The Royale Pizza established in 2007 is one of the finest Italian pizza manufacturing restaurants in Melbourne, Australia. It is known for its extremely fresh, delicious and authentic Italian pizzas. It has two modes of pizza delivery both online and offline channels. The restaurant is undergoing an up gradation in infrastructure and equipment in order to increase its annual sales and quality of pizzas. The restaurant is expected to spend around 40000$ for the up gradation. The pizza shop plans to introduce some new items in its menu like Fish and Chips and Pasta. The profitability after the renovation is expected to rise by 25%.
The discussion part will be covered in three major sections. The first section will deal with the goals that the project hopes to accomplish. The second part will highlight on the methods that will be used to estimate the scope of the project. The last part will discuss the life cycle methodologies used in this project.
The main goal of the project is to increase the pizza shop’s production and increase revenues. These can be improved by allowing the following short-term goals:
Some extra construction work is also needed to be done for increasing the kitchen cooking area. The management also plans to expand the dining area for accommodating more customers. This will need purchase of extra two sets of tables and chairs. This purchasing of new equipment can be done only after the finishing of the construction work. Therefore, the foremost goal of the management is to make sure that the construction work finishes within the stipulated period so that the purchase and installation of new equipment can be done within the mentioned period of four months (Dalcher, 2019).
The scope of the case study includes all the things that are included in renovating the pizza shop. The scope includes the period given for the execution of the project (Haverila & Fehr, 2016). The time given for the execution is four months allotted to four different tasks. The first month is dedicated to define and design the requirements and constraints of the project. The next month is dedicated to procurement of equipment. The last two months are kept aside for construction and installation. The scope of the project can be defined by identifying the needs, the objectives, the expectations and the constraints (Kantola & Saari, 2016). The main need of the project is to increase the revenue of the pizza shop by 25%. This has to be achieved by meeting the following objectives. The objectives are designing a plan, buying equipment, construction of newly designed spaces and installation and painting. The next step is to define the expectations that the management has from the project. The management expects the pizza shop to increase its production and indirectly its revenue (Kivila, Martinsuo & Vuorinen, 2017). They also want to increase the serving capacity of the restaurant. This can be done by producing new food items and increasing dining space of the restaurant. These expectations can only be met by completing the objectives set by the project. The objectives are already discussed above under the goals of the project part. The constraints to the project are safety issues that can arise during the new construction. The wires under the stair need to be removed before destroying the stairs. The water faucet near the rear area of the restaurant should not be removed due to some safety issues. The safety inspections is another constraint that needs to be eliminated. Each inspection takes four hours to complete and construction can only precede after the areas are marked safe. These four methods are together used to define the scope of the project. Recommendation can also be given for faster implementation of the methods that can improve the project delivery speed (Larson, 2019). The scope has to be defined in such a way that minimum changes are needed after the project implementation. These has to be ensured beforehand as implementing changes after project completion becomes very difficult (Lock, 2017). The pizza shop will set guidelines for the completion of each goal and will charge penalties for the delay of each stage of the renovation work. For example, the the designing part of the project needs to be completed in one month time and will incur a penalty if delayed. This happens because the subsequent tasks are scheduled accordingly and are interdependent on each other. So completing designing within the given period will let the purchasing of equipment to begin. Similarly, construction can only start after the new equipment have been purchased. Finally, painting and installation of new equipment’s will be done once the construction is completed and all other tasks are finished. The management assumes that the project will be completed within the stipulated period to avoid loss of revenue.
The four main project delivery life cycle methodologies are: Initiation, Planning, Execution and Closure (Love et al., 2015). The Initiation part involves deciding the project team, requirements and estimating the feasibility of the project. The Planning part involves creating the project plan, resource plan, financial plan, quality plan, risk plan, acceptance plan and procurement plan (Matejka, 2016). The execution part involves the delivery of the final product along with performing time management, cost management, quality management, change management, risk management, issue management, procurement management and acceptance management. The final part is the closure part, which involves the closure of the project. In this case study, during the initiation phase, the management must estimate the total cost and time requirements needed for the upgrade (Turner, 2016). The cost estimates is at around $40000 and the time expected is around four months. The next step is to do the planning of the project and decide on the raw materials, equipment, space and other requirements essential for the upgrade. The construction and installation planning all fall under this part. The safety requirements also needs to be considered in this part. In the execution part, the completion of the project objectives is given prime importance. From completion of the designing to completion of the equipment installation and painting, all needs to be done in this phase (Whyte et al., 2016). The quality check also needs to be taken care of here. In the final part, the project is closed and extra cost incurred or time taken is calculated and reported to the management. The penalties decided earlier may be charged during this phase. In this phase, the project is finally closed and completed.
Conclusion
In conclusion, a project delivery life cycle consists of four main stages from initiation of the project to its completion during closure. The Royale Pizza shop in order to increase its production will need to go through the complete renovation as fast as possible. The period set by the management of the shop is four months. They also involved a delay based penalty scheme to encourage faster work and remove slack. The revenue during these four months is zero due to no production during this time. The restaurant and pizza shop hopes to increase its dining capacity after the completion of the project. They also hope to increase their daily production due to bigger kitchen space and better equipment. Through this project, the Royale Pizza shop estimates to finally increase its profits by 25% and increase their sales.
References
Dalcher, D. (2019). Moving beyond project delivery: Reflecting on the life cycle concept as way for organising project work2.
Haverila, M. J., & Fehr, K. (2016). The impact of product superiority on customer satisfaction in project management. International Journal of Project Management, 34(4), 570-583.
Kantola, M., & Saari, A. (2016). Project delivery systems for nZEB projects. Facilities, 34(1/2), 85-100.
Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), 1167-1183.
Larson, D. (2019). A Review and Future Direction of Business Analytics Project Delivery. In Aligning Business Strategies and Analytics (pp. 95-114). Springer, Cham.
Lock, D. (2017). The essentials of project management. Routledge.
Love, P. E., Liu, J., Matthews, J., Sing, C. P., & Smith, J. (2015). Future proofing PPPs: Life-cycle performance measurement and building information modelling. Automation in Construction, 56, 26-35.
Mat?jka, P., Kosina, V., Tomek, A., Tomek, R., Berka, V., & Šulc, D. (2016). The Integration of BIM in Later Project Life Cycle Phases in Unprepared Environment from FM Perspective. Procedia engineering, 164, 550-557.
Turner, R. (2016). Gower handbook of project management. Routledge.
Whyte, J., Stasis, A., & Lindkvist, C. (2016). Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data’. International Journal of Project Management, 34(2), 339-351.
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