Introduction

The project Management Team (PMT)have presented a project business case to the owner of vegetarian
restaurant. The restaurant owner and her investors have agreed that the business case is acceptable and
the project. The PMP will apply tools and techniques to design a program me of scheduled work to ensue
that the project runs smoothly and efficiently. The outcome will be the successful popening of a
vegetarian restaurant called that will be on time, within budget and profitable within the first year.

There are four main stages of this project’s lifecycle: defining the project, designing the project process,
delivering the project and developing the process. This PMP concentrates on the design stage of the
project’s lifecycle only.

1.0 Project definition

To open a restaurant called offering high quality vegetarian food for middle to high income customers.

2.0 Rationale
Vegetarian food has a high profile in the UK and awareness is increasing about how vegetarian diets can
reduce health problems. However, few restaurants in Bristol offer a dedicated vegetarian experience.
Therefore, restaurant will offer delicious homemade healthy vegetarian food in a friendly and relaxed
space, using locally sourced organic ingredients.

3.0 Complexities
To ensure that the implementation of this project is a success, a set of unique coordinated activities will
be completed by meeting specific performance objective within a defined schedule, cost and performance
parameters. However, the coordination of these activities makes this a highly challenging and complex
process. To ensure efficient and effective delivery of the PMP the Project Manager (PM) will take
responsibility for ensuring that all activities are managed and monitored constantly throughout all four
stages of the project’s lifecycle. This will guarantee that the restaurants grand opening will occur on the
21st November 2016.

4.0 Objective
Mission statement
4.1key success factors
The project’s key success factors will be measured against both the business and project strategic
objectives and it will be the role of the PM to turn these strategic objectives into a successful
organizational venture.

4.2 Restaurant strategic objectives

4.3 Project strategic objectives

The project will be:
1. Completed on time
2. Within budget.
3. In accordance with specification and stakeholder satisfaction.
These strategic objectives are described as the ‘iron triangle’ Atkinson (1999). However, other
performance indicators such as the efficient use of resources and stake holder satisfaction will also will
also be addressed as part of this PMP.

5.0 Scope management

The project’s scope definition was agreed by all parties in the first stage on the project’s lifecycle. Having
a clear scope definition reduces the risk of scope creep which is where the original purpose of the project
2is subtly changed until it no longer resembles the original concept. The PM will be in communication
with the restaurant owner in relation to any changes to the elements of the project scope management
process (see figure 1). This communication process is formalized later in the PMP and will occur
throughout all stages of the project lifecycle.
 Figure 1: Project scope process

Initiation- reason and strategy

Selection

Constrains

Strategic plan

Assumptions

PROJECT SCOPE

MANAGEMENT

Work Breakdown Structure (WBS)

Change control system

Scope statement

Scope statement
Change control system

Scope plan
Scope change control
5.1 Statement of project scope
The project will initiate may 2nd 2016 and be considered complete when resturent opens for business on
the 21st November 2016.

5.2 Scope plan

The scope plane includes the breakdown of the project’s deliverables and indentifies who is responsible
for each activity (see figure 2). This clearly identifies what is included in the project and what is excluded.
This demonstrated in more detail in a Work Breakdown Structure (WBS) and Gantt chart later in the
PMP. This means that other activities that are excluded will be performed by others or left for further
work by the restaurant owner.

Deliverables Milestone Responsibility

Research

Hostel facility to 200

children from across
Nepal especially
children with different
abilities.

, health and safety

certificates

staff

Technical requirements Electricity, fan,

Library
6.0 Management plan
Planning does not necessarily guarantee project success but the lack of planning will probably guarantee
its failure. Therefore, to reduce the risk of this project failing the PMP has been designed in a structured
manner so the project’s progress can be monitored and evaluated by the application of management tools
and techniques. This is done so that specific resources are allocated efficiently and effectively. This will
reduce uncertainties and increase the likelihood of the project’s success.

6.1Resource management
Resource allocation is a composition of planning, scheduling and coordinate management. This will be
the primary responsibility of the PM, who will ensure that all elements of the project are allocated
appropriately with some slack within the system. This will be monitored closely to prevent the risk of
activities lagging behind the project’s schedule.

6.2Work Breakdown Structure

The WBS has indentified the project individual activities activities into comprehensible and manageable
units (see figure 3). This means that the PMT cam tackle one activity in its own right at the lowest level of
the project. The PMT will then be able to facilitate financial control of these activities as individual parts
and be able to track expenditure of resources.
6.3Work schedule
A work schedule is the listing of the project’s milestones, activities and deliverables with a start and finish
date. It is an estimation of resources of resources allocation and linkages of dependenciesand scheduled
events.

6.4Constraints
The project’s potential constraints will be cost, time and quality associated with each individual activity
and their potential impact on the project’s duration. To ensure the project is a success the PMT will focus
on the critical tasks being completed on time for example, renovation of the property. The opening of
restaurant will depend on this being completed on time and within budget.

6.5Gantt chat
The purpose of the Gantt chart is to illustrate the relationship between activities and duration. The WBS
has identified the activities and restaurant owner has identified the duration. The Gantt chat documents
how long the project will take through the use of a detailed work schedule (see figure 4). It presents each
activity that is necessary to complete the project. Each project team member has been assigned an activity
that will be completed within an identified period of time showing how those activities are linked and
how they flow from each other.
7.0 Financial planning
The project has start-up capital of 80,000 which has been calculated via a cash flow forecast statement
showing adequate cash flow for the following year. It has been estimated that restaurant will be profitable
within the first year, with an estimated date for return on investment by the 2nd October 2017. This project
has a bottom up approach to costing by applying estimated financial cost to each element of WBS. As the
project nears completion the PM will have more certainty of the final times, resources and therefore costs.
This approach to costing reduces the risk of inaccuracies of financial costing and allows closer monitoring
of the project’s budget.

7.1Budget overview

Costs Value ()
Project Management 10,000
Market research 2,000
Procurement
 Premises (for the first 3 month rent) 7,500

 Furniture / decoration 10,000

 Kitchen equipment 10,000

Permits (regulatory costs) 2,500

Renovation 25,000
Marketing 3,000
Staff Training 3,000
Grand opening 1,000
Food/beverage (for first 3 months) 6,000
Total 80,000

The cash flow needs throughout the duration of the project have been estimated estimated via a cash flow
forecast statement (see figure 5). This lists lists all the major goods and services required. Understanding
of their estimated costs is essential in determining if the opening of restaurant is financially viable.
8.0Governance
Project governance set out who is responsible for doing what and to whom they are responsible (Maylor
2010). This project is small and therefore has a relatively uncomplicated governance structure (see figure
6).
8.1 Governance structure
The investors are responsible for providing capital investment and the restaurant owner is responsible for
ensuring the restaurant is profitable within a year and she is accountable to the investors. The PM is
responsible for the management of the project and is accountable to the restaurant owner. The PMT is
responsible for the implementation of the project and operates within structures that exist for the life of
the project and are accountable to the PM. The project’s administrator is responsible for the
administrative work for the project and is accountable to the PMT.

Figure 6: Governance structure

Investors

Restaurent owner Restaurent manager

Project
Manager/Leader
James

Project team Project team Project team Project team

member member member member
linh jules giang ufoma

Project administer
8.2 Communication management
Effective communication and information processing will be an integral part of this project’s governance
process and is seen as an essential part of the project’s success. Communication will occur throughout all
stages of the project’s lifecycle and will not just be between different members of the PMT but also
between all relevant stakeholders. To reduce the risk of poor communication a clear communication
process has been identified and will be documented via a communication management document
(see figure 7).

Figure 7: Communication plan and management document

Project restaurant last update:
Communication plan and documentation

Chair Stakeholder Information Timing/Frequency Delivery Team Comments

Requested Channel(s) owner
Project Project Refreshed weekly Meetings Project Minutes of
Manager Management status Manager the
Team gatherings to gatherings
survey will be
finished taken by the
errand and tasks
decide manager
current work
needs
Project Stakeholder Present the weekly Presentation Project specially
Manager undertaking Manager appointed
status gatherings
will be set
up at the
heading of
the PM tact
as issues of
progress
control
items arise.
Project Investors Written Monthly Repot Project ectronic
MAnager status report Manager task reports
to the Minutes of will be kept
project meeting up in focal
investors capacity
available by
all
undertaking
partners.
9.0 Risk management
A risk is any factor interfering with the successful completion of the project so it is essential that this
PMP identifies risk and develops a risk management plan to avoid potential problems.

9.1 Uncertainties
An unpredictable undertaking with a constrained spending plan and time thus the future can't be
anticipated with conviction and as a rule neither can the reaction to exercises did in the project. Hence, the
administration of uncertanity has been viewed as an important component of this PMP for viable task the
executives. According to (Maylor 2010) the project management process of building the educational can
be duplicated which means the uncertainty for the PM in relation to managing the process is less in any
case, there will even now be some vulnerability in connection to execution estimates, for example, cost,
span and quality.

9.2 Risk assessment

Figure 8 identifies potential risks for the project and they have been assessed in relation to the probability
of them occurring and the impact they may have on the project.
Figure 8: Potential risks

Project

Project
Organisational Ethical External
Management

Capital Planning Quality Suppliers

Local
Culture Resources Technology
authorities

People communication Inflation

Environment

Labour Transportation
A risk matrix has been applied to each potential risk and the probability and impact of that potential risk
has been assessed. Those deemed to be a risk have been identified in a risk log where specific controls
have been identified to reduce the risk ( see figure 9and 10).

Figure 9: risk matrix

HIGH HIGH

MEDIUM MEDIUM HIGH HIGH

Probability

LOW MEDIUM MEDIUM

LOW

LOW LOW

Impact
 Risk Statement Impact Profability Risk Response
Organization
1 Capital Lack of required Overall 30% -Adequate Proposal deliveryand
capital Project follow up to different
stakeholders.
-Fund raisaing campaigns.
-Requesting financial support
from ministry
2 Culture Might have some Management 15% -Oraganize
difficulties while -Respect the culture and appricate
working of who they are.
differences in
culture
3 People Hard to work with Time 20% -Awareness Program at working
different people places
from different
places
4 Labour Labour strike Time 15% Pre-Planned
Propject Management
1 Planning
2 Resources Lack of viability of Overall 25% Reserve extra material to handle
resources Project the risk
3 Communication Communcation gap Overall 15% Develop a common action plan
between the project Project for all.
team treat every one equally
Ethical
1 Quality The required Cost, Quality 25% Ensure the quality before it gets
material doesn’t Schedule into hand.
meet the quality
needed.
2 Technology No electricity, Cost,Schedule 5% Back up machenary or regular
Machine faliure maintainance or hire generator
3 Inflation Material does’t Cost, 15% Pre-inform the suppliers.
arrive in required Time,
time HR.
4 Transportation Late Deleiver the Time,Cost 20% Find alternative route,
products due to Offroad transportation
offroads.
External
1 Suppliers Hard to find chep Cost 15% Market research.
product
2 Local Difficulties in Time 25% Meeting. Local awareness
authorities convincing Locals program
for the authority
3 Environment Earthquake, Cost, 10% Risky areas indentified and routes
Landslides Scope, checked checked every 2 weeks
Duration, by expert. Work with the GP
Work engineer
10.0 Monitoring and control systems
This project will employ an effective project monitoring and controlling system. This wiil minimize
deviation from the project plan by identifying and reporting the status of the project comparing with the
plan, analyzing the deviation and implementing the appropriate corrective actions.

10.1 Earned Value Analysis

To achieve this, the project will apply an Earned Value Analysis (EVA) as the managerial monitoring and
control tool. EVA monitors and controls project by using monetary units as a common basis t measure
and communicate the progress of the. It is based on comparing the actual budget values of the work
performed, the time taken and costs incurred. Meaning that cost and schedule variances are calculated to
evaluate the current project progress and also predict total cost and duration. However, EVA dose not
monitor the quality of process so this will not be assessed.

10.2 Design change

This is a complex project with many individual activities that have associated potential risks. There is a
potential that the project may have continual change requests. This can lead to disruption of schedules and
resourcing and affect cost, time and quantity. The PM will monitor and identity which change may need
attention. All changes will require formal tracking. This will be achieved through the use of a change
request log (see figure 11). The change request log will be assessed to determine possible alternatives and
costs and will be reviewed and approved by the restaurant owner. The change request log will then be
updated to reflect current status of change requests that have been approved.
Figure 11: Project change log
Project Change Log

Projects name: Constructin of School in Project manager: James

Chamragbesi
No. Originator Change Date Date Scope Schedule Cost Approved?
description received required impact impact impact Yes/No
1

11.0 Stakeholder engagement

The management of restaurants stakeholders is crucial in gaining project support by understanding where
conflict and resistance may exist.

11.1 Stakeholder engagement process

To reduce the risk of conflict or resistance, this PMP has identified which stakeholder have what level of
power and interest so suitable management strategies can be established. This has been achieved through
the application of a stakeholders engagement process (see figure 13).

Figure 13: Stakeholder engagement process

 Identify stakeholder and their level of interest in the
IDENTIFY project.

Analyse stakeholder relationships and interests and

ANALYSE assess their power identified through a stakeholder
analysis.

Plan and develop strategies for working with

PLAN stakeholders.

Manage any potential conflict the stakeholders and

MANAGE resolve through conflict resolution.

11.2 Stakeholder analysis

However, not all stakeholders are equal and there level of interest and power has been identified in figure
14.
Figure 14: Stakeholder analysis of power and interest
Key Stakeholders name Power (1-5) Interest (1-5)
Internal and primary stakeholders
1 Investors/ sponsor 5 5
2 Owner 4 5
3 Manager 5 4
4 Staff 3 4
External/primary stakeholders
5 Customers 5 4
6 Suppliers 3 4
External/secondary stakeholders
7 Bank 5 2
8 Local community/ residents 1 4
9 Media 2 4
10 Government 2 5
 Mapping the stakeholders within the power and interest stakeholder map provides a basic means of
making sense of project requirements (see figure 15).

Figure 15: Stakeholder map

Stakeholder Grid

High +5 Stakeholder 7 Stakeholder 3+5 Stakeholder 1

Stakeholder 4+6 Stakeholder 2

Protest Good relations

Power

Low priority Monitor

Stakeholder 9 Stakeholder 10

Stakeholder 8

Low-1 Interest High+5

11.3 Stakeholder plan

This ‘stakeholder landscape’ can be managed through appropriate strategies. Having a stakeholder
strategy is essential for understanding working relationships with the businesses stakeholders (see figure
16).
Figure 16: Stakeholder strategy plan
Name Power/Interest Roles Potential management
strategies
Investors High/high Require return on -Keep regular updates on the business
capital performance and plans
investment
Restaurant High / High Monitor the -keep Intensive updates on the business
owner business performance and plans
-Maximize the profit for Investors
The employees Medium / Medium Attract and give -ensure the employees receive training salary
best services to and bonuses accordingly
customers
The customers High/High Main source of -Provide customers desire food drinks and
business income services
-Build good relationship with them to obtain
their loyalty
The suppliers Low/High Main source of -communicate the business schedule and
ingredients ingredient requirements ahead of time to
ensure delivery
-Solicit frequent update and develop for
alternative supply source

11.4 Stakeholder management

An important skill for the PM is to manage human interrelationships, especially when there is potential
for conflict between the requirements of each stakeholder. Conflicts can occur at any time during the
project’s lifecycle so any conflict that may arise will be managed through an integrating and problem
solving approach. To help support this there will be clear communication and involvement from all
parties so disagreements can be addressed directly.

12.0 Completion and handover

Once the project has been completed and its objectives have been met there will be a three month
handover period. A checklist will provide evidence that all final tasks have been carried out, by whom
and when. This will ensure all stakeholders are satisfied with the outcome of the project and the close
down process is not drawn out. The project can then be signed off as complete. The project will be
reviewed by the PMT, so learning can take place and improvements made to the process before another
project commences.

Recommendation
Ensure quality management planning by:

1. Clearly defining the projects goals and deliverables.

2. Having a structured, clearly written PMP that is well designed.
3. Monitoring and controlling the performance of the project through appropriate tools and
techniques.
4. Having a clear governance structure in place that clearly identifies lines of responsibility and
channels of communication.
5. Being informed at all times of the potential sources of uncertainties and identifying risks
associated with those uncertainties and mitigate against those risks.
6. Having a clear stakeholder engagement process in process throughout the lifecycle of the project
to prevent or resolve any conflict through appropriate conflict management.

Conclusion
The appropriate design of this well-structured PMP will ensure that the project will be managed
efficiently so that vegetarian will open on time, within budget and be financially profitable within the first
year, with an estimated date for return on investment by the 2nd October 2017. This will be achieved
through performance management of the project by the PM and his team. This will ensure it is
strategically focused and all activities of the project are implemented with efficiency and precision. This
will be achieved by using project management tools and techniques so that activities can be evaluated and
measured throughout the project’s lifecycle.