The process of coordination in processing applications according to the one stop shop model at the EDO

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TABLE OF CONTENTS
TABLE OF CONTENTS ....................................................................................................1
LIST OF TABLE.................................................................................................................2
LIST OF FIGURES.............................................................................................................2
1. Executive Summary.........................................................................................................3
2. Introduction .....................................................................................................................4
2.2. Introduction of EDO.................................................................................................4
2.2.1 Overview ............................................................................................................4
2.2.2. Major duties.......................................................................................................4
2.2.3. The process of coordination in processing applications according to the one
stop shop model at the EDO........................................................................................6
2.3. Project overview.......................................................................................................6
2.4. Project Scope and Benefits.......................................................................................7
2.5. Objectives of the Project ..........................................................................................7
2.6. Four Basic Stages of a Project Life Cycle................................................................7
3. Project Requirements.......................................................................................................8
3.1. Human resources ......................................................................................................8
3.2. Finance......................................................................................................................8
4. Project Resources ............................................................................................................8
4.1. Budget Summary......................................................................................................8
4.2. Management Team ...................................................................................................9

5. Time Management.........................................................................................................10
5.1. Project Timeline .....................................................................................................10
5.2. Work Break-down Structure (extracted from Microsoft Project) ..........................10
5.3. Working process.....................................................................................................11
5.4. Inspection process...................................................................................................12
6. Cost Management..........................................................................................................12
7. Quality Management .....................................................................................................12
7.1. Quality management process..................................................................................12
8. Risk Management..........................................................................................................13
9. Recommendation and Conclusion.................................................................................13
LIST OF TABLE
Table 1: Budget Summary...................................................................................................8
Table 2: Role and responsibilities .......................................................................................9
Table 3: Work Break – down structure .............................................................................10
LIST OF FIGURES
Figure 1: Management team structure.................................................................................9

1. Executive Summary
It has been currently evaluated that Vietnam is a potential market and has a great
potential for development. Thus, Vietnam has many advantages to develop.
Ninh Thuan, located in the southern part of Vietnam Central Coastal Region, borders
Khanh Hoa in the North, Binh Thuan in the South, Lam Dong in the West, East Sea in
the East. The province has total natural surface of 3,358 km2, 7 administrative units: 01
city and 6 districts. Phan Rang - Thap Cham city of type II, as provincial city, constitutes
a political, economic and cultural center of the province, distant from Ho Chi Minh City
by 350 km, from Cam Ranh airport by 60 km, from Nha Trang city by 105 km and from
Da Lat city by 110 km with favorable conditions for circulations in service of socio-
economic development. (edoninhthuan.gov.vn)
Meanwhile, the income of residents is gradually increased and the economy is growing,
so Ninh Thuan is an attractive place for the businesses.
With a resolve to vigorously improve the province’s investment environment, on 08
March 2010, the Economic Development Office – (EDO) was established.
As the goal of improving the province’s economy, EDO has developed a comprehensive
strategy to attract investors. The following article presents the issues related to project of
enhancing the interest of investors. This will cover some information about EDO, project
overview, project requirements, project resources, time management, cost management,
quality management, and risk management. After proposing all of elements related to the
project, the author gives conclusions and some recommendations for the institute’s
strategy and further projects.

2. Introduction
2.2. Introduction of EDO
2.2.1 Overview
EDO is a new institutional model established based on the Singapore’s model and the
Monitor Group’s ideas. EDO was established in 2010, specializes in three major
functions as follows:
- To provide advice on work relating to promotion of investment from all economic
sectors (domestic and foreign investors) as well as mobilizing development aids (ODA
and assistance from NGOs).
- To serve as the focal point in providing guidance and support for investors to complete
investment procedures from the beginning to end of the project cycle according to the
“one stop shop model”.
- To assist investors and aids donors in solving difficulties arisen during project
implementation.
After 6 years of operation, EDO has built a good team, expanded their network, so the
institute's reputation in the province is also very high. The existing platform is very good
for EDO to continue developing.
2.2.2. Major duties
- To provide advice in development and implementation of plans and programs on
investment promotion and mobilization of official development assistance and aids from
NGOs.
- To organize activities on investment promotion and aids mobilization with a view to
introducing and promoting the province’s investment and aids projects to attract both

domestic and foreign investors and donors and thus further investment flows in the
province.
- To establish the database and operate the information system to introduce the province’s
potentials, investment opportunities, master plans, land, list of projects calling for
investment and aids to investors and donors.
- To provide advice to the Director of the Planning and Investment Department in
proposing to the Provincial People’s Committee decisions on approval of investment sites
and granting of investment licenses to investors from different economic sectors.
- To serve as the focal point in providing guidance as well as receiving and processing
applications according to the “one stop shop model” or forwarding them to relevant
agencies for processing according to their authority and informed investors of the results
of application processing.
- To serve as the focal point in providing guidance and support for donors in the process
of acquiring information and implementing aids projects and programs in the province.
- To provide advice on reception and management of ODA and supervising ODA
implementation and disbursement in the province.
- To provide guidance on steps and procedures on NGOs project approval in the
province so as to advise the director of the Department of Planning and Investment in
proposing the province people’s committee for approval.
- To work with departments and agencies in providing advice to the province people’s
committee in supporting investors and aids donors in solving issues arisen during
investment and aids implementation in the province;
- To propose reforms relating to processes and procedures according to the “one stop
shop model” at the EDO along the lines of simplification and consistency.

- To provide advice on mechanisms and policies in attracting investment as well as
mechanisms on attraction and management of ODA and NGOs aids programmes and
projects in the province.
- To coordinate with functional agencies in organizing professional training courses for
staff in charge of implementing EDO’s functions and duties and cooperate with domestic
and international organizations in implementing assigned tasks. (edoninhthuan.gov.vn)
2.2.3. The process of coordination in processing applications according to the one
stop shop model at the EDO
Upon coming to the province, investors need only to deal with the EDO as the sole
agency helping them complete all necessary procedures relating to business
establishment.
EDO shall have the responsibility to provide guidance as well as receive and process
applications or work with related departments and agencies and the district people’s
committees to process applications according to their authority and inform investors of
the outcomes of their application processing according to the set deadline.
Investment procedures as well as difficulties facing investors and donors during project
implementation shall be resolved in a timely manner through the weekly meeting of the
EDO’s steering committee headed by the Chairperson of the Province People’s
Committee with the participation of leaders of agencies, units and people committees of
districts and cities. (edoninhthuan.gov.vn)
2.3. Project overview
As mentioned above, EDO has recently launched a new project of enhancing the interest
of investors and aid donors in Ninh Thuan. EDO decides to open a campaign for
introduction of Ninh Thuan and attracting interest.

2.4. Project Scope and Benefits
The project is firstly conducted in South Vietnam.
The management team is mostly formed from current employees of the institute who
have many experiences in related field. In addition, there is a project manager who is in
charge to ensure the project requirements.
2.5. Objectives of the Project
The project finished will bring some advantages for Ninh Thuan, and EDO in
specifically:
- Bring to Ninh Thuan more potential investors and aid donors
- Indirectly improve EDO reputation
- Develop the province’s industry and market.
2.6. Four Basic Stages of a Project Life Cycle
- Conceptualization: In this beginning stage, team members collected the information in
the province and subjects. Potential investors and aid donors are paying more attention to
the conditions and benefits of their investments. Because of great conditions of natural,
social and infrastructure factors, Ninh Thuan may attract more investors in the future.
- Planning: the main objective of this stage is setting objectives for the project. Thus, we
plan, outline WBS (work – break down schedules), building budget. All the team sit
discuss each step in planning phase.
- Implementation: After that, actual work is taken, and implement in the effective
manner. We will observe and control all works base on the WBS. The project manager
will resolve all the issues during this actual work stage.
- Termination: At this stage, when everything is done, the project will be terminated and
transferred to other department for future operation.

3. Project Requirements
There are different requirements for different projects. In the project of EDO, two most
important requirements are human resources and finance.
3.1. Human resources
Human resource factor is focused and this is the main factor which contributes to the
EDO’s success. They are people who have creative spirit to make the work effectiveness.
Working environment at EDO is quite open, gives prominence in learning and supporting
each other to gain the original goals and tasks.
Despite of having operated in just six year, EDO has a passionate team which sticks to
the organization and a moral and skillful staff. It can be said that human resource is the
most precious asset of the institute in its establishment and development over the years.
In order to achieve their goals, management team should include people who has long
cooperation with the company and interested in developing the province’s economy.
3.2. Finance
In this project, we need large budget.
The total budget estimated is 500,000,000 USD.
4. Project Resources
4.1. Budget Summary
Table 1: Budget Summary
(Unit: VND)
Name Amount In charge
Legal registration 10,000,000 Administration manager

Marketing 190,000,000 Marketing manager
PR 100,000,000 Marketing manager
Equipment 100,000,000
Total 500,000,000 Project manager
4.2. Management Team
4.2.1. Management team structure
Figure 1: Management team structure
4.2.2. Role and responsibilities
Table 2: Role and responsibilities
Name Position Current
position
Role and responsibilities
Project
manager
Administration
manager
Officers
Marketing
manager
Marketing
officers

Nguyen Van
Long
Project
manager
Deputy director
of EDO
- Lead and manage team members
-Motivate team members
-Review status report from
members
- Detect and resolve problems
during project timeline
Vu Lan Huong Administration
manager
Manager of HR
Department
- Get all legal registration
- Find and choose the best partners
- Plan HR
Tran Viet Hung Marketing
manager
Deputy Manager
of Marketing
Department
- In charge of marketing activities
- PR
Other members Team
members
Selected by
managers
- Work with other team members
5. Time Management
5.1. Project Timeline
The project of EDO will be taken place from 01/10/2016 to 30/05/2017. Detail timeline
for each task is presented in Work Breakdown Structure (WBS) below.
5.2. Work Break-down Structure (extracted from Microsoft Project)
Table 3: Work Break – down structure
Task Name Duration Start Finish
EDO PROJECT

Legal registration 27 days Tue 4/10/16 Wed 9/11/16
Documents submitted 7 days Tue 4/10/16 Wed 12/10/16
Processing the
document
20 days Thu 13/10/16 Wed 9/11/16
Marketing 112 days Thu 10/11/16 Fri 14/4/17
Research 30 days Thu 10/11/16 Wed 21/12/16
Choosing the partners 15 days Thu 22/12/16 Wed 11/1/17
Implementation 67 days Thu 12/1/17 Fri 14/4/17
PR activities 125 days
Mon
28/11/16
Fri 19/5/17
Find the partners 20 days Mon 28/11/16 Fri 23/12/16
Plan approval 30 days Mon 26/12/16 Fri 3/2/17
Implementation 82 days Mon 6/2/17 Tue 30/5/17
5.3. Working process
- Planning: project tasks and duties are planned to meet deadline and according to the
budget.
- The communication channel used is direct and indirect communication tool. Thus, team
members can save time, and they can be flexible also.
- Implementation: after the manager approved the plan, work will be done by team
members. They find out the findings and report to their manager for approval. If there is
any problem arisen, project team will sit down together to solve the problem.
- Documentation: project progress status will be documented for report and check. The
relevant documents are also collected for further references.
- Report: report is a critical step to make sure all task is running by the right way. Weekly
meeting and daily email are the main channels also.

5.4. Inspection process
The people in charge will update the status of their work to make sure everything is going
to the right order. If there is any problem, members must report immediately to their
manager for further actions. Cross inspection is applied so that the project may be
implemented following the plan and proper timeline.
6. Cost Management
Team members’ work time is 8 hours per day and 5 days a week. And, human resources
are mainly current employees of EDO. Besides their main activities in daily work routine,
they will be in charge of these project activities. So, they can only pay about 3 days per
week for this project. They will be received incentive packages for additional workload.
7. Quality Management
7.1. Quality management process
In the project quality management, there are processes taken to ensure the project will
satisfy all the needs and requirements
Quality planning: before action, quality requirements are established by manager to
obey. Team members will do research to understand deeply about the province of Ninh
Thuan, advantages and disadvantages and then find the suitable message. Secondly,
marketing and PR meet requirements. Some checklists are designed to use in inspection
to ensure every element of quality standards are not ignored.
Quality assurance: evaluate overall project performance to ensure project will satisfy
quality standards.
Quality control: checklists are used to evaluate project quality in each part. Base on
checklists, team member will assess if the work done meet the standards. Checklists are
involved to inspection report for controlling and approval. If there is any problem arisen,

team member will report directly to their manager. Manager will identify ways to reduce
causes of inadequate performance.
Communication channels: because of the characteristics of the project, direct as well as
indirect communications are used. Weekly meeting is conducted to update and review
project status. In case of team member absence, email and phone are the replacement.
8. Risk Management
Project risk management includes the processes concerned with identifying, analyzing,
and responding to project risk.
Miscommunication
Miscommunication is a high risk for all the team members, as the number of members is
quite large and there are not many face-to-face conversations.
In order to avoid that error, a member will be responsible for making a meeting report
after each meeting. When miscommunication is causing problems, members involved are
gathered in a meeting to explain the situation and make the solutions.
Time shortage
Because the timeline is quite short, team members should keep work done within their
own deadline. If there is any problem that makes work cannot be done within deadline,
team members should report to manager for further action and fixation. Some actions
should be taken such as cutting time of next tasks, pushing the deadline, etc.
9. Recommendation and Conclusion
Be aware the trend, EDO decided to launch the project of enhancing interests of investors
and aid donors to Ninh Thuan province. The project is taken in South Vietnam only. This
project may bring benefits for both Ninh Thuan economy and EDO reputation.

In order to be successful, EDO needs human resources and financial resources. Project
team is formed from current employees of the foundation who have experiences. The
budget for approval is also set out which detail each item for each group of activities.
Management plan in time, cost, quality and risk is also proposed to make sure things are
run in the right manner. With the well-planned, the project will meet its objectives and
bring more investors for Ninh Thuan.

References
EDO’s official website,
http://edoninhthuan.gov.vn/en/news.aspx?id=168&NewsID=295&LangID=2

The process of coordination in processing applications according to the one stop shop model at the EDO

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