Auto Restoration Services Project: “OLD & NEW”

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Executive Summary

The Gary’s Auto Restoration “OLD & NEW” project will offer auto restoration services to corporate and independent customers. Gary’s Auto Restoration “OLD & NEW” specializes in complete automobile restoration within the specification of each customer as per the budget and timeline constraints. Based on the market research conducted, it was established that there is a need to introduce a customized auto restoration center. The proposed auto restoration business project needs a project-driven organizational structure that centers on the individual project and customer demands. This approach brings many benefits, including being responsive to the changing needs of the customers, effectiveness in incorporating diverse skills in a team, and usefulness in project risk management. The Gary’s Auto Restoration “OLD & NEW” project will offer auto restoration services to corporate and independent customers. Gary’s Auto Restoration “OLD & NEW” specializes in complete automobile restoration within the specification of each customer as per the budget and timeline constraints. The proposed project and its objectives support the plan of quality and customized auto restoration services at the most cost-effective level to ensure that the business is sustainable and profitable in the short and long term.

Goals and Objectives

Overall Goal

The primary aim of the project is to create a transition for auto restoration for new and old motor vehicles.

Specific Objectives

Objective	Description
To ensure that the transition is attained within the shortest time possible, in this case, is 35 days.	Through the accomplishment of the efficient restoration module, the time of transition from beginning to end of restoration will be made systematic. This will translate into efficiency as a result of the procedural approach in execution.
To accomplish a standardized auto restoration center within two months.	This auto restoration project has the goal of developing a flexible and modularized system for increasing the efficiency and speed of restoration duration for each automobile.
To shorten the duration of the transition and actual product delivery for the proposed auto restoration business.	The interface of the proposed restoration method shall be linked to the current restoration standards to duration taken to restore each automobile completely.

Table 1: Project Objectives.

Success Criteria

Objective	Success Criteria
To ensure that the transition is attained within the shortest time possible, in this case, is 35 days.	Completion of the transition within 35 days and all the milestones achieved.
To accomplish a standardized auto restoration center within two months.	Completion of the project and satisfactory restoration of the first ten automobiles within sixty days.
To shorten the duration of the transition and actual product delivery for the proposed auto restoration	Systematic and progressive progress implementation from one phase to another without any major miscalculation.

Project Scope

Functional Scope

In Scope	Out of Scope	Uncertain
Efficient auto care services	None	Different cars have different body and engine types
Cost friendly auto services	None	Customized services might be more expensive than projected
Customized auto services	Limited customer budget	Changing customer preference might affect the business

Table 3: Functional Scope.

System Scope

In Scope	Out of Scope	Uncertain
Spacious and well-equipped auto garage	Limited space	Changing customer preference
Latest technology and workmanship	Limited funding	None
Satisfactory and efficient mechanical skills	None	Changing customer preference

Table 4: System Scope.

Project Interdependencies

Project	Interdependency Type
Engine and electrical installations	Technology

Table 5: Scope—Project Interdependencies.

Data Scope

The project’s boundary was classified as a high-level business object model, as indicated in the diagram below.

Technology Scope

In Scope	Out of Scope	Uncertain
Hardware	Shipment charges	Inability to source for certain parts
Architectures	Expensive design	Cost constraints
Communication	The balance between inter and intracommunication systems	Communication lapses

Table 6: Scope—Technology.

Organizational Scope

In Scope	Out of Scope	Uncertain
Project manager	Project implementers	None
Project coordinator	None	None
Project supervisor	None	None

Table 7: Scope—Organizational Scope.

High-Level Schedule

Milestone	Start Date	Completion Date
Project Initiation
Develop Project Charter	20^thJan	29^thJan
Evaluate Project Charter	30^thJan	5^thFeb
Approve Project Charter	5^thJan	6^thJan
Project Planning (High Level)
Prepare for the Project	6^thJan	7^thJan
Conduct Project Kick-Off Meeting	27^thJan	4^thJan
Develop the Project Initiation Plan	7^thJan	16^th
Define the Goal, Specific Objectives, & Success Criteria	7^thJan	8^thJan
Define Project Scope	9^thJan	10^thJan
Develop the High-Level Schedule and Document Assumptions	10^thJan	12^thJan
Identify and Document Stakeholder Involvement	11^thJan	12^thJan
Develop the Communication Plan	13^thJan	14^thJan
Establish the Project Budget	13^thJan	15^thJan
Define Governance and Resourcing	14^thJan	15^thJan
Define the Management Approaches	14^thJan	16^thJan
Develop the High-Level Risk Plan	15^thJan	16^thJan
Submit the Project Initiation Plan for Approval	18^th	18^thJan
Confirm Approval to Proceed- Approved Project Initiation Plan	20^thJan	20^thJan

Work Breakdown Structure (WBS)

	Work Breakdown Structure for the Restoration
1	Initiate Project
1.1	Develop Project Charter
1.1.1	Defining the Project Scope
1.1.2	Defining the Requirements
1.1.3	Identifying the High-Level roles in the project
1.1.4	Developing a High-Level budget for the project
1.1.5	Identifying the High-Level strategies for control
1.1.6	Finalizing the charter and gaining the approvals
1.1.6.1	Consolidating and proactively publishing the Project Charter
1.1.6.2	Holding the first review meeting
1.1.6.3	Revising the project charter from the results of the first meeting
1.1.6.4	Gaining free approvals after revision
2	Plan Project
2.1	Develop a Work Plan
2.1.1	Developing the Work Breakdown Structure
2.1.2	Developing the final staffing plan for the project
2.1.3	Developing the proactive project schedule
2.1.4	Developing the final project budget
2.2	Develop a Project Control Plan
2.2.1	Developing a comprehensive communication plan
2.2.2	Developing a proactive quality management schedule
2.3	Finalize Project Plan and Gain Approvals
3	Execute and Control Project
3.1	Design Framework
3.1.1	Defining the stages and activities for each framework
3.1.2	Creating the framework for project content formats
3.1.3	Designing the production framework tool
3.2	Build the Framework
3.2.1	Creating the content for the production framework
3.2.2	Reviewing the created framework for quality purpose
3.2.3	Building a strategic production monitoring tool
3.3	Test the Framework
3.3.1	Testing the efficiency of the production process
3.3.2	Testing the usability of the auto restoration workshop
3.3.3	Adjust the production framework within the feedback from tests
3.4	Implement Framework
3.4.1	Moving the production methodology into a mass production environment
3.4.2	Announce the new auto restoration product in the targeted market
4	Close the Project
4.1	Conducting a comprehensive review of post auto restoration establishment
4.2	Declaring the project as successful

Key Deliverables

Execution of the auto restoration project will be carried through a four-stage approach to incorporate the expected output variables. To ensure that the deliverables are achieved, the support tools such as the Gantt chart and work breakdown structure will be used (Microsoft Corporation, 2012). Specifically, the Gantt chart will be useful in showing each deliverable in terms of costs, expected date of execution, and level of periodic progress. Specifically, the project deliverables will be;

*Deliverable in terms of costs, expected date of execution, and level of periodic progress.*

Milestone Schedule

Milestone	Start Date	Completion Date
Initiation
Project Charter	20^thJan	29^thJan
Approve Project Charter	30^thJan	5^thFeb
Hold Kick-Off for Project Initiation Planning	5^thJan	6^thJan
Planning (High Level)
Project Initiation Plan	6^thJan	7^thJan
Approve the Project Initiation Plan	27^thJan	4^thJan
Hold Kick-Off for Detail Planning	7^thJan	16^th
Planning (Detail)
Project Plan (Detailed)	9^thJan	10^thJan
Baseline Schedule	10^thJan	12^thJan
Approve Baseline Schedule	11^thJan	12^thJan
Hold Kick-Off for Executing the Project	13^thJan	14^thJan
Executing and Controlling
Developing the restoration logistics	14^thJan	15^thJan
Completion of the workshop and technological installations	14^thJan	16^thJan
Closing
Transition to Steady State-Project Close-Out Report	18^th	18^thJan
End of Project Review Report (Lessons Learned)	20^thJan	20^thJan

Table 8: Milestone Schedule.

Assumptions

The main assumption is that each phase of the project will be addressed concurrently to minimize the risk of passing the execution deadlines.

Stakeholder Roles and Responsibilities

Project Manager

Who	Role	% Time Required
	Project management	300 hours
Project Responsibilities
Help to secure spending authority for the project Act as a vocal and visible champion for the project Keep abreast of all major project activities Facilitate decision-making on key issues Decide on an escalation of issues to the Executive Sponsor Provide support for Project Manager and Project Team Provide approval for all major scope changes Provide signoff to approve the project to move forward to succeeding phases

Steering Committee

Who	Role	% Time Required
Project supervisor	Advisory role	72 hrs
Project manager	Advisory role	72 hrs
Site consultant	Advisory role	72 hrs

Project Responsibilities
Keep abreast of all major project activities Act individually and collectively as a vocal and visible champion for the project Provide direction and guidance to the project Help resolve issues and policy decisions Assist with communication for the areas they represent

Project Supervisor

Who	Role	% Time Required
	Project supervision	350 hrs
Project Responsibilities
Ensures the project team completes the project Develops the CPMM Project Documentation with the team and others as needed Manages the team’s performance of project tasks Manages the project scope, schedule, and budget Communicate status/issues as identified in the Communication Plans Quickly works to address project issues, or escalate project issues to appropriate people Develop all necessary CPMM project documentation Manage issues, risks, actions, and change Provide performance feedback to team members Gain Project Acceptance Archive Project Information

Communication Plan

The proposed communication plan does not aim to disseminate any particular message, as its core purpose is to improve communication between the project implementation stakeholders, as summarized in the table below.

What	Who/Target	Purpose	When/Frequency	Type/Method(s)
Initiation meeting	Project team and sponsors	Gather information for the Project Initiation Plan.	First, before the project start date.	Meeting
Distribute project plan and obtain approval	Key stakeholders	Distribute plan to alert key stakeholders of project scope and to gain buy-in.	Before kickoff meeting and before the project start date.	A document distributed via hardcopy or electronically.
Project kickoff	All the project stakeholders	Communicate plans and stakeholder roles/responsibilities. Encourage communication among stakeholders.	At or near the project start date and when the project initiation plan is approved.	Live meeting
Status reports presentation	All the project stakeholders	Update stakeholders on the progress of the project.	Regularly Scheduled as per the project needs and scope. The status reports will be presented every two weeks.	Via email and conference call within the initial status report template.
Post project review	Project manager and the key stakeholders.	Recognize any possible enhancement plans, critical adjustments, and successes.	End of the project.	Live meeting
Project repository	All project team members and the Project Manager.	Recognize any possible enhancement plans, critical adjustments, and successes.	Update monthly after every two weeks with status reports.	Live meeting
Periodic presentations	Specific focus group on the practicality of the restoration machines.	Recognize any possible enhancement plans, critical adjustments, and successes.	Once each phase is completed	Live presentation

Benefits and Budget

Project Benefits

Nature of Benefit	Brief Description	Quantitative Benefit / Qualitative Benefit
Increased revenues	The auto restoration project is likely to attract many customers.	Quantitative
Reduced costs	The proposed project is based on a cost-effective business model within the most efficient service bundles.	Quantitative
Improved service	The project proposed a customized auto restoration business that will ensure that each service offered is very efficient.	Qualitative
Increased market share	There is no business within the proposed area of operation that offers the same service.	Quantitative

Project Budget Summary

Type of Expense	Development Cost	On-Going – Recurring Cost
Staff Expense	$22,000	$5,000
Capital Expense	$30,000	$15,000
Operating Expense	$10,000	$5,000
Service	$3,000	$3,000
Contingency	$2,000	$2,000
Total Project Budget	$47,000	$30,000

Project Governance and Resourcing

Project Governance

Project Resourcing

The project resourcing for the proposed auto restoration business is summarized in the table below.

Project Role	Required	Who (if known) or TBD	% Time	Dates Needed (Date Range)	Name of Manager
Business analyst	1	TBD	20%	20^thJan-20th Mar	Warren
Architecture	1	TBD	5%	30^thJan-06^thFeb	Rose
Technical mechanics	2	TBD	30%	25^thJan-20^thMar	Jane and Samson
Project implantation team	4	TBD	45%	25^thJan-20^thMar	Rick, Michael, Angel, and Lucy

Table 3: Resources

Resourcing Comments, Constraints, and Issues

In the case of the auto restoration project, the project manager may have to give thought to the possibility of engaging the noncritical paths, if the risks in these paths are lower than the risks in the critical path. This strategy is significant in reducing the general impact of project delay. In the case of the proposed auto restoration project, it is apparent that any delay is likely to affect the noncritical and very critical components of the project at the execution stage. This may happen since any delay in the activities within the critical path will directly negatively affect the project timeline. As a remedy, it is necessary to complete the activities that fall within the critical path on time within the strict project schedule. Thus, resource allocation for the auto restoration project should be concentrated on activities which do not fall within the critical path (Microsoft Corporation, 2012).

Management Focus

Style of Completion

The customer of the project will be individual and corporate automobile owners who want restoration on their cars by the use of internal resources. The customers will be required to avail of their cars for restoration at a subsidized cost to test the workability of the project. The role of each stakeholder is clear. To improve communication, there will be a series of formal training organized by the project manager. The end-users who will be impacted by this project are many. Since the project is new, there will no need for a transition team. The aspect of customer satisfaction and efficiency will be assured through a proactive, cost-effective service model. The main quality standards that need to be met are efficient and timely services. The quality will be assured through a continuous review of the project objectives against the business goals (Wren, 2007).

Issues Management

Critical to the success of the proposed auto restoration project is to proactively manage issues that arise from the conception to execution of the project. Thus, it is necessary to ensure that the stakeholders are active in resolving arising issues that might have an impact on the triple constraints, which are scope, schedule, and budget. Upon registration of any issue, the necessary stakeholder will be mandated with the responsibility of creating an action plan aimed at proactively resolving the issue within the shortest time possible, that is, weekly (Snyder, 2009). The status report will be updated each time an issue is identified and resolved (Gray & Larson, 2011).

Change Management

Since the project is dynamic and action-oriented, there is a need to create a change management plan to ensure that there is a smooth transition from one phase to another. The project manager will have the responsibility of tracking the change order log and update the status of each change in the request for a change log (Murray, Grantham, & Damle, 2011).

Risk Management

Reflectively, the aspect of risk management involves a process of planning for risk mitigation strategies to ensure that the auto restoration project is not undermined by uncertainties during implantation. The predictable and unpredictable risks during the project implementation will be managed proactively. The main risks will be captured in the project plan (Murray, Grantham, & Damle, 2011). At the stage of project planning, the relevant stakeholders will develop an explicit risk plan, which comprises of risk identification, assessment, and mitigation in the risk management plan.

Procurement Plan

Since the project is internal, there will be no need for the procurement plan. However, internally sourced services will be properly tracked to ensure flow and accountability during project implementation.

Transition Management Plan

Since this is a new project, there will be no need for a transitional management plan for the proposed auto restoration project. However, the project will rely on the expertise of the project manager to ensure a smooth flow between project completion and the beginning of operations.

Gathering Customer Requirements Approach

The approach that will be used to gather customer requirements will be via a simple survey and direct interaction with potential clients. Any suggestions from the customers will be implemented in the project implementation stage since this phase was created to be flexible to accommodate new ideas (Murray, Grantham, & Damle, 2011). The tools that will be used to gather customer requirements are voice recorders, notebook, and mobile phone.

Reporting

The reporting will depend on the role of each stakeholder’s timetable in the phases of the project. The updated status reports shall be distributed weekly after every progress meeting. The approach to status review will be via live meetings and electronic mediums. The reporting will be captured in the project status report (Wren, 2007).

Risk Plan

Identification of the Risks

Operational and Technological Risk

From the definite time frame for implementation, it is apparent that the auto restoration project has a clear and specific period of implementation. The inflexible time allocation for completion of the project may be faced with challenges in the channel of reporting progress that is critical in ensuring clear communication from one stage to another. The risk level in this category is high.

Economic and Financial Risk

The main financier of the project will be an external institution that may have clear demands for the completion of the project with its deadline without any major hurdles. This risk in this classification is medium.

Environmental Risk

The aspects of sustainability, pollution, environmental degradation, and other environmental concerns must be reviewed in the course of this project. However, the risk is low since the project will have a very little negative impact on the environment.

Delay Risks

Just like any other project, this project may experience a delay due to other dynamics during implementation. However, the risk is very minimal.

Classification of the Risks

After identification, these risks were classified in terms of their overall impact on the project and probability of their occurrence. The basis for classification was in terms of the magnitude of impact such as (LI) low impact, (MI) medium impact, and (HI) high impact, as summarized in the table below.

Risk	Impact	Probability	HML	Rating	Risk Plan	Representative	In-Place By
Economic and Financial Risk	H The external institution finances the largest proportion of the project, and payment delay may seriously cripple the project.	L	H	MH	The risks here are classified as ‘occurred,’ and the ideal approach would be the avoidance of the risks.	Project Manager	05 Feb 2015
Operational and Technological Risk	H The overruns on cost are likely to create a ripple effect in other project implementation categories	M	M	ML	The ideal approach would be either risk transfer or mitigation with those in the LP-HI addressed through contingency budgeting. The MP-MI category should be addressed through a critical contingency plan.	Project Manager	05 Feb 2015
Environment Risk	L The case study is silent on this hence we assume a low risk	L	L	ML	The ideal approach would be either risk transfer or mitigation with those in the LP-HI addressed through contingency budgeting. The MP-MI category should be addressed through a critical contingency plan.	Project Manager	05 Feb 2015
Delay Risk	H Any overrun of the schedule will increase the cost of the project by a big margin	L	L		The risks in these categories should be addressed through simple risk acceptance and dealt with through risk management approaches as they arise.	Project Manager	05 Feb 2015

Table 15: High-Level Risk Plan.

Signatures

Executive Sponsors

Name	Action	Comments	Signature	Date
	Approve: □ Reject: □
Etc.	Approve: □ Reject: □

Project Directors and Sponsors

Name	Action	Comments	Signature	Date
	Approve: □ Reject: □
Etc.	Approve: □ Reject: □

Approvers

Name	Action	Comments	Signature	Date
	Approve: □ Reject: □
Etc.	Approve: □ Reject: □

References

Gray, C.F., & Larson, E.W. (2011). Project management: The managerial process. New York, NY: McGraw-Hill.

Microsoft Corporation. (2012). Manage your project’s critical path. Web.

Murray, S. L., Grantham, K., & Damle, S. B. (2011). Development of a Generic Risk Matrix to Manage Project Risks. Journal of Industrial and Systems Engineering, 5(1), 35-51.

Snyder, C. (2009). A project manager’s book of forms: A companion to the PMBOK guide. Hoboken, ST: Wiley and Sons.

Wren, A. (2007). The project management A-Z: a compendium of project management techniques. New York, NY: Gower Publishing Companies.

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