1. 1
Sunderland Faculty of Business & Law Undergraduate Programmes
SIM 335 MANAGING PROJECTS
Individual Assignment Report
Project management for Juron Ltd. and Jigama Ltd.
in executing business strategy
by Pham Trung Hieu, Intake 4 | ISME, National Economics University, 2011
H a n o i , 2 0 1 1
2. 2
SCENARIO 1: Juron Ltd.
From sequence of activities provided, a network diagram is formed properly combined
with detailed explanations of how activities, float, duration and critical path are
identified.
1.1 Network diagram (AON) (see Appendix 1)
To complete project, network diagram has “START” activity and “FINISH” activity at
the beginning and the end. They are “dummy” activities.
1.2 Timing of activities
Determining timing of activity concerns about activity’s Earliest-Start-Time, Earliest-
Finish-Time, Latest-Start-Time, Latest-Finish-Time. According to Field and Keller
(2005), EST/EFT are calculated using forward pass and LST/LFT are determined using
backward pass technique (same as Activity-On-Arrow.) Forward pass must be
accomplished before fulfilling backward pass.
Forward pass:
Starting activity always has EST=0. EFT formula:
EFT(n)=EST(n)+D(n)
EST of each activity (not start) is equal to EFT of its immediately predecessor.
EST(n)=EFT(n-1)
When multiple tasks converge, next activity’s EST equals the highest of preceding EFT
times. Example: G has 5 predecessors: B,C,D,E,F and EFT(F)=13>EFT(B,C,D,E); hence
EST(G)=13. The reason is activity F needs to be completed before beginning activity G.
3. 3
Backward pass:
LFT of the ending activity equals to its EFT. LST formula:
LST(n)=LFT(n)-D(n)
LFT of each activity (not end) is equal to LST of its immediately successor.
LFT(n)=LST(n+1)
When multiple activities converge, previous activity’s LFT equals to the lowest of
succeeding LST times. Example: H has 2 successors: I, J and LST(I)=34<LST(J), hence
LFT(H)=LST(I)=34. The reason is activity I has to be implemented right before activity H.
Float or slack is “…the time available for an activity in addition to its estimated
duration”(Field and Keller, 2005). Thus,
Float(n)=LFT(n)–EST(n)–D(n)=LFT(n)–EFT(n)
Example: Float(C)=LFT(C)–EFT(C)=13–8=5
Activity total float and project float are presented in a tabular (see Appendix 2.)
1.3 Project duration and critical path
Wideman (2002) defines “project duration is the elapsed time from project start date
through to project finish date.” In this case, the project starts from activity A and ends at
activity Q. The project duration is activity Q’s LFT, equals to 93 days.
Critical path is “…the longest path from beginning to end of the project” (Field and
Keller, 2005). Therefore, project’s critical path is A-F-G-H-I-K-L-M-N-O-P-Q (see
Appendix 3.)
4. 4
1.4 Calendaring project
Project’s EFT is 93 days. With a 5-day-work-week (no holidays), it takes 18 weeks and 3
days to complete. If project starts on Monday, 16th January 2012 then EFT will be
Wednesday, 23rd May 2012 (see appendix 4).
1.5 Effect of delaying activities
1.5.1 If delaying activity B 2 days, it will not affect to the entire project because this
activity has 4-day-float (more than 2 days delayed) and it is not on critical path.
1.5.2 Because activity P has zero float and on critical path hence if delaying P 2 days, it
delays project 2 days.
1.5.3 Because O has no float and on critical path thus if activity O is delayed 1 day, it
delays project 1 day.
(see Appendix 5)
1.6 Advantages and limitations
From Field and Keller (2005) and own ideas two advantages and three limitations of
network diagram are:
Helps project manager determining total time for project and assessing whether the
planned timing match with total time allowed.
Because of graphical present, it is easy to identify logical relationships between
activities and flow of activities to accomplish project.
Much time and resources needed to generate large networks, hence start of project
can be behind scheduled.
5. 5
There are difficulties in estimating duration. The manager’s objective opinions
normally underestimate time for activities. It leads to behind schedule and costs are
doubled.
Non-flexibility in controlling the balance of project’s time, cost and quality because of
over-emphasis the importance of critical paths.
(Word count: 600 words)
7. : Continuous
Critical path
Non – critical path
EST: earliest start time.
D: duration (days)
EFT: earliest finish time.
LST: latest start time.
LFT: latest finish time.
EST EFTD
LFTFloatLST
Activity Identifier
1
62
S
71
F
9
71062
M
49
S
62
F
13
62049
L
79
S
88
F
9
88
F
079
S
P
75
S
79
6
4
79
F
075
S
O
71
S
754
75071
N
88
S
93
F
5
93
F
088
S
Q
93
3
930
93093
S
FINISH1
4
T
9
T
5
1348
B
0
S
4
F
4
4
F
00
S
A
4
S
128
1315
D
4
S
8
F
4
1359
C
4 106
1337
E
4
S
139
1304
F
34
S
406
41135
J
34
S
41
F
7
41034
I
26
S
34
F
8
34026
H
13
S
26
F
13
26013
G
41
S
49
F
8
49041
K
0
T
00
000
START 1
8. 8
Appendix 2
According to Field and Keller (2005), network diagram has two types of activities: activities
in series and activities in parallel.
Total float and project float for each activity are calculated as below:
Activity Total Float
A 0
B 4
C 5
D 1
E 3
F 0
G 0
H 0
I 0
J 1
K 0
L 0
M 0
N 0
O 0
P 0
Q 0
Project float 14
9. 9
Appendix 3
The terminology “critical path” can be defined in many different ways, understand
comprehensively this term is necessary in developing a complete and integrated perspective.
“A “path” is any route comprised of one or more arrow (activities) connected in
sequence. The longest path from the origin node to the terminal node is called the critical
path; this gives the expected project duration.” (Nicholas and Heinemann, 2004)
“Longest sequence of activities in a project plan which must be completed on time for the
project to complete on due date. An activity on the critical path cannot be started until its
predecessor activity is complete; if it is delayed for a day, the entire project will be
delayed for a day unless the activity following the delayed activity is completed a day
earlier.” (BusinessDictionary)
“The critical path is defined as the series of activities that have zero float. The critical
path always runs through the project from the first activity to the last activity. Activities
with zero float are on critical path.” (Burke, 2003)
Appendix 4
Here we will look into calendar to see the timing of the process and how we can approach the
earliest finish date of the project on Wednesday, 23rd May 2012.
11. 11
Earliest Finish Time = 93 days = 18 x 5 day weeks + 3 days = Wednesday, 23rd May 2012
Or the project’s finish date can be determined through the length of activities on critical path
as below:
Activity Duration Earliest finish date
Start 0 Monday, 16th January 2012
A 4 Thursday, 19th January 2012
F 9 Wednesday, 1st February 2012
G 13 Monday, 20th February 2012
H 8 Thursday, 1st March 2012
I 7 Monday, 12th March 2012
K 8 Thursday, 22nd March 2012
L 13 Tuesday, 10th April 2012
M 9 Monday, 23rd April 2012
N 4 Friday, 27th April 2012
O 4 Thursday, 3rd May 2012
P 9 Wednesday, 16th May 2012
Q 5 Wednesday, 23rd May 2012
12. 12
Or Gantt Chart is also employed to calculate the earliest finish time of the project:
Legend: activities on critical path activities on non-critical path
13. 13
Appendix 5
a. If activity B is delayed 2 days
2
62
S
71
F
9
71062
M
49
S
62
F
13
62049
L
79
S
88
F
9
88
F
079
S
P
75
S
79
6
4
79
F
075
S
O
71
S
754
75071
N
88
S
93
F
5
93
F
088
S
Q
93
3
930
93093
S
FINISH
6 11
F
5
1348
B
0
S
4
F
4
4
F
00
S
A
4
S
128
1315
D
4
S
8
F
4
1359
C
4 106
1337
E
4
S
139
1304
F
34
S
406
41135
J
34
S
41
F
7
41034
I
26
S
34
F
8
34026
H
13
S
26
F
13
26013
G
41
S
49
F
8
49041
K
0
T
00
000
START
1
1
2 days delayedA B
: Contingency effect
14. 14
Appendix 5
b. If activity P is delayed 2 days
62
S
71
F
9
71062
M
49
S
62
F
13
62049
L
81 90
F
9
90
F
081
S
P
75
S
79
6
4
79
F
075
S
O
71
S
754
75071
N
90
S
95
F
5
95
F
090
S
Q
95
3
950
95095
S
FINISH
4 9
F
5
1348
B
0
S
4
F
4
4
F
00
S
A
4
S
128
1315
D
4
S
8
F
4
1359
C
4 106
1337
E
4
S
139
1304
F
34
S
406
41135
J
34
S
41
F
7
41034
I
26
S
34
F
8
34026
H
13
S
26
F
13
26013
G
41
S
49
F
8
49041
K
0
T
00
000
START
1
1
2 days delayedO P
15. 15
Appendix 5
c. If activity O is delayed 1 day
62
S
71
F
9
71062
M
49
S
62
F
13
62049
L
80 899
89080
P
76 804
80076
O
71
S
754
75071
N
89 945
94089
Q
94 940
94094
FINISH
4 9
F
5
1348
B
0
S
4
F
4
4
F
00
S
A
4
S
128
1315
D
4
S
8
F
4
1359
C
4 106
1337
E
4
S
139
1304
F
34
S
406
41135
J
34
S
41
F
7
41034
I
26
S
34
F
8
34026
H
13
S
26
F
13
26013
G
41
S
49
F
8
49041
K
0
T
00
000
START
1
1
1 day delayedN O
16. 16
SCENARIO 2: Jimaga Ltd.
EXECUTIVE SUMMARY
Jimaga Ltd. is a SME company specializing in the design and supply of promotional brochures. As part
of a strategy of expansion, Jimaga Ltd. has been implementing a project for setting a warehouse.
Initially, before bring the new warehouse in operating, a precise project must have to come out to
successfully manage this new initiative at the feasibility stage. From a perspective of managing project,
this report is generated to identify crucial tasks for achieving an efficient warehouse.
The report presents in details plan, skills and competencies for the project manager including:
All the tasks related to each stage of the project life-cycle.
Concerns, stages, processes, leadership, administration and control problems associated with
managing the lifecycle of this major project.
It really helps project manager to successfully manage this project, ensuring on time and within budget.
17. 17
MAJOR FINDINGS
2.1 Warehouse project life-cycle:
To manage the project efficiently, manager should follow strictly steps in project life-cycle (PLC).
According to Weiss and Wysocki (1994), the basic project life-cycle has five stages: define, plan,
organize, execute, and close. Because of large project, this 5-stage PLC is appropriate, precise and easy
to manage activities (see Appendix 1.)
2.1.1 Stage 1: Define
a. Functional specification
Follow Tompkins and White (1984), a warehouse directly serves for traditional purposes (see Appendix
2.) Apart from that, additionally, functions of this warehouse are also implied in the corporate strategy
which focuses on targeting and responding to demands of large global organizations in marketing
campaigns.
b. Scenario development
Scenario development comprises a range of processes which is useful for setting project objectives as
well as assessing possible risks. This also allow project manager to cover alternative circumstances that
project can operate flexibly. According to Paul Shoemaker (1993), process to develop scenario for
project is identifying scope of time, layout ratio, and decision variables; major stakeholders; current
trends; and key uncertainties (see Appendix 3.)
c. Cost-benefit analysis
It simply identifies, specifies and evaluates an assumption costs and benefits (Field and Keller, 2005.)
Financial management tools can vary according to complexity: Payback Period, Net Present Value,
18. 18
Internal Rate of Return, etc. Because payback period does not calculate time value of money and IRR
method is complex, hence NPV is suggested for the project. According to observation of same projects
for setting up warehouses, cost is estimated £40,000. (see Appendix 4.)
d. Setting objectives
Beside the objectives set up by manager of delivering the project on time and within budget, a
successful project must commit beyond those factors, quality in the long run (Field and Keller, 2005.)
Those objectives must strictly follow 5 indicators of SMART model (see Appendix 5.) This guarantees
satisfactions to all stakeholders and building ima[ge for the company.
e. Appointing project team:
To forming a good team, the project manager should concern about nature of works. According to Field
and Keller (2005), there are four common models: function team, single team, matrix team, and
contract team. However, it can be perfect if the project have a mixed team. Because existing
warehouse’s staffs are experienced and acquaint with routine tasks, an assistant manager, an
administration staff and two others warehouse staffs can be employed as supervisors and designers.
Apart from that, in a functional hierarchy in aspects of cost and labor, staffs at Financial Department
and HRM should involve into the project. For other small activities, to save budget, company can
outsource staffs. This step must be implemented precisely through “interviewing skills, job description,
psychometric testing, and assessment testing” (Field and Keller, 2005.)
2.1.2 Stage 2: Plan
a. Warehouse design
19. 19
First step in this phase provides work breakdown structure (WBS) for constructing the warehouse, to
ensure that no activity is missing. As stated by Rook (1991), WBS is “…a product-oriented task
hierarchy of all the work to be performed to accomplish the project contractual objectives…” that are
required to reach the final outcomes. The suggested WBS contains four major steps: developing a
warehouse prototype, operating warehouse in emulation, evaluating and reviewing the warehouse, and
finalizing the project (Gross & Associates, 2003) (see Appendix 6.)
b. Sequencing tasks
Based on work packages of WBS, the project manager with the whole team need together list all
activities in chronological orders, assume each task’s timing. Network diagram and Gantt-chart are
useful techniques in project scheduling. (see Appendix 7.) According to schedule, project manager sets
4 main milestones to trace back and review what are accomplished. This project is optimally finished in
72 days from Monday, 2nd January 2012 to Tuesday, 10th April 2012.
c. Time management:
Project time management is method of controlling and monitoring the time spent for each activity by
staffs (Jason Westland, 2007.) By recording on a timesheet memorandum, the project manager can
clarify and update all timing of activities, then quickly response to time management issues and make
positive changes.
d. Cost management:
Project cost management is all referred to control financial resources in objectives of efficiency and
economy. Hence, planning cost carefully is very important because “you cannot control the cost of an
20. 20
item when the money has already been spent or irrevocably committed” (Field and Keller, 2005.) Total
project budget is the aggregation of costs, expenditures and overheads allocated to the project. There
are three ways in assuming approximate budget for each activity: ballpark estimate, budget estimate
(top-down) and definitive estimate (bottom-up) (Joseph Phillips, 2010). Because of specialization and
objectives of this project, manager is recommended taking both the definitive estimation (first) and the
budget estimation (second). (see Appendix 8.)
e. Risk Planning
Risk assessment and management can be defined as analysis of specific risks (Field and Keller, 2005)
and “identification of countermeasures necessary to meet the requirements identified in risk analysis”
(PRINCE, 1993). Risks can cause a range of effects in terms of importance and urgency. It lengthens
times, increases costs, and reduces the outcome of delivery. Hence, there are models to identify risks
(see Appendix 9) and possible responses (see appendix 10) for the manager plan and give quick
decision when encountering. A tabular lists potential risks and suggested responses for project manager
is provided in Appendix 11.
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2.1.3 Stage 3: Organize
a. Organize team
Project human resources usually acquires experienced, skillful, and especially responsible in the field
of project. With a large project for opening new warehouse, company can allocate 1 project manager, 1
assistant manager, 1 human resource manager, 1 financial manager, 1 warehouse administration, 2
warehouse staffs from the company itself and other contracted labors. It is important that information
about plan is communicated thoroughly among project team to ensure project on schedule. Moreover,
apply good conditions, well-informed combined with motivation (monetary and non-monetary) will
create ownership, responsibility of staffs, hence increasing the performance and outcome of the project
(Field and Keller, 2005.)
b. Assign works
After organizing team, the project manager with 4 sub-managers should stand together to discuss,
appoint, and take responsible of specific tasks for sub-teams. In the roundtable, project manager
establishes framework for project organization and give each sub-team an identity to work and right to
report. Apart from that, all required documents such as schedules, procedures, checklist, budget,
manuals, etc. will be provided (Field and Keller, 2005.)
Project organization can be divided into 3 levels of management and 4 divisions of work under the
project manager. (see Appendix 12.)
2.1.4 Stage 4: Execute
a. Issue change orders
22. 22
In implementing phase, project team may encounter with unpredicted problems, differences in terms of
timing, resources or even company’s requirements. Hence, project involves planning changes to closely
approach the objectives. Before doing anything further, it requires manager gathering all the planned
and actual results to compare. The variances are then taken into consideration whether they are positive
or negative. The project manager after all can develop “project control loop” to generate appropriate
responses (Field and Keller, 2005.)
b. Review project status
Project status is the step that simply measuring and aggregating all information taken from different
divisions in the project. As the previous stage mentioned, to track current position and improving
accuracy, the project manager should determine based on milestones. Furthermore, an automated
reporting software for the project is the best supporter for manager to have a quick overview.
c. Monitoring staff, schedule and costs
Monitoring and controlling activities: different level of manager may have different reporting line
and schedule. Periodic reports can be submitted daily from warehouse staff to warehouse
administrator and from warehouse administrator to assistant manager can review weekly or
monthly. Another method to keep a good communication and motivation among project team is
organize progress review meetings. Though this is costly but it can help the manager improve
efficiency and quality of project works. (Field and Keller, 2005)
Monitoring and controlling cost see many constraints include allowable project budget, extra costs,
under costs. The manager can base on normally accounting systems but it is inappropriately and
imprecisely clarifying cost already spent according achievement and how much money for work
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left. To solve this problem, referring to Field and Keller (2005), there is a method called earned
value system or budgeted cost of work performed to monitor project cost.
d. Controlling quality
Quality management for warehouse is crucial when there may have potential risks (planning phase)
occur during the operation. This regards to loss of goods, machinery, legally binding with staffs
(injuries, deaths), efficiency in operation, and the company’s reputation. The project manager therefore
must assure quality based on WBS checklists in which warehouse design is concerned. Using quality
control techniques, the project manager can perform this frequently until the end of the project to
ensure outcome delivered meets stakeholders’ requirements.
2.1.5 Stage 5: Close
In this stage, before the warehouse delivered to the company, it needs to re-check and must be accepted
by the company’s manager. All the documents is completed and signed off; relieving labors and
resources; informing and disclosing warehouse to stakeholders (Weiss and Wysocki, 1994.)
According to Spirer (1983), project closure should be concern as a small plan which also has problems
itself in aspects of emotion for project staffs, clients and intellection for internal, external organizations
(see Appendix 13.) This will help to maintain the outcome warehouse and develop inspiration for every
stakeholders in future business.
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2.2 Project manager skills and competencies
A project manager involves in project from very first stage to the completion of project. Before doing
any actions, this selected person initially must have characteristics of:
Pioneer who acquires outstanding energy levels, enthusiastic and challenge problems
Stakeholders who interested in and concerns about the project and absolutely compulses with
the outcomes
Politician who create vision, transparent objectives, communicating, persuading, influencing,
integrating and leading people, especially truthful.
All of those will create extraordinary competencies for a project manager, supporting he/she in
implementing project successfully (example see Appendix 14.)
Beside essential personality, the project manager must comprehensively understand main duties along
with every stages of the project life-cycle in his specialization. According to Field and Keller (2005),
he/she with the supporting of an assistant firstly starts with the identification of objectives, planning the
flow of activities step-by-step and estimating how much time, resources, what skills needed to complete
the project.
The manager then must “assembling a team” by employing people with right knowledge, right skills,
right attitude to form sub-teams to complete different project areas. This stage require the project
manager’s skill of leadership to unite, motivate and communicate everyone contribute to teamwork and
feel like they are a part of the project success. It also takes into account ability to delegate and appoint
tasks for specific staffs. It is not simply giving away works irresponsibly but the project manage must
show processes like “an users guide” includes time, resources and detailed methods to implement. For
25. 25
example, when the sub-manager appoints warehouse staffs to measuring merchandise in advance
without guidance, they fail to do this and consequently the problem takes overtime and much cost to
handle. This leads to the destruction in merchandising and totally destroy project.
In execution stage, the project manager must ensure to monitoring and controlling any changes related
to project itself, clients and stakeholders to re-planning the project to a new baseline. It is required
skills of making judgments and adjustments and it is when “computer-aided software engineering
(CASE) tools” is placed correctly.
Apart from the main project duties (internally), the project manager usually also has responsible to
“report and liaise” with different level of management from general director, clients, sponsors to
stakeholders and this is when skills of using reporting-line is applied.
Follow through all the competencies and skills in the whole project life-cycle is definitely essential for
success of project manager. Whether the project fails or succeeds, it totally lies under the responsibility
of manager.
26. 26
CONCLUSION
To support the project manager for Jimaga Ltd. project, this report is written as a good plan includes
detailed phases in the project life-cycle, concurrent with contemporary skills and competencies needed
for project manager in controlling project. Hence, the manager should see this as a serious “user
manual” to set up the new warehouse efficiency and meeting the objectives requirements of the
corporate.
(Word count: 2183 words)
27. 27
APPENDICES FOR SCENARIO 2
Appendix 1
The Basic Warehouse Project Life-cycle (referring to Weiss and Wysocki, 1994)
Appendix 2
Traditional purposes of a warehouse:
receiving;
identification and sorting;
dispatching to storage;
placing in storage;
storage;
retrieval from storage;
order accumulation;
packing;
shipping; and
record keeping.
Define
• Issues analysis
• Feasibility study
• Functional
specification
• Scenario
development
• Cost-benefit
analysis
• Set objectives
• Team
appointing
Plan
• Warehouse
design
• Identify critical
activities, time,
• Time, cost
management
• Risk analysis
• Quality
assurance
planning
Organize
• Organize team
• Assign work
Execute
• Issue change
orders
• Review project
status
• Report on
project
• Review
schedule and
budget
• Qualifying
Close
• Obtain client
acceptance
• Complete
documentation
• Sign off
• Conduct post
implementation
audit
• Maintenance
• Value
assessment
Sequence tasks
Recruit staff
Establish control
tools
Install deliverables
28. 28
When constructing a new warehouse, the manager should also take into consideration of “storing goods
in adequate space with the proper equipment by well trained personnel in a properly planned layout
results in maximum protection of items.” (Tompkins et al., 1996)
Appendix 3
Scenario development stage:
Identify the scope of time, layout ratio, and decision variables.
Assuming that when Jimaga Ltd. operating this strategy to integrate with global environment, the
company accept the standard time for constructing and finalizing a new warehouse. Hence,
referring to the statistic of World Bank for time required to build a warehouse, the average time
required is 207 days. Because the company has already acquired a building, there no need time for
construction, but they must redesign structure more or less. Assuming that construction takes a two-
third of total time, hence the optimal time for this project (redesign & setting up) is 72 days.
Country Name Country Code Days (2010)
Arab World ARB 152
East Asia & Pacific (all income levels) EAS 161
East Asia & Pacific (developing only) EAP 181
Euro area EMU 221
Europe & Central Asia (all income levels) ECS 216
Europe & Central Asia (developing only) ECA 233
European Union EUU 199
Heavily indebted poor countries (HIPC) HPC 246
High income HIC 169
High income: non OECD NOC 176
High income: OECD OEC 165
Latin America & Caribbean (all income levels) LCN 220
Latin America & Caribbean (developing only) LAC 220
Least developed countries: UN classification LDC 250
Low & middle income LMY 221
Low income LIC 290
Lower middle income LMC 199
Middle East & North Africa (all income levels) MEA 156
Middle East & North Africa (developing only) MNA 181
Middle income MIC 200
North America NAC 58
29. 29
OECD members OED 164
South Asia SAS 241
Sub-Saharan Africa (all income levels) SSF 240
Sub-Saharan Africa (developing only) SSA 240
Upper middle income UMC 201
World WLD 207
There is no optimal ratio for office and warehouse, but depends on human and land resource, the
administrative office may acquire a small area for work room, customer services room, file room,
lunch/rest room and other special rooms.
After feasibility stage, decision for withdrawal is no longer valid. But within the objectives of time
and budget, Jimaga’s manager can still decide how much resources the company willing to invest.
Identify major stakeholders. Boddy and Buchanan (1992) developed a process of stakeholder
mapping. It generally is a category of people directly/indirectly, strongly/weakly influent to the
project. They are interest people, sponsor, champion, client, customer, or the owner. They have
aims, expectations and influence to the project
Current trend in warehouse management: this small step is essentially taken to support for planning
stage, ensuring the best efficient and economic way in building warehouse. According to Lee Yan
Ni, Roland Tok, See Yi Lin, and Seet Hui Ling (2009), current trends for warehouse setting up are:
o Installation of RFID/WMS/EDI
o Advanced material handling systems
o Increase height allowance as land
o Adopting cross-dock activities
Identify key uncertainties come from decision-making progress, modeling, analyzing activities for
project.
30. 30
Appendix 4
Example for IRR,NPV, and ROI calculation
Initial Investment (£40,000)
Projected cash flow
Year 1 £5,000
Year 2 £10,000
Year 3 £15,000
Year 4 £25,000
Year 5 £20,000
Total £75,000
IRR 20%
NPV (at 5%) £63,028
Payback Period (Years) 3.40
ROI (NPV – Investment) £23,028
Appendix 5
According to Amy Maranowicz, 2011
Appendix 6
31. 31
Work Breakdown Structure for Opening new Warehouse (referred to Gross & Associates, 2003)
Level 4Level 3Level 2Level 1
Opening new
warehouse
Developing a
prototype
Measuring
merchandise
Classifying
materials
Space
allowances
Building &
Services
Determine
features
Equipment &
Handling
Layout
Organization &
people
Job
descriptions
Job
apportionate
Training
Security &
Safety
Emergency,
locksystems
Protection
clothes
Operating
warehouse in
emulation
Evaluating &
reviewing the
warehouse
Finalizing the
warehouse
32. 32
Measuring merchandise takes initiative to classify kinds of goods based on their features to
adapt with condition in the warehouse. To the case of Jimaga, goods are not only promotional
brochures but they can be carton boxes, work-in-process, raw materials (inks, papers, glues, films, etc.),
or office facilities (computers, stationary, staff uniforms, etc.)
Consequently the space for each kind is calculated and how they would be stored. For specialization,
“cubic feet” unit is used to measure. Apart from useful space, additional areas should be left for
overstock, expansion or warehouse traffic.
The second step concerns about determining physical characteristics of the new building and
space for office to manage service activities in the warehouse.
With a few staffs in the large warehouse area, the assistance of equipment and handling
machines is significant in lifting and picking products efficiently. Depending on kinds, volume and
speed, appropriate methods should be applied manually or automatically as trucks, conveyors, racks or
pallets.
Next step, a detail grid layout for the warehouse included merchandise, building, services,
equipment and machines, security and safety is visualized.
The warehouse worth nothing without putting people in. As Jimaga’s plan, staffing structure is
the same as the existing structure in existing site. Hence, the manager should invest more on handling
in and out methods to improve efficiency and training people to accommodate with the new warehouse.
In any building, security and safety are very important issues, especially for warehouse to
prevent thief, robbery, injury, fire or toxicity. There are many solutions include alarm system, guard,
protection clothing for staffs.
Next, the warehouse prototype is operating in trial to test the smoothness and efficiency as well
as other potential risks and changes needed to evaluate and review in the following step.
33. 33
Lastly, the warehouse is finalized, assessed and accepted by the company’s manager. It then
will be put into operation.
Appendix 7
Activity
Identifier
Activity Description
Duration
(days)
Human
Resources
Predecessor
A Identify goods store in warehouse 1 1 -
B Classify goods 1 1 A
C Identify goods space 1 2 B
D Goods conditioning 1 1 B
E Determining building characteristics 7 3 -
F Clarifying warehouse and office spaces 2 2 E
G
List equipment and handling machines
for warehouse and office
1
1
-
H
Determine space, necessity, volume for
equipment and machines
3
2
G
I Purchasing equipment and machines 14 2 H
J Assessing security and safety 2 1 D, F, I
K
Purchasing equipment for security and
safety
7
2
J
L Visualize detail grid layout 7 2 C, K
M Work/job description 1 1 -
N Work/job apportion 1 1 M
O Staff employment 15 2 N
P Training 7 2 O
Q
Reconstructing building in necessary
15 5 L, P
34. 34
areas
R
Putting equipment and machines to
warehouse and office
2
5
Q
S Putting equipment for security and safety 1 2 Q
T Putting goods to inventory 2 5 R
U Putting people to warehouse and office 1 17 S, T
V Running prototype 5 17 U
W Review the delivery 2 5 V
X Adjusting and finalize the delivery 5 5 W
Y Company’s manager check and accept 1 2 X
Z
Completing document, sign off,
delivering outcome
5
4
Y
36. 36
Appendix 8
Joseph Phillips (2010) gives out three models to estimating costs for a project as follow:
The Ballpark Estimate comes from corporate objectives, normally draws a “bird’s eye view” of the
project outcomes, and has lots of “wiggle room.”
The Budget Estimate (or top-down estimate) is most often based on analogous estimating budget
experience from a similar project and applying them to the current project.
The Definitive Estimate (or bottom-up estimate) though takes time but this method provide an
accurate calculation for project total budget. The definitive estimate bases on a work breakdown
structure (WBS).
Above all, in order to have better cost management for the whole project, suggested cost breakdown
structure is provided below:
37. 37
20% 40% 20% 10% 5% 5%
Estimate cost proportion of opening the warehouse
Appendix 9
Source: Energy Institute
Layoutareas
Redesign floor,
ceiling, wall,
door
Machines
Shelves, bins
Preservation
Computers
Softwares
Print, fax
38. 38
Appendix 10
Source: The Business Owner, 2009
Appendix 11
Example for a warehouse risk identifications:
42. 42
Source: Health and Safety Executive, 2007
Appendix 12
A proposed work assignment for warehouse project:
43. 43
According to Field and Keller (2005)
Appendix 13 (According to Spirer, 1983)
Project
manager
Warehouse
administrator
Warehouse
staffs
Contracted
labors
Human
resource
manager
Contracted staff
Financial
manager
Contracted staff
Assistant
manager
Operating,
supporting
reporting
Documenting,
scheduling,
servicing meeting,
facilities
Developing prototype,
controlling, analyzing
& reviewing
Managing whole
project: people,
process, warehouse
controlling
supporting
supporting
Constructing
, operating
Recruiting, staffing,
contracting, payroll
Financial
information, cash
flow, budgeting
Project termination
problems
internal
clientstaff
intellectualemotional
external
-fear no futurework
-loss of interest in tasks remaining
-loss of project-delivered
motivation
-loss of team identity
-selection of personnelto be
reassigned
-reassignment methodology
-diversion of effort
-change in attitude
-loss of interest in project
-change of personnel dealing with
project
-unavailability of key personnel
-identification of remaining
deliverables
-certification needs
-identification of outstanding
commitments
-control of changes to project
-screening of uncompleted tasks
not needed
-closure of work orders and work
packages
-identification of physicalfacilities
assigned to project
-identification of project personnel
-accumulation and structuring of
project historical data
-disposing of material of project
-agreement with client on
remaining deliverables
-obtaining needed certifications
-agreement with suppliers on
outstanding commitments
-communicating closures
-closing down physical
facilities
-determining external
requirements for audit trail data
44. 44
Appendix 14
For the project manager’s competencies, it should be referred to the case of a senior vice president of a
Fortune 500 organization which he endeavored to construct a program for discipline, innovation,
structure, training, leadership and an important visual feedback system that his team was able to reduce
15% to 25% of project life-cycle and cut-down 10% cost. And secrets are revealed:
Encourage work through innovation
Logical process and clear structure
Follow discipline
Did not allow shortcut
Don’t let deadline decide work
Create visual feedback system
o Everything clarity
o Focus
o People accountability
(According to Deborah Bigelow, 2000.)
45. 45
REFERENCES
Books
Bigelow, D. (2000) What makes a good Project Manager, Expert Series, PM Solutions, April 2000,
Vol. 14, number 4
Boddy, D. and Buchanan, D. (1999) Take the Lead: Interpersonal skills for Project Managers, Prentice
Hall, New York
Burke, R. (2003) Project Management, Planning and Control Techniques. John Wiley and Sons
Field, M., Keller, L. (2005), 6th ed., Project management. Open university, Thomson, London, pp. 35-
289
Nicholas, J.M and Heinemann E. B. (2004) Project management for business and engineering
(Principles and practice), 2nd ed., Linacre House, Jordan Hill, Oxford, UK
Paul Shoemaker (1993) Multiple Scenario Development: its conceptual and behavioral foundation,
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Rook, P. (1991) ‘Project planning and control’ in McDermid, J.A. (ed.) Software Engineer’s Reference
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Spirer, H. F. (1983) ‘Phasing out the project’ in Cleland and King op. cit.
Tompkins, James A. and White, John A. Facilities Planning, John Wiley and Sons, New York, 1984.
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Weiss, J. W. and Wysocki, R. (1994) 5-Phase Project Management: A Practical Planning and
Implementation Guide, Addison-Wesley, Reading, Mass
46. 46
Internet
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47. 47
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