Running Head: PROJECT MANAGEMENT METHODOLOGIES & TOOLS 1 PROJECT MANAGEMENT METHODOLOGIES & TOOLS 5 PROJECT MANAGEMENT METHODOLOGIES & TOOLS Mekdes Asaminew Rasmussen College 05/16/2020 FAQ document What are project management tools? These are the instruments which project managers use to plan, execute as well as manage plans in one centralized virtual location. These tools vary from team to team depending on the tasks to be performed in the project. The project management tools include; project management software, real-time instant messaging tool, knowledge base tool and file sharing tool. What is project management software? This is computer software which helps the project team members to collaborate during the project, plan all their activities as well as to record all the collected data. What is a real-time instant messaging tool? It is a tool that allows team members of a particular project to talk and video call with colleagues in real time. This tool helps improve collaboration of the team members and allows all people to collectively provide their opinions on different matters during carrying out the project. What is knowledge base tool? It involves a search database that allows individual to store the combined wisdom of the team members and ensures that the information is accessible to all members What is a file sharing tool? It is a tool which allows people to save sync and share files. It ensures that all the documents provided by team members are well stored and easily retrievable for future reference. (Bilal.et.al, 2017) What are project management methodologies? Project management methodologies are basically the different techniques which are used to approach a given project; every methodology of project management has its unique process and workflow. They are classified into “traditional or sequential methodologies, agile methodologies, the change management methodologies and process-based methodologies.” What are the traditional or sequential methodologies? These are the methods of managing a project which involve a sequence of tasks which lead to the final deliverables and project managers are required to ensure that the tasks are worked on them in a given order. The methodologies classified under this category include; · Waterfall project management methodology; involves completing a certain task before beginning another task in a linked sequence of objects which adds up to the general goal. It is used in projects that create physical objects like building a computer. · Critical path method; it involves prioritizing and allocating available raw materials to ensure the most crucial task is done as well as rescheduling lower priority task. · Critical chain project management; involves a technique for putting main concentration on the needed materials. What are agile methodologies? These are project management methodologies which prioritize on shorter iterative cycles and flexibility. They are categorized .

1. Running Head: PROJECT MANAGEMENT METHODOLOGIES
& TOOLS 1
PROJECT MANAGEMENT METHODOLOGIES & TOOLS
5
PROJECT MANAGEMENT METHODOLOGIES & TOOLS
Mekdes Asaminew
Rasmussen College
05/16/2020
FAQ document
What are project management tools?
These are the instruments which project managers use to plan,
execute as well as manage plans in one centralized virtual
location. These tools vary from team to team depending on the
tasks to be performed in the project. The project management
tools include; project management software, real-time instant
messaging tool, knowledge base tool and file sharing tool.
What is project management software?
This is computer software which helps the project team

2. members to collaborate during the project, plan all their
activities as well as to record all the collected data.
What is a real-time instant messaging tool?
It is a tool that allows team members of a particular project to
talk and video call with colleagues in real time. This tool helps
improve collaboration of the team members and allows all
people to collectively provide their opinions on different
matters during carrying out the project.
What is knowledge base tool?
It involves a search database that allows individual to store the
combined wisdom of the team members and ensures that the
information is accessible to all members
What is a file sharing tool?
It is a tool which allows people to save sync and share files. It
ensures that all the documents provided by team members are
well stored and easily retrievable for future reference.
(Bilal.et.al, 2017)
What are project management methodologies?
Project management methodologies are basically the different
techniques which are used to approach a given project; every
methodology of project management has its unique process and
workflow. They are classified into “traditional or sequential
methodologies, agile methodologies, the change management
methodologies and process-based methodologies.”
What are the traditional or sequential methodologies?
These are the methods of managing a project which involve a
sequence of tasks which lead to the final deliverables and
project managers are required to ensure that the tasks are
worked on them in a given order. The methodologies classified
under this category include;
· Waterfall project management methodology; involves
completing a certain task before beginning another task in a
linked sequence of objects which adds up to the general goal. It
is used in projects that create physical objects like building a
computer.
· Critical path method; it involves prioritizing and allocating

3. available raw materials to ensure the most crucial task is done
as well as rescheduling lower priority task.
· Critical chain project management; involves a technique for
putting main concentration on the needed materials.
What are agile methodologies?
These are project management methodologies which prioritize
on shorter iterative cycles and flexibility. They are categorized
into;
· Scrum; involves a framework where the team members are led
by a scrum master who clears away all challenges to ensure that
tasks are carried out.
· Kanban; involves implementing agile depending on the team
members capacity to work.
What are the change management methodologies?
There are techniques of managing project with an extra focus on
managing changes such as risk planning and controlling changes
when it happens (Chandna.et.al, 2019). The methods that fall
under this category include;
· Event chain methodology; involves preparing for risks that lie
out of the project’s compass.
· Extreme project management; involves managing huge
changes and moving ahead to complete the project.
What is process-based methodologies?
These are methodologies of managing projects which state that
the project tasks are compilations of processes. They include;
· Lean; it is a methodology which concentrates on streamlining
the processes of the project as well as cutting out wastes.
· Six sigma; involves looking to advance the process quality
through using statistics to measure defects presents and
eliminate them.
References
Bilal, H. A., Amjad, S., & Ilyas, M. (2017). A Comparative
Study of Global Software Development Tools Supporting
Project Management Activities. International Journal of
Education and Management Engineering, 7(6), 32. Retrieved
from http://j.mecs-press.net/ijeme/ijeme-v7-n6/IJEME-V7-N6-

4. 4.pdf
Chandna, K., Vine, M. M., Snelling, S., Harris, R., Smylie, J.,
& Manson, H. (2019). Principles, approaches, and methods for
evaluation in Indigenous contexts: a grey literature scoping
review. Canadian Journal of Program Evaluation, 34(1).
Retrieved from https://cjc-
rcc.ucalgary.ca/index.php/cjpe/article/view/43050
RUNNING HEAD: PROJECT SCORECARD
1
PROJECT SCORECARD
2
Acquisition Project Scorecard
Mekdes Asaminew
Rasmussen College
05/13/2020
The acquisition project will be scored based on metrics in the
following four distinct cohorts; Timelines, Project duration,
budget and meeting frequency (Scheiblich, et al., 2017).
Timelines

5. The overall project has been divided into milestones and tasks
which has further been broken down into work breakdown
structure. Each of these work breakdown structures have
timelines for completion and interdependence upon the
completion of each of the tasks and the allocated resources. The
overall structures need to meet the timelines that have been
clearly set and defined according to the initial budget. The
phases initially were to take 3 months, 6 months, and 3 months
for the initiation, transaction and completion phases
respectively. However, because of unavoidable circumstances
that led to more time being used in the initiation process, during
the valuation process. The company to be acquired required
much time to complete their financial evaluation n and the
period extended to three and a half months. The other timelines
are however in place according to the budget.
Project duration
The project is estimated to take 18 months from the sign off to
the closeout and post project analysis for business benefit. The
project has been divided efficiently into three phases with each
of them having a definite timeline for completion. With risk
mitigation strategies to respond either positively or negatively
to risks, it is expected that the overall period of the project will
still be maintained at 18 months for the completion and
deliverables of the project.
Budget
The project was allocated a total of $5 million. The initial
budget will however be inadequate to complete the project
successfully because of some overruns. Among these overhead
costs were, the risk of suppliers increasing prices required to
supply the materials needed (Yao & Liu, 2016). Also, because
the key financial analysis step took time, it is expected that the
initial amount required to complete this process might be
relatively higher. The funds allocated to the training of staff
and integration process was $1 million. After consideration,
given the organizational culture of the firm to be acquired, there
might need to be more funds being allocated into the training of

6. staff, merging of departments and additional training of key
personnel to take up some vital duties in the merged
organization. These variables that are different from the initial
plan will see to it that the initial budget and the actual budget
are not matched, with the initial budget being relatively lower
to the actual budget required to complete the project.
Meeting frequency
Because of the need to stay in line with the initial agreements
outlined in the project sign off, meetings will need to be held
more frequently. These meetings will involve the project team,
the manager and key stakeholders according to the need. They
will be held once every two weeks to assess the project. The
main agendas of these meetings will be to discuss the project
progress, to review the processes if they are in line with the
agreed outlines and to review risks that may be met along the
way. Also, there may be need for proactive thinking to come up
with better project deliverables and one that covers a wider
scope. From these meetings, it is expected that there will be
resolution of problems and conflicts that may occur in the
lifecycle of the project. A s a result of these meetings also, it is
expected that there will be more focus towards completion of
the project and delivering the expected outcomes.
References
Scheiblich, M., Maftei, M., Just, V., & Studeny, M. (2017).
Developing a project scorecard to measure the performance of
project management in relation to EFQM excellence model.
Amfiteatru Economic, 19(11), 966-980. Retrieved from
https://www.ceeol.com/search/article-detail?id=678093
Yao, J., & Liu, J. (2016). E-Government Project Evaluation: A
Balanced Scorecard Analysis. Journal of Electronic Commerce
in Organizations (JECO), 14(1), 11-23. Retrieved from
https://www.igi-global.com/article/e-government-project-
evaluation/156549

7. Running head: BUSINESS PROPOSAL
1
BUSINESS PROPOSAL
5
A Communication Plan
Mekdes Asaminew
Rasmussen College
05/01/2020
Introduction
A communication plan is an approach, which is policy driven
and meant to issue guidance to stakeholders as well as
employees within an organization. This plan is essential as it
classifies people who should be assigned specific info, the
communication channels to be included so that the information
can be delivered and what information needs to be sent (Foster,
2018). In this plan, there is also identification of people who
should communicate, passive information that is of high value

8. or that is sensitive and what methods, for example emails, face-
to-face, or video conferencing should be used to disseminate the
info (Foster, 2018). This paper contains a KBL communication
plan developed with strategies to will be used by the Board of
Directors to encourage the KBL team to perform Microsoft
Word project work.
Project kickoff welcome email
Hey everyone, we are glad to kickoff this project of
performing Microsoft Word work with our very own Kingstone-
Bryce Limited team members like you. The company hopes that
we can all work together and collaborate so that at the end of
the day we will be able to achieve the goals and objectives of
the project at hand. Our big and general goal is using Microsoft
Word in performing our project. Microsoft Word is an ideal that
can adopted in this project for the better outcomes so we have
to get the MS Word installed and running through.
Each member within this team will have a defined role
which he or she will conduct throughout the project (Heldman,
2018). John will take the lead as the project manager, Christine
will lead the copywriter team, Jane who is the art director will
have Mary and Peter helping her through and Johnson will work
alongside Andrew and Bill on the tech side. Since we have two
teams in this project which are: the KLB employees and our
competitor’s employees, we will get to know each other as time
goes on. We have discussed about this project for days and I
think the right time is in front of us deliver. Let us all make
KLB proud not forgetting our customers. Let us make it happen
because we know what to do. We have attached the specs of the
project so that everyone can know where to it. Please share all
related files about the project on KLB website link so that we
can document and archive everything. This meeting was an
email made one, where the same email was copied to involved
participants.
Project summary updates
I think as per now all of you understand our project. Our
projects name is Microsoft Word Launch and the project is on

9. track. The project manager and the team are in the concept
phase, which means a topic for this week is not yet chosen but
the tech and design teams are ready once the green light is
given. Since the overall topic is not yet given, the planning
team have had several meetings to try and bring it on table. So
far, the presented ideas are four but the final meeting will be
held on Monday to come up with the best out of the four. A
brief will be carried on before the week ends because of the
content team.
The content team is ready to writing a content copy as soon as
we finalize our idea. The content team is also gathering some
info about KBL before presenting it to the tech team. By the end
of next week, the design team will have come up with the style
of MS Word and a template will be choose. To touch on the
highlights, Johnson will be away on the tech team so any
questions should be directed to Andrew. Some of the challenges
we have include the tight deadline to complete the project shape
(MacAulay, Spilker, Berg, & Merrill, 2017). You should all
understand that we are working hard to keep all members
organized and understanding their role. This meeting was
presented to stakeholders via the email.
Project closing executive summary
The team really did a presentable job and I can give an applause
to all participants. We were able to meet all our objectives
including the set goals. The project-stakeholders were send
some copies of the deliverables that we were able to meet. I
would like to congratulate everyone who participated in making
KBL Company proud by bringing positive deliverables. We
need to take the same follow ups for our future projects. It’s
always advisable that when conducting a project to keep in mind
that teamwork is an appropriate aspect for sufficient deliveries
(Svendsen, Hansen, & Dorte, 2018). This meeting was a face-to-
face meeting that included the project manager, the sponsor of
the project, the entire project team and the Board of directors
for Kingston-Bryce Limited

10. References
Foster, A. (2018). A Communication Plan for Organizational
Effectiveness in a Youth Development Organization. Retrieved
from https://scholarlycommons.pacific.edu/uop_etds/3116/
Heldman, K. (2018). PMP: project management professional
exam study guide. John Wiley & Sons.
MacAulay, K., Spilker, E., Berg, J., & Merrill, E. (2017). Ya Ha
Tinda Carnivore Diet Analysis: Project Update. Retrieved from
http://www.wsfab.org/sites/default/files/projects/Ya%20Ha%20
Tinda%20Carnivore%20Diet%20Analysis%20Study_Update%20
May%202017.pdf
Svendsen, M., Hansen, C. R., & Dorte, A. (2018). Open Access
Monitor-DK: Concluding Conference and Executive Summary.
Retrieved from
https://www.forskningsdatabasen.dk/en/catalog/2441935402
Running Head: MITIGATING THE ACQUISITION RISKS
1
MITIGATING THE ACQUISITION RISKS
2

11. Mitigating the Acquisition Risks
Mekdes Asaminew
Rasmussen Collage
04/27/2020
Mitigating the Acquisition Risks
To: To the Management Department
From: Project Manager KLB
CC: The Planning and Operation Department
Date: 25 April 25, 2020
Subject: Proposed Guideline on the Acquisition Process
Risk avoidance
Kingston-Bryce Limited (KBL) acquisition of her competitor is
subject to the legal risk. This type of risk entails the negative
consequences the violation of laws and regulations governing
the running of businesses (Tanna & Yousef, 2019). With the
hasty pressure to acquire the competitor before they are
acquired by other rivals in the industry, we would forget to put
to consideration business legal compliance procedures which
would lead to litigation liabilities. Risk avoidance entails the
elimination of business hazards by totally avoiding
compromising events. Cognizant of this solution to risks, I
would propose that a technical team be formed to assess the
various legal compliance needs and striving to meet these needs
to avoid instances of legal action against our business.
Secondly, the team will ensure that all the party being acquired
had no prior legal violations to avoid inheriting a compromised
entity. This move will result in avoiding financial losses and
reputational damages that result from legal actions.
Risk Transfer
The acquisition process can be marred by the lack of cultural
compatibility between the parent organization and the newly
acquired institution. This could be characterized by
communication breakdown between the new employees and the

12. already existing ones. This incompatibility will result in low
employee productivity and the consequent poor organizational
performance. Financial uncertainty can also be resulted by the
large-scale recruitment of employees. This could lead of
business financial incapacitation and the eventual crumbling.
Risk transfer is the shifting the negative impact of the uncertain
events. Under these contractual agreements businesses are
shielded by the adverse effects of some occurrences (Bonaime
et al., 2018). I propose that KBL engage in new insurance
schemes that will cover the organization in the event that these
financial losses affect the livelihood of businesses. This will
reduce the likely financial vulnerability of the business.
Risk Reduction
The hasty process to acquire the competing institution before
rival organizations embark on the safe processes might result in
poor evaluation of the new organization’s assets a situation that
would result in overpayment by the parent business firm.
Additionally, the process would lead to poor evaluation of
employee value and the consequent laying off of key staff and
the employment of relatively incompetent operatives. This
would result in the weaving of a relatively defective workforce
and the consequent poor output of the staff. Risk reduction
entails the lessening of the negative effects resulted by
uncertainties in the practice of doing business (Li et al., 2018).
In our case, the acquisition of a new entity we should embark of
outsourcing a competent team that will evaluate skills of new
employees against the skills needed in the various new
departments. The outsourced teams will also be charged with
the responsibility of restructuring departments to enhance
efficiency. This will reduce the risk of poor employee
productivity and the likely financial and reputational losses
associated by the uncertainty ahead.
Risk Sharing
The new development, where KLB will acquire their competitor
and the coming hiring of new staff to run the newly established
huge corporation could lead to poor staff and poor

13. organizational systems which would affect the existing working
cultures exposing the company to financial failures and being
outdone by rival businesses. Risk sharing entails the
diminishing of vulnerabilities from uncertainties by distributing
the negative effects to the different departments and
personalities to lower the damage caused on single entities
(Green, 2016). To apply this to our upcoming situation, KLB
should diversify its production so as to make revenues from
some ventures as others suffer a beating from the uncertainties.
References
Bonaime, A., Gulen, H., & Ion, M. (2018). Does policy
uncertainty affect mergers and acquisitions?. Journal of
Financial Economics, 129(3), 531-558. Retrieved from;
https://www.sciencedirect.com/science/article/abs/pii/S0304405
X18301338
Green, M. B. (2016). Mergers and acquisitions. International
Encyclopedia of Geography: People, the Earth, Environment and
Technology, 1-9. Retrieved from;
https://onlinelibrary.wiley.com/doi/abs/10.1002/9781118786352
.wbieg0196.pub2
Li, K., Qiu, B., & Shen, R. (2018). Organization capital and
mergers and acquisitions. Journal of Financial and Quantitative
Analysis, 53(4), 1871-1909. Retrieved from;
https://www.cambridge.org/core/journals/journal-of-financial-
and-quantitative-analysis/article/organization-capital-and-
mergers-and-
acquisitions/E885C3A16B7483E0BE72A98B70954135
Tanna, S., & Yousef, I. (2019). Mergers and acquisitions:
implications for acquirers’ market risk. Managerial Finance.
Retrieved from;

14. https://www.emerald.com/insight/content/doi/10.1108/MF-09-
2018-0446/full/html
Running head: ACQUISITION PLAN 1
ACQUISITION PLAN 2
Acquisition Project Plan
Mekdes Asaminew
Rasmussen College
04/18/2020
Acquisition Project Plan
Project Scope
The scope of the project is a vital component of the project

15. management plan. It defines the extent and boundaries of the
project. The project scope includes a list of tasks, deliverables,
costs, and objectives. The scope helps project team members in
making critical decisions since it states the responsibilities and
boundaries of the project. As a result, the project scope is
essential for the successful completion of the acquisition
project.
The main objective of this project is to acquire one of its
competitors who will enable Kingston-Bryce Limited (KBL) to
expand its operations and increase the workforce. The
acquisition of the competitor is expected to elevate the
performance of the organization through an efficient reduction
of cost and revenue growth. Another goal of the project is to
create a new market for the company. According to Po (2015),
acquisition and mergers (M&A) provide an opportunity for
companies to sell their products in a new market. Additionally,
the acquisition project objective is to diversify its business
operations. Currently, KBL specializes in the production of
hand-crafted dining room tables. Therefore, acquiring the
competitor will allow the company to venture into the
production of custom furniture.
The deliverables of the acquisition project are categorized into
four phases. Phase one of the project involves defining and
explaining the decision to acquire another company. The step
includes detailing the importance of acquisition to the company,
both short and long-terms. The approach helps in convincing
key stakeholders to back up the project plan. The second phase
of the project is identifying and screening the target company.
Deliverables in this phase include due diligence of the
identified companies, quick valuation, and shortlisting potential
competitors for acquisition. During stage three of the project,
the management will deliberate on shortlisted companies and
rank them according to preference. A company with the most
desirable outcome will be selected for acquisition.
In this case, Kingston-Bryce Limited will select a custom
furniture manufacturer. Other critical tasks in this phase include

16. the negotiation of the deal and the signing of the contract.
According to Chaves (2012), both parties sign a confidentiality
agreement form where they consent to share all business, legal,
and financial information regarding their companies. The
agreement allows KBL to conduct due diligence and estimate
the value of the competitor using the discounted cash flow
(DCF) method. On the other hand, the agreement enables the
seller to determine the ability of KBL to acquire their company.
The final phase of the project involves the integration of the
company into the organization. This process includes
integrating the HR, IT, and other critical operation components
of the competitor into the KBL organizational system. The
process also allows KBL to take control of the new company.
Funding Schedule
The funding schedule refers to the plan through which the
company will finance the project. Usually, the project sponsor
is responsible for availing resources necessary for the
successful completion of the project (Pinto, 2009). In
collaboration with the project manager and key stakeholders,
the project sponsor prepares the project budget, which is
submitted to the KBL’s board of directors for approval.
The board had allocated the acquisition project $5 million, and
the funding will be done in three cycles. In the first cycle, the
project will receive $1 million, which will cover all the costs
incurred in the first, second, and part of the third phases of the
project, including due diligence, valuation, and negotiation. The
funding in the second cycle is $3 million, and this will be used
to acquire the competitor and to seal the deal. The funding in
the final phase will be $1 million, and this will go to the
integration expenses, including the transfer of data, HR and IT
integration, and training of the new workforce.
Timelines for the Acquisition
The acquisition project will take 18 months to complete. The
initial stage, which involves the definition and planning of the
project, will take 3 months. Some of the tasks that will be
completed in this phase include identification of key

17. stakeholders, approval of the project, budget preparation, and
establishment of the project team. Other tasks include the
delegation of roles and responsibilities and identification of
potential risks. The second phase of the project will take 4
months to be completed. During this period, the project
managers will lead the project team in identifying potential
companies for acquisition and screening them. The team will
also conduct a quick valuation and due diligence to determine
the best candidate for acquisition. Once this is done, the project
manager will compile a shortlist and submit it to the board of
management.
The third phase will take 8 months. This phase takes a lengthy
period to complete since it involves complex tasks such as in-
depth valuation, due diligence, and negations. Other tasks
include the application of regulatory approval and contractual
signings. The final phase will take 3 months to be completed.
Majorly, the project team will be focusing on the integration of
the new acquisition into the organization. Some of the tasks
involved are IT integration, HR integration, training, and data
transfer.
References
Chaves, S.F. (2012). Development of a Project Management
Methodology for Supporting Mergers & Acquisitions (M&A).
Industrial Master of Industrial Management (IMIM),
http://www.diva-
portal.org/smash/get/diva2:556304/attachment01
Pinto, J. Â. C. (2009). Financing the project. Paper presented at
PMI® Global Congress 2009—EMEA, Amsterdam, North
Holland, The Netherlands. Newtown Square, PA: Project
Management Institute.
Po, D. (2015). Benefits of mergers and acquisitions to strategic
buyers and impact on post-merger integration. Retrieved from

18. http://app1.hkicpa.org.hk/APLUS/2015/12/pdf/44_Largesource1
.pdf
Running head: PROJECT PROPOSAL 1
PROJECT PROPOSAL 2
Acquisition Project Plan
Mekdes Asaminew
Rasmussen College
04/8/2020
Acquisition Project Plan
Project Description
Kingston-Bryce Limited (KBL) is a custom furniture
manufacturer. The company specializes in the production of
hand-crafted dining room tables. As an attempt to enhance its

19. competitive advantage, KBL has decided to acquire one of its
closest competitors that deal with custom furniture. The
acquisition of the company will allow KBL to expand its
operations and increase its market share. Besides, increasing the
size of the organization will triple the workforce of the
company, thus enhancing efficiency and productivity.
According to Kokemuller (2020), a large workforce promotes
diversity in the organization, which is beneficial in terms of
creativity and overall productivity. As a result, the purchase of
the company is critical to KBL in meeting its organizational
goals.
Tasks and Milestones
Tasks and milestones are critical components of a project plan.
The project tasks involve activities of the larger project that
have been divided into manageable parts. Milestones, on the
other hand, are elements in the project schedule that show the
progress of the project. Milestones are also essential for
estimating the completion time of the project. The acquisition
of the competitor by KBL entails three phases; preparation,
transaction, and implementation. In the preparation phase, the
company develops and an acquisition plan that will enable them
to purchase the target firm. The plan entails a communication
strategy that will be used by KBL to reach the target company
and how they will present their offer to the management. This
task will take a maximum of three months to be completed.
If the target company accepts the offer, KBL will begin the
valuation analysis of the organization. This process, which will
take approximately three months, involves analyzing the
financial components, including key performance indicators
(KPIs) and key financial ratios such as profitability and
liquidity ratios and solvency ratios. Gadoiu (2014) indicates
that financial analysis helps in providing valuable information
about the company, such as profitability and efficiency. As a
result, valuation analysis is essential during the acquisition of
the target company.
The next phase in the project plan is the transaction between the

20. two companies. Kingston-Bryce will initiate the negotiation
process if they find the target company to be attractive for
acquisition. Negotiation is the most critical part of the project
and will take at least six months to be completed. The tasks
involved in the transaction phase include due diligence, the
configuration of the offer, and preparation of a contract for the
takeover. According to Savović (2013), transactional due
diligence allows the company to determine if they collected
accurate information necessary for the takeover. The process
also involves agreement on the mode of payment and other
underlying requirements essential for completing the
acquisition. Implementation of the plan will be the last phase of
the project. The tasks undertaken in this process include the
execution of the contract and the closing and integration of the
project.
Timeline for the Project
The duration of the acquisition project is 18 months. The
project timeline will be divided into three major phases;
initiation of the acquisition project, transaction, and
implementation. The initial phase (preparation) of the project
will take three months to be completed, while the transactions
will take six months since there are several tasks involved in
the process. On the other hand, the implementation process will
take a maximum of 6 months to be completed. The closing and
integration of the new acquisition will be completed in three
months.
Key Stakeholders
Successful implementation of the acquisition project requires
the recognition and involvement of key stakeholders. The most
critical group of stakeholders during acquisition is the
employees. Kingston-Bryce should consider the opinion of its
workforce before the acquisition to avoid resistance during the
implementation of the project. Other key stakeholders that
should be involved in the project decision-making include
investors, lenders, advisors, suppliers, and government

21. regulators. These stakeholders have significant influence;
therefore, their needs and wants should be considered.
References
Gadoiu, M. (2014). Advantages and limitations of the financial
ratios used in the financial diagnosis of the
enterprise. Scientific Bulletin-Economic Sciences, 13(2), 87-95.
https://pdfs.semanticscholar.org/7713/5df68d0e2b5d3c335f41ae
1bc5e7651c204b.pdf
Kokemuller, N. (2020). Advantages & Disadvantages of Having
a More Diverse Workforce. Retrieved from
https://smallbusiness.chron.com/advantages-disadvantages-
having-diverse-workforce-22935.html
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