Project Management

Table of Contents

Introduction.

Main Body.

Conclusion.

References.

Introduction to Dressed by Saab Analysis

The goal of this project is to change the company website of Dressed by Saab from its current stable website to a dynamic, modern, and interactive website. Besides that, the end product of the project is expected to bring growth in sales for an organization through achieving new markets because it will start selling from online stores as well as physical stores. After launching the new website, Dressed by Saab will try to find stakeholders with a large local courier organization to facilitate home delivery of the bought product. Before beginning on a project, this is important to make a plan that will guide those stakeholders involved. Moreover, project planning is the most important initial and key step for project development (Lückmann and Färber, 2016).

Main Body of Dressed by Saab Analysis

Stakeholder analysis

This analysis reveals the breakdown of large project beneficiaries and influencers. In this case, the stakeholders can be referred to the person either who will contribute to the process or those who will be influenced by it (Babar, 2019). The following are the key stakeholders:

 

Internal

External

 

Affected by the process

Tim Wolf - CEO
Sarah Wolf - Sponsor
Kevin Strutter - Project Manager
An Kournikov - Senior developer
Ann Kurtis - Developer
Other developers
Company employees
Shareholders

Suppliers (of catering services) Supplier of Internet services
Sam Smith - The courier company's sales representative
Customers
Competitors

 

Affected by the result

Tim Wolf - CEO
Sarah Wolf - Sponsor
Company employees

Customers
Sam Smith - The courier company's sales representative

Sarah Wolf – Sponsor

Sarah Wolf, together with her spouse Tim Wolf, co-owns the company. Even though she is not a director in the organization, she owns some equity. Further, she is going to be the key investor of the project.

Kevin Strutter - Project Manager

He is the project manager. He will be in charge of the project’s affairs from planning to delivery of the final product.

Tim Wolf-CEO

He is the top executive officer of the company as well as the one who requested the upgrade.

Table: Stakeholder identification and prioritization matrix

Stakeholder Identification and Prioritization Matrix

What is important to this stakeholder:

CEO

Sponsor

PM & Developers

The courier company

Power

1

0

0

0

Interest

1

1

1

1

Influence

1

0

1

1

Impact

1

1

1

0

Urgency

1

0

1

1

Legitimacy

1

1

1

1

Total

6

3

5

4

Priority:

Key

Other

Key

Key

 

Stakeholder

Interest in project

Priority

Support strategies

CEO

Ensure PM & team are on the track of all time

Key

Constant communication and reporting from PM

Sponsor

Look at the project finished effectively as planned

Other

Give the essential incentives and economic support

Project manager (PM)

Provide a successful project

Key

To organize his team members and encourage them

Project developers

Deliver the successful project

Key

Work according to PM’s strategies

Courier company

See the online sales component working

Key

Provide insights on logistics and functional design considerations

Supplier of internet and Catering service

Provide internet and catering services to the team during development respectively

 Other

 Make sure the team has a consistent high-speed connection in the entire project, ensure the team has access to meals and snacks as needed.

Project decision-making guide

During the project, different stakeholders will naturally have to make different decisions regarding the project, which will normally be intended to maintain or bring the project back on track (Davies et al. 2018).

Project decision-making guide

Person/ method

When

CEO decides

Overall project progress is critical

Project manager decides

Time, budget, or other resources are critical

A team member decides

Decision impact daily affairs; no long-term impact on the project, like extend the day to complete some task

The project team discusses with the PM

A critical decision affecting all developers needs to be made like a formal extension of work hours to meet the deadline

Sponsors decide

The budget has been overrun

Team members collectively decide

To enhance their effectiveness, like by reducing overheads and enhancing internal communication and collaboration

Stakeholder engagement, assessment matrix

This assessment is intended for assessing the levels to which various stakeholders are involved in the project. In case, stakeholders are at a level of involvement beyond the expectations, steps need to be taken to reach the desired level. Moreover, these steps may include actions for example explaining project modules to the related stakeholders (Demirkesen and Ozorhon, 2017).

Note: C refers to the current engagement level while D is the desired engagement level.

Stakeholder engagement, assessment matrix

Stakeholder

Unaware

Resistant

Neutral

Supportive

Leading

CEO

       

C, D

Sponsor

     

C

D

PM

       

C, D

Developers

     

C

D

Courier company

   

C

D

 

Internet providers

   

C, D

   

Catering service providers

C, D

       

Customers

C

   

D

 
  1. Communications matrix for the project

Stakeholder communication matrix

Stakeholder

Learn from

Share with

Timing

Method

Owner

CEO

Project plan

Daily guidelines

At the start, at milestones

Meetings

Sponsor

Sponsor

CEO, PM

PM

At the start, as required

Phone, email

Sponsor

PM

Project plan

Project team

Weekly, as required

Meetings, Crisis meetings

PM

Developers

Project plan: PM

PM

Weekly, as needed

Meeting, personally

PM

Courier company rep.

PM,

 Project goals

PM, the project team

As needed

Meetings

CEO

Internet and other service providers

PM

PM

At the start, as needed

Meetings, phone

PM

Customers

Developers

Project team

As needed

Phone

Project team

Project meeting

Advance agenda

Project team: Client and executive stakeholders

Date: 18th November 2020

Time: 11.00 am

Purpose: To set the criteria for selecting the project team

Topic

Person

Time

Review agenda

CEO

3 minutes

Lay guidelines

PM

5 minutes

Meeting evaluation

Sponsor

1 minute

Meeting minutes

Project team: Client and executive stakeholders

Date: 18th November 2020

Time: 11.00 am

Present:

Kevin Strutter - Project Manager.

Tim Wolf - CEO.

Sarah Wolf - Sponsor.

An Kloumikov -Senior developer

Apologies:

Ann Kurtis – Developer

Decisions made:

It is agreed that experience and dynamism should be considered when deciding on the development of team members and the possibility of higher education for the maintenance team should be considered. Furthermore, it was also settled that the development team should not be more than 10 people and not less than 7.

Meeting evaluation

The meeting addressed the agenda effectively. Some issues about the number of project developers arose, but they were resolved (Niazi et al. 2016).

Issues log

Open issues

Name

Date opened

Originator

Potential impact

Progress

Project team motivation

18th November 2020

PM

Slowing project progress

To be determined in the next meeting

Working hours

18th November 2020

CEO

Budget overrun from overtime

PM to discuss with the selected team at the later time

Lack of dedicated meeting room

18th November 2020

PM

Disruption of the meeting schedule

To be determined by the CEO before the subsequent meeting

 

Closed Issues

Name

Date opened

Originator

How solved

Date closed

Number of project developers

18th November 2020

Sponsor

Proper clarification to sponsor

18th November 2020

Involvement of external stakeholders

18th November 2020

An Kournikov - Senior developer

External stakeholder to be made a demand on when required

18th November 2020

Project meeting plus-delta evaluation

This evaluation explores what went well in the meeting as well as what can be better in the following meetings. We must acknowledge that motivation is important in project development and so the requirement to ignore the negative comment about the project (Teixeira et al. 2016).

Plus

A

Members arrived on time

We can attend only on the schedule next time to save more time at the time of the meetings

Arising issues were resolved effectively

Subject professionals ought to be tasked with addressing problems within their spheres in the future

Conclusion on Dressed by Saab Analysis

This project plan includes the basics needed to start a project. Moreover, it has recognized project communication strategies, stakeholders, meeting formats, and issue resolution. All these elements can be considered based on whether the project can follow the next development steps. Further, the project plan also creates decision-making strategies that are an important component of any project. Once the plan is complete, the initial stakeholders can follow the next steps scheduled at the meeting.

References for Dressed by Saab Analysis

Babar, Y., Oracle International Corp, 2019. Methods and system for integrating social media analysis into an enterprise project management system. U.S. Patent 10,223,659.

Davies, A., Manning, S., and Söderlund, J., 2018. When neighboring disciplines fail to learn from each other: The case of innovation and project management research. Research Policy47(5), pp.965-979.

Demirkesen, S., and Ozorhon, B., 2017. Measuring project management performance: Case of construction industry. Engineering Management Journal29(4), pp.258-277.

Lückmann, P., and Färber, K., 2016. The impact of cultural differences on project stakeholder engagement: A review of case study research in international project management. Procedia Computer Science100(100), pp.85-94.

Niazi, M., Mahmood, S., Alshayeb, M., Riaz, M.R., Faisal, K., Cerpa, N., Khan, S.U., and Richardson, I., 2016. Challenges of project management in global software development: A client-vendor analysis. Information and Software Technology80, pp.1-19.

Teixeira, L., Xambre, A.R., Figueiredo, J., and Alvelos, H., 2016. Analysis and Design of a Project Management Information System: practical case in a consulting company. Procedia Computer Science100(100), pp.171-178.

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