Project Management For Australia’s Pizza House

Integration management

The team would segregate the project down into three phases, which include the following:

Planning and initiation:

In this phase, the goals and objectives of the project would be developed and clarified, while the operation would be made on ground rules. In this case, the actions to be taken would be ascertained for the accomplishment of objectives developed in the initiation phase.

Execution and control:

In this stage, the group would carry out the activities, as planned in the previous phase. In addition, the progress of the project would be monitored, measured and the process adjustment would be made accordingly.

Closure:

This phase takes into account delivery of the final product of the project to the client, providing training to the end users about the techniques of using the product, keeping each record, developing reports of knowledge gained and arranging meetings related to post-project evaluation.

The entire group would be involved in managing the change control and this would be carried out in the below-mentioned methods:

• Whenever a change is asked for, the requestor needs to submit the same in a form, which would then be tracked with the help of scope change control log (Burke 2013).
• After this, the change request would be evaluated by reviewing the effect of the proposed change in relation to cost, performance, schedule and outcome. In addition, the other alternatives would be reviewed as well and accordingly, the most feasible alternative would be selected (Fleming and Koppelman 2016).
• The next phase would be to accept or reject change along with involving the project sponsor and informing the requestor and other associated parties, in case, the change is rejected.
• If there is acceptance of change, it would be documented and the project plan would be updated by considering the impact of change on the schedule, budget and result of the project.
• Finally, the team would be associated for monitoring progress, in accordance with the updated baselines and plans of project management.

For measuring and reporting performance, the project team would pay close attention to the following performance parameters:

• Gauging and reporting the extent to which the process output conforms to needs for ensuring that the team is on the right track
• Gauging and reporting the extent to which the process fetches the needed output at the cost of minimal resources for ensuring that the team is on the right track
• Gauging and reporting the extent to which the output achieves the needs of the customers
• Gauging and reporting the timeliness of a specific unit of work and its accuracy
• Gauging and reporting the total organisational health and the working environment of its staffs

The project inputs would have significant effect on the part of other projects, some of which are associated with the project and these dependencies are depicted as follows:

• The team members are required to distribute their restricted resources, particularly time, among higher number of commitments and responsibilities. In case, additional time is allocated to the other commitments, there would be availability of lower time to execute the project of environmental project (Heagney 2016).
• The team members would be involved in studying projects where they would receive adequate training and skills of project management.
• The recommendations to be formed at the closure of this project would depend on weather conditions and the price of mineral extraction to be obtained periodically from external sources (Hwang and Ng 2013).

The deliverables of this project could be both external deliverable and internal deliverable. These are briefly classified as follows:

External deliverable:

• Reliable, accurate, complete, valuable, greatly informative, ease of use and effective presentation of the spreadsheet model
• The team members of the project would train some of the main end users about the way of using the improved model

Internal deliverable:

• The baseline reports and budgets would be developed during the phase of planning and they would be the major inputs to evaluate progress during the project control phase (Kerzner 2013).
• The progress reports would be a progress tracking output conducted during the phase of control, which would help in ascertaining the proceeding areas as planned.

The following would be the major inclusions of the project:

• Document of project plan
• Gantt chart
• Excel file

The team would conduct a pre-handover meeting 72 hours before the final deliverables would be handed. The team would verify the accomplishment of the project objectives, in case; the requests of the clients carried out during the project course have been enforced. In addition, the team would deliver hard copies and electronic versions of the deliverable documents to two different end-users. The end-users would be provided with notifications a week before the delivery date along with follow-up reminders (Mir and Pinnington 2014). In addition, the team members would keep duplicate back-up files and model copies in a separate area. Finally, the project would be handed over on 6^th June 2017.

                     

Milestones	Deadline date
Approval and adoption of the plan	30th March 2017
Filing of progress reports	30th April 2017
Signing off the project	15th May 2017

Stakeholders	Role	Information needs
Environmental protection regulators	Reviewing and regulating the operations of the pizza restaurant	Environmental costs of the new machine and steps undertaken to minimise such costs
End-users or restaurant staffs	Providing feedback about modification of spreadsheet model and placing the same into use	Execution of tasks, baselines and deadlines
Project team	Modifying the spreadsheet model and testing spreadsheet functionality	Ensuring the standards of quality along with costs and benefits of operations

The following are the main resource capabilities:

• Physical resources like laptops, computers are necessary for all the project team members
• Organisational resources like designing and organising tasks in an effective manner for mitigating some constraints and loopholes (Nicholas and Steyn 2017)
• Technological resources like unwanted access to the software of project management and access to internet for valuable databases
• Human resources like forming teams from different cultural backgrounds to contribute valuable knowledge and skills, which would help in assuring the quality of the final project (Pemsel and Wiewiora 2013)

As individuals from different backgrounds would work in a project, there could be differences and conflicts. The approach of escalation helps in minimising differences as follows:

• Before attempting to eliminate a conflict, the situation could be evaluated by asking questions from the parties that have aroused conflict
• After accumulating necessary information, the team members would seek common ground for emphasising the side of agreement
• After the above step, the parties would be asked to provide effective solutions for resolving various issues
• After the identification of solutions, guidelines should be formed about the way of implementing the same
• Finally, the solution would be implemented as well as documented

The possible constraints of this project are briefly discussed as follows:

• Gaining pertinent knowledge for understanding and realising the impact of environment management involved in the project (Schwalbe 2015)
• The deadline for developing the plan of the project would be the fifth week and the completed project would be the eleventh week. This minimises the time available for working on the project, which could be adjudged as a constraint.
• The work commitments associated with the team members could make obtaining effective time for meeting difficult tasks.

The potential issues might have significant effect on performance and project delivery, which are discussed as follows:

1. If any team member do not perform any allocated task, milestones could be inserted into the plan of the project for helping in reviewing progress and switching the procedures of escalation, if needed (Turner 2014)
2. The other commitments of assessment restricting available time is another issue, which could be minimised by providing the team members with a semester study plan for managing time
3. Ensuring wealth of the team members is another issue, which would be minimised through reduction of stress of the team members (Verzuh 2015)

The quality would be designed into the project with the help of the following:

Quality planning:

The team members would develop baselines and budgets in the stage of planning for setting the targets of quality.

Quality assurance:

After developing budgets and baselines, it would be provided to the clients for obtaining feedback. This would help in assuring that the team members are on the right track.

Quality control:

The team members would be involved in gauging performance continually and contrasting it to baselines. In addition, any variation is noted and accordingly, adjustments would be made.

Quality improvement:

The team members would be involved in continual research of improving the initial plans. This would help in conducting improvements for highlighting the client needs.

References:

Australiaspizzahouse.com. (2017). Australia’s Pizza House. [online] Available at: https://www.australiaspizzahouse.com/ [Accessed 6 Jun. 2017].

Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.

Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn.

Hwang, B.G. and Ng, W.J., 2013. Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 31(2), pp.272-284.

Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), pp.202-217.

Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Taylor & Francis.

Pemsel, S. and Wiewiora, A., 2013. Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), pp.31-42.

Schwalbe, K., 2015. Information technology project management. Cengage Learning.

Turner, J.R., 2014. The handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.

Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.

Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.