to date |
Milestone date |
Revised/ actual date |
Budgeted cost |
Revised/ actual cost |
Responsibility |
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Develop training program |
4.1 gather training requirements |
21/12/2017 |
Training Coordinator |
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4.2 create training schedule |
24/12/2017 |
Training Coordinator |
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4.3 develop training plan |
26/12/2017 |
Training Coordinator |
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Arrangements |
5.1 Assign Trainers |
27/12/2017 |
Project Manager |
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5.2 Prepare for Presentation |
1/01/2018 |
Trainer |
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5.3 Make arrangements for Venue |
3/01/2018 |
Project Manager (Caltrans, 2007) |
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Project Sponsor: |
Version: 1 |
Project Client: |
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Date: |
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Project Manager: |
File Name: Update.doc |
Page x of y |
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Status Report – 75% |
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Item |
Work completed to date |
Milestone date |
Revised/ actual date |
Budgeted cost |
Revised/ actual cost |
Responsibility |
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Execute training session |
6.1 Give staff details of training |
5/01/2018 |
HR Manager |
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6.2 Ensure employees attend training |
8/01/2018 |
HR Manager |
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6.3 Conduct the training program |
10/01/2018 |
Trainer (Bright Hub Media, 2015) |
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Project Sponsor: |
Version: 1 |
Project Client: |
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Date: |
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Project Manager: |
File Name: Update.doc |
Page x of y |
The key people working on or associated with this Project include:
Project Sponsor: He approves the budget required for the execution of the entire project. For this, a project plan with costing structure has to be presented to him by the project manager for getting approval. To be able to meet the timelines and budget requirements of the project, it is essential that the project sponsor agrees to the required funds which would only be possible if the project sponsor is given enough information. Thus, project manager would submit a detailed project proposal along with budgeting details so that decisions can be taken on budget ( Changefirst Limited, 2009).
CEO: CEO would be responsible for managing and overlooking the working of the project by giving guidance and support to project manager in project planning and approvals. The CEO must have the project plan including delivery schedule and deliverable details such that he can assess the needs for controlling and directing and can provide support for the team. The project manager would keep the CEO informed of the milestones and the achievements on the project such that the CEO can take control of the things when needed (FME, 2014).
COO: COO would address the staff for giving the information about the changes that are made in policies and procedures of the company and would also inform them about the coming training encouraging them to attend. COO also acts as a project management and thus would be the person responsible for planning, executing and controlling the project. Project manager would gather the requirements from the store manager and training manager to prepare the project plan for which he would require support from the store managers and the CEO. Project manager would take care of activities like planning, creating schedules, monitoring activities and establishing control over them. He would also ensure that there is a close coordination between people working on the project including employees, developers, store manager, HR manager, etc (GDE).
Status Report – 75%
Wollongong Store Manager: The inputs on the policies and procedures of Wollongong would be provided to the project manager by the store manager. He would also help project manager get trainees by encourage participation in them. As the Wollongong store manager would actually need to prepare the team to take over the roles required for management of the Newscastle store, he would be required to understand all the policies and procedures of Newscastle store and thus, should also be made the part of the training program for learning. Moreover, he would take a major part in requirement gathering so as to understand the needs for modification or amendments. Project manager would involve him in requirement gathering stage both for training and for the development of the website.
Newcastle Store Manager: The inputs on the policies and procedures of Newscastle would be provided to the project manager by the store manager. He would also help project manager get trainees by encourage participation in them. Newscastle store manager would have to not just be aware of the procedures and policies of his own managed store but also of the Wollongong for which the project manager would be providing him the details that he can use to come with the ideas on amendments required in the Wollongong store procedures.
IT Manager: IT software and hardware resource requirements would be taken care of by the IT manager. IT manager would make the arrangements for the development of the website including assigning of the developer for the website or provision of the systems as for the development.
Web Master: Web master would be taking care of the development needs of the website and would get the changes or additions done by the developers. The project manager would involve web master in the requirement gathering for training to understand how policies and procedural additions would be posted on the website such that the staff could be trained on the same thing.
Content Manager: Content manager would made additions on the website pages about new policies and procedures. For this, the content manager would need to develop the content referring to the policies and procedure documentation of the Newscastle store which could be provided by the project manager.
Training Manager: He would get trainers, develop the plan for training, help trainers finalize content, coordinate with them, ensure that staff attend training and assist trainers during execution of plan. The training manager would be involved in making the plan for the training as project manager would be sharing the information with him about the new policies and procedures, how they would impact the existing systems of the Wollongong such that training content and plan can be chalked out.
Staff: Staff of Wollongong and Newscastle stores would attend the training program and in case they are unable to appear, they would inform the respective store manager in advance.
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Document the additions required to be made in Wollongong policies for integrating policies of Newcastle store |
28th Oct 2017 |
Wollongong store Manager and Project Manager |
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Create a new section for Newcastle on Wollongong website including the listing of products and services as well as updating of the policies and procedures as an announcement for the internal staff. |
5th Nov 2017 |
IT Manager and Newcastle Store manager |
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Make amendments to the Wollongong policies and procedures. |
28th Nov 2017 |
Content Manager |
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communicate the amendments to staff through the COO address as well as inform them about the training program they needed to attend to learn in details about the new policies and procedures that would be adopted as a result of the acquisition |
4th Dec 2017 |
Project Manager and Newcastle Store Manager (Inter Agency Policy and Projects Unit, 2008) |
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Develop a training program for employee on new policies after gathering requirements from the training manager and store managers covering concepts on policies and procedures. |
2nd Jan 2018 |
Training Manager |
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Execution of the employee training after hiring training and making arrangements for the delivery of the same on the allotted date. |
10th Jan 2018 |
Training Manager and Project Manager (Metafuse, Inc.;Core Performance Concepts, 2015) |
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Documentation |
Store Manager |
– |
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Hardware Store Section · Details of products and services to be listed · Addition of interfaces for the Newscastle Staff |
IT Manager IT systems |
$300 |
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Online Amendment · Details of the amendments to be made in policies and procedures |
IT Manager & Store manager IT systems |
– |
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Employee communication · Minutes of the requirement gathering meeting · Email about the training schedule and venue |
Project Manager, Store Manager, and staff Intranet and Emails |
– |
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COO address to staff · Address from COO on changes made in policies and procedures and announcement of training |
Project Manager, Store Manager, and staff Meeting room |
$170 |
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Training schedule · Preparation of training schedule by project manager and training manager · Hiring of trainer for the scheduled date of training · Email of schedule to all employees of the organization |
Project manager and training manager System and software |
– |
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Program execution · Ensure and confirm staff attendance · Make the trainer deliver training program · Recording of the training program · Uploading of recorded sessions on the intranet for employees |
Staff, trainer, project manager, and Newcastle store manager Training hall |
$1010 (WSDOT, 2015) |
The risk management plan includes identification of risks, their assessment in terms of the level of impact they can have on the project outcomes and the response strategy that the management can take to respond to the risk. A risk can have a low, medium or high level of impact on the project. The management strategy could be mitigation in case the risk has already occurred so that the consequences can be minimized, avoiding of the risk from the start itself from occurring, ignorance if the risk does not impact the project much or transferring the risk to another party who could be made responsible for the consequences and compensate for that. If the impact levels are low then the risk can be ignored while in case of high impact levels, the risks are transferred, avoided or mitigated.
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Trainers are not available on the planned date for training |
High |
Avoid: Check the schedule of the trainer schedule to ensure that they are available on planned date. Keep a backup trainer ready with training requirements so that he or she could be called in the case of emergencies to take over the training Mitigate: If trainers cannot come on training date because of unavoidable event, staff can be informed about it and a new date can e communicated. Risk Transfer: Ask the trainer to book himself for another date for the same cost in compensation for not making delivery on the dates decided (Oracle, 2011). |
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Some employees do not attend training |
Medium |
Mitigate: Record the minutes of the meeting as well as session and post the same on the intranet such that employees who could not attend the meeting could also get information. Risk Transfer: Make the store manager responsible for providing training to the employees who did not attend eliminating the need for providing same training to them again. |
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Some staff members do not get the information about the training |
Medium |
Avoid: Keep all the employees in loop over email while informing them and take support from store managers to communicate about training to their juniors. Mitigate: Take staff attendance and if anyone is absent, try to get him or her to attend and in case even that is not possible, send them the information about session records. |
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The training program cannot be completed within time |
Medium |
Avoid: Take inputs from the staff as well as trainer to make an assessment of time that would be required for training and keep buffer time for the actual training schedule so that it does not exceed Mitigate: Try extending session seeking permission from staff if small part is remaining to be covered but if a large portion of content that is important could not be covered, take new approvals for additional training session on a future date |
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Some policies and procedures could not be covered in training |
High |
Avoid: Have sufficient training time allotted that could cover all decided topics or take only important topics in the training so that the schedule do not exceed and topics are left out. Keep attendees informed that they can ask questions only at the end to ensure that no topics are left out during presentation. Mitigate: Inform store managers about the left over content and ask them to train their staff on that. Send the remaining content to employees over email to read. |
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Training room is unavailable on the day of training |
High |
Avoid: Check the availability of the venue a day before training and if there are any chances of problems then get the alternate venue fixed and inform the staff about changes in venue. Mitigate: If for any reason training room does not remain available, make an immediate alternate arrangement by taking another meeting room to finish the work |
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Technical issues during training |
High |
Avoid: Run a check on all equipments and electronics required in training to see if they are working fine before training. Make immediate alternate arrangements in case of any equipment failure (Inter Agency Policy and Projects Unit, 2008). Mitigate: Have backup arrangements ready before presentation such that if any technical issues occur suddenly, they could be used to take over. |
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Trainees may not get sufficient learning from presentation |
High |
Avoid: Hire the best trainer for delivery who knows how to explain concepts and also how to engage audience. Make sure that the employees understand the importance of paying attention to the training content so the take it seriously Mitigate: If important topics are left out during presentation, make an arrangement for another training in future to cover them |
Communication Plan
|
CEO |
Project Plan |
Before the project begins |
Email project plan to COO and to CEO Meeting between CEO and project manager for project plan approval |
|
CFO |
Project Schedule |
Before the project begins |
Email project plan to CFO Meeting between CFO and project manager |
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Project Manager COO |
Amendment Training Needs Resource Requirements |
Before creating project Plan |
Meeting between training and store managers to get details of required amendments of polices and procedure |
|
Store Managers |
Training Schedule Resource requirements |
Prior to training |
Meeting between training manager and store manager. Email staff to communicate plan for the training |
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Staff |
Training Schedule |
Prior to training |
Email training schedule to trainers, managers and staff |
|
Training Manager |
Training requirements |
Prior to training plan development |
Gather training requirements from staff Collate and send requirements to training manager Meet training manage to finalize content |
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Regulators |
Legal and Regulatory compliance |
Before training plan development |
Document legal and regulatory requirements Communicate regulatory needs to COO through email (Metafuse, Inc.;Core Performance Concepts, 2015). |
- Amend policies and procedures Newcastle Store to Wollongong Store
- Create a new section for Newcastle Store on Wollongong website
- Publish amendments on the new section of the website
- Communicate staff about amendment and training plan
- Plan and deliver training to staff(The State of Maryland , 2015)
Changefirst Limited. (2009). Change and project management . ChangeFirst.
BIS. (2010). How to organise, plan and control Projects. BIS.
Bright Hub Media. (2015). Constructing Powerful Scope Statements. Retrieved from Bright Hub Project Management: https://www.brighthubpm.com/project-planning/57950-example-and-evaluation-of-project-scope-statements/
Caltrans. (2007). Project Communication Handbook. Caltrans.
FME. (2014). Project Human Resources Management. FME.
GDE. (n.d.). Project Management Methodology Guidelines. Retrieved February 12, 2015, from https://www.chandleraz.gov/content/pm000pmmethodologygde.pdf
Inter Agency Policy and Projects Unit. (2008). Project Management Fact Sheet: Developing a Business Case. Tasmania: Department of Premier and Cabinet.
Metafuse, Inc.;Core Performance Concepts. (2015). Project Scheduling. Retrieved from Project Insights: https://www.projectinsight.net/project-management-basics/project-management-schedule
Oracle. (2011). Why Projects Fail: Avoiding the Classic Pitfalls. Oracle.
PDA. (2007). Project Management: Project Justification and Planning. 1st: Scottish Qualifications Authority .
PMI. (2015). Capturing the Value of PROJECT MANAGEMENT. PMI.
Project Management Institute . (2000). A guide to the Project Management Book of Knowledge . Project Management Institute .
SAID. (2015). Major Projects Leadership Academy handbook. Cabinet Office.
Team FME. (2014). Human Resource Management: Project Skill. FME.
The Saylor Foundation . (2014). Project Management from Simple to Complex. The Saylor Foundation .
The State of Maryland . (2015). PROJECT SCOPE STATEMENT.
WSDOT. (2015). Cost Estimating Manual for Projects . Washington State Department of Transportation.
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