The Art of Marketing Luxury Projects - Assignment Example

Project Scope Management, Individual Assignment Executive Summary This particular report has been prepared based on four significant aspects. One ofsuch aspects is manly analysing the large project of Burj Khalifa. Apart from this, the other three factors include reviewing the provided sample scope statement, elaborating the significance of following an incorporated change control procedure on projects and explaining the team roles of Belbin along with the notion of team role mapping. In relation to the project of Burj Khalifa, it can be ascertained that several tasks have contributed in competing the project within stipulated timeframe. More importantly, the significance of following an incorporated change control procedure on projects lays in making effective decisions and also dealing with project constraints in an effective manner. The team roles of Belbin and the conception of team role mapping facilitate in making better interaction with the individuals, resulting in better utilisation of available resources and attain predetermined project targets among others. These notions are deemed to play an indispensable role in the phase of project execution. Table of Contents Executive Summary 2 Part 1: 4 1. Project Selection (Burj Khalifa) 4 2. Planned Stages of Burj Khalifa Along With Possible Scope of Success and Failure 4 Planning Scope Stage Task 1 (Distortion within the Root Cause Component of project Charter) 5 Planning Scope Stage Task 2 (Instability Within Project Cost) 5 Planning Scope Stage Task 3 (Inappropriate Risk Mitigation Plan) 6 3. Summarisation of Findings 7 Part 2: 8 3. An Example of Information Based On the Sample Scope Statement. 8 1. Review of the Sample Scope Statement Provided 8 2. Additional Information In Order To Develop A Good Schedule and Cost Estimate 9 3. An Example of Information Based On the Sample Scope Statement 11 4. Summarisation of Findings 12 Part 3: 14 1. Importance of Following an Integrated Change Control Process on Projects 14 2. Relation of an Integrated Change Control Process to Project Scope Management 14 3. A Good Change Control System 15 4. Suggestions 16 5. Summarisation of Findings 17 Part 4 18 1. Belbin’s Team Roles and Team Role Mapping 18 2. Project Team Building and the Creation of Effective Project Teams 19 3. Summarisation of Findings 20 References 21 23 Part 1: 1. Project Selection (Burj Khalifa) Burj Khalifa within Dubai, UAE is acknowledged as the tallest sky scraper in this contemporary world. The building has a height of approximately 829.8 meters and is used for commercial business purpose. The staring phase of this skyscraper began during the end of the year 2004 and continued until the year 2009 (Baker, 2009). The engineering structure of this building has been designed in a sophistic manner with the prime intention of encompassing the surrounding gulf locality of Dubai, which itself gets categorised as an attractive sightseeing. Apart from just being concentrated on its design and niceness, Burj Khalifa also projects itself as a reference model of Islamic architecture, which is highly tended towards environmental safeguard and sustainability aspects (Baker, 2009). 2. Planned Stages of Burj Khalifa Along With Possible Scope of Success and Failure The scope planning of Burj Khalifa specifically focuses upon the project deliverables that can be achieved from smooth completion of the project. However, the project witnessed high level of distortion within the Project Scope planning phase that eventually destabilized the overall accomplishment of this massive project. For instance, specific amount of deviation occurred within the project scope planning stage such as ‘project cost planning’, ‘risk management planning’, ‘clear problem description’, ‘project milestone planning’ and ‘root cause components’ that eventually caused a huge increase in the cost factor associated with the project as well as extending the project completion timeframe. These have been discussed in detail in the following: Planning Scope Stage Task 1 (Distortion within the Root Cause Component of project Charter) The prime intention behind planning Burj Khalifa was to establish the tallest manmade monument in the world. Thus, the preliminary planning phase estimated the height of this project to be about 728 meters. However, during the construction phase, the architects found difficulty in aligning the topmost section of Burj Khalifa with its bottom section. As a matter of fact, the architects intended towards increasing the height of the building to an additional 100 meters for accomplishing their perceived objective. This can be considered as an aspect of poor construction planning, which delayed the deadline associated with the Burj Khalifa project. From an engineering perspective, it can be stated that the building was intended to withstand the high velocity wind and heavy temperature fluctuation of Dubai’s climate. Thus, it might have become highly difficult for the architects in making exact predictions regarding such environmental impact. Moreover, such initiative also found alignment with the scope planning of building the tallest skyscraper in the world. Considering all these aspects, it is worth mentioning that the difference persisted between the predicted issues during planning stage and the actual issues during the construction phase was the only reason that distorted the root cause component of the project charter associated with Burj Khalifa project (39 solutions, 2014). Planning Scope Stage Task 2 (Instability Within Project Cost) Inappropriate prediction within the project cost was the second major component of the project scope planning, which eventually increased the overall establishment cost of Burj Khalifa. Justification regarding this statement can be provided based on the fact that the previous cost estimate for this project stood at approximately 876 million dollars. However, the final accomplishment phase of the project witnessed an increase in the overall cost to an approximate amount of 1.5 billion dollars. If seen from a general perspective, it can be stated that the sudden occurrence of economic crisis during the financial year 2008 subsequently increased the costs associated with raw material purchase such as cement and steel and thus ended up the overall project cost to an approximate amount of 1.5 billion dollars, which can be considered as a practice of bad risk management. The increase within the establishment cost eventually forced the Dubai government in slowing down the project pace, as a result of which the deadline associated with the project got extended by 9 more months. In addition, the project architectures also continued making more changes within the engineering and the internal design of the building that also contributed in delaying the overall project to an extended period. Thus the preliminary planning done by the project administrative heads regarding the project cost was completely flawed due to the fact that they did not took consideration of the arousal of sudden economic crisis (39 solutions, 2014). Planning Scope Stage Task 3 (Inappropriate Risk Mitigation Plan) Increased levels of risk from the labour unions due to the impartment of insufficient wage structure can also be categorized as a critical part of project scope planning stage, which eventually delayed the completion time of the project within set deadline. The sudden arousal of economic crisis during the year 2008 eventually raised the cost of raw materials. As a matter of fact, it became highly difficult for the Dubai government to provide appropriate and timely wages to the workers. Thus, numerous obligations from the labour unions can be ascertained that eventually delayed the deadline associated with Burj Khalifa project. Taking these factors into consideration, it is worth mentioning that the preliminary planning done regarding the mitigation of possible situational threats was completely flawed and thus hampered the viability of the project by a considerable extent. The sudden occurrence of economic crisis also laid tremendous impact on the human resource management (HRM) perspective associated with the project. This can be justified with reference to the fact that due to the incapability of paying suitable wages to the workers, the HRM of Burj Khalifa failed to retain them, which resulted in delaying the project to get completed within set time frame (39 solutions, 2014). 3. Summarisation of Findings The above discussion has been highly informative in elaborating the possible obligations faced by Dubai government during the planning and construction phase of Burj Khalifa. Facts mentioned with the project illustrated about the potential aspects of the project scope planning that was subjected to inappropriate planning. The results of such flawed planning eventually delayed the completion deadline associated with the project by 9 more months. Moreover, the above discussed aspects also illustrated about the possible resource attainment obligations faced by the Burj Khalifa project, as a result of economic crisis during the 2008 period, which eventually elevated the price levels of the raw materials, resulting in hampering the project viability at large. Part 2: 3. An Example of Information Based On the Sample Scope Statement. 1. Review of the Sample Scope Statement Provided In order to impart training to 200 employees, the project titled “Just-In-Time Training Project” is designed aiming at producing three levels of courses comprising ‘executive’, ‘introductory’ and ‘advanced’ pertaining to the subject areas including supplier management, negotiating skills, project management and software. 200 employees who are in need of training in the field of supplier management will be provided with appropriate training program in order to increase their efficiency and skills. The training that is intended to provide is divided into three levels of courses. Besides, joint cooperation is anticipated to be developed with experts including both internal and external to ensure the success of the training program In order to impart training to 200 employees, the project titled “Just-In-Time Training Project” is designed aiming at producing three levels of courses comprising ‘executive’, ‘introductory’ and ‘advanced’ pertaining to the subject areas including supplier management, negotiating skills, project management and software. 200 employees who are in need of training in the field of supplier management will be provided with appropriate training program in order to increase their efficiency and skills. The training that is intended to provide is divided into three levels of courses. Besides, joint cooperation is anticipated to be developed with experts including both internal and external to ensure the success of the training program. The training will be designed according to the business needs and the partnership will be developed to reduce training costs and increase effectiveness. Different types of delivery method are also anticipated to use in order to ensure that every employee attending the training is able to grasp valuable insights and knowledge, which they can implement in the real world practice. In this regard, CD/ROM and Web-based training are recognised to yield favourable outcomes from the training. Next, the negotiating skills of training will be quite beneficial for the employees engaged in supplier management and other departments. This training session intends to offer various courses that would include a basic course, a program designed to negotiating contracts and a course pertaining to international negotiations. On the successful completion of the project, it is projected that the participating employees will be able to develop knowledge and insights regarding team contract, project charter, project management plan, requirements management plan, scope statement and WBS among others. Besides, the employees after the successful completion of the training are further anticipated to experience improvement in their respective performance and would be able to contribute their best towards the accomplishment of both personal and organisational goals. 2. Additional Information In Order To Develop A Good Schedule and Cost Estimate A good schedule and cost estimates for the introductory supplier management course relies on its planning and managing effectiveness. Numerous aspects can be recognised as quite vital for developing a good schedule and making favourable cost estimates. In this regard, determining the current level of employees’ experience and their age are worth to be considered for effective scheduling. Besides, examining the target behavioural outcomes along with potential learning constraints can also be duly considered as vital elements for developing a good schedule. In addition, clearly defining the rationale for all proposed content and anticipated business outcome are also essential for developing effective schedule for the introductory supplier management course. Determining preferred timeline for implementation of the course is another important factor, which needs to be considered for developing good schedule. The identification of aforesaid elements is crucial, as these elements would facilitate in tracking the type of actions to be performed within each activity (Gabriele & et. al., 2012; Biffi, 2008). The understanding regarding the current level of employees’ experience and their age would facilitate in determining the duration for which the training will be provided, so that the employees participating in the training are able to acquire certain insights and knowledge. Likewise, determining the target behaviours of the employees would further assist in selecting the most appropriate medium of instruction that can meet the learning outcomes from the training within the specified duration or training schedule. Goals are extremely important for determining the schedule, clearly explaining the goals of the program and estimating as well as allocating specific time for successfully attaining the goals. Next, estimation of timeline would further eliminate any possible confusion regarding the execution of activities relevant to the training program (Gabriele & et. al., 2012; Biffi, 2008). As far as good estimation of costs is concerned, it would be vital to discuss the budget and make decisions with the partners and the stakeholders of the project about the same. Determining budget together would facilitate in creating foundation of the agreement regarding the program’s priority. In addition, the training budget should be segregated based on various activities such as initial commencement of the training program, appropriately utilising training materials along with resources and working upon training delivery staff time and contingencies. Specially mentioning, apportioning budget based on various activities will serve as a cost control measure (Gabriele & et. al., 2012; Biffi, 2008). Adequate support from the partners and the stakeholders while determining the budget allocation would facilitate in generating trust and transparency. In this regard, it would be vital to reflect on an axiom, “Two brains are better than the one”. Correspondingly, including partners and stakeholders in the budget decision making would further ensure the accuracy of estimated budget that would eventually result in reducing the risks of fund shortages in the subsequent stage. Alongside, segregating budget based on various activities would facilitate in eliminating any possible omission of the budget requirement as well as it would allow to control costs associated with the training program (Gabriele & et. al., 2012; Biffi, 2008). 3. An Example of Information Based On the Sample Scope Statement With regards to the given sample scope statement, it would be vital to consider the level of experience and age of potential 200 employees. In addition, assessing the target behavioural outcomes and likely learning constraints of potential 200 employees are also important for a good schedule of this project. Clearly defining the rationale for all proposed content of the three levels of courses along with the projected business outcome is paramount for developing a good schedule for this project. Besides, deciding the preferred timeline prior to the implementation phase is also prominent aspect for this project. With respect to develop a good cost estimate, it is essential to discuss the budget and make decisions with the partners and the stakeholders involved in Just-In-Time Training Project. For example, developing partnerships would be an ideal approach towards increasing the effectiveness of the training. Besides, entering into partnerships would also facilitate in reducing the costs associated with the overall training courses. In addition, the use of the CD/ROM and Web-based training as the source of instruction and medium of imparting training would be effective approaches towards seeking the most favourable outcomes from the training. In addition, training budget for this particular project should be apportioned based on various activities for eliminating any possible redundant cost. The stress will be laid upon combining the theoretical knowledge with practical ones so that employees are able to apply that acquired theoretical knowledge in real practices more effectively and easily. In addition, other factors including personal characteristics of the employees, prior learning and knowledge of employees will also be duly considered to ensure the effectiveness of the training program. Moreover, budget will be determined for each activity as well as source of finance will also be identified. In this regard, preliminary budget will be determined to anticipate the overall budget for the training program (Gabriele & et. al., 2012; Biffi, 2008). 4. Summarisation of Findings The purpose of the project titled “Just-In-Time Training Project” is to create a three level of courses that include ‘executive’, ‘introductory’ and ‘advanced’ corresponding to the subject themes of supplier management, negotiating skills, project management and software applications (spread sheets and Web development). The deliverance of training to 200 employees a year in the sphere of supplier management will be provided under supplier management training program. The contents of training will be based on the business needs. Cooperation will be sought from partners for ensuring the success of the training project. The negotiating skills of training will also be offered to the participants that will involve basic course and a program tailored to negotiating contracts as well as a course designed to international negotiations. A good schedule and cost estimates for the introductory supplier management course predominately relies on the effectiveness of planning and managing. In addition, considering the existing level of employees’ project experience as well as their age can be regarded as an important factor towards developing a good schedule. Coherently, defining the rationale behind the proposed content along with expected business outcomes is crucial for a determining a good schedule for the project. Besides, defining timeline is also a vital component in relation to good schedule for gaining greater project success. Deciding budget based on the discussion with stakeholders and partners also facilitate in producing foundation of the agreement about the project priorities. Segregating the training budget based on various activities will serve as a cost control measure. Part 3: 1. Importance of Following an Integrated Change Control Process on Projects Following an integrated change control process on projects is of great importance in the current environment, which is highly dynamic and volatile in nature. This is due to the fact that the organisations operating in this contemporary business world often take the initiative of making considerable changes for sustaining in this competitive landscape. The incorporation of integrated change control process facilitates in successful management of change including reengineering, restructuring and total quality among others (Liu & et. al., 2014). The integrated change control process involves integration of project stakeholders as well as social factors that enable explicitly defining project constraints. It is often observed that most of the projects fail particularly due to lack of appropriate change management process. In this regard, integrated change control process assists project managers to identify, quantify, plan and evaluate the effects of a change on project, which eventually aids in making most effective decisions regarding the change implementation process necessary for project success (Liu & et. al., 2014). 2. Relation of an Integrated Change Control Process to Project Scope Management Project success is closely related with the degree of adherence to the predefined triad of project management including project scope, project cost and project schedule. In this regard, project scope is regarded as the combination of products, services and outcomes to be delivered by a project. In order to ensure that a project gets completed successfully, project managers follow a process, which is termed as project scope management. Correspondingly, this process includes scope planning, scope definition, scope verification, work breakdown structure and scope control project management process and other related aspects. Specially mentioning, the changes made in any project have considerable impact on the notion of project scope management. Thus, it can be stated that integrated change control process generally involves managing changes in project scope, which establishes a direct relationship with the notion of project scope management (Cheung, 2010). 3. A Good Change Control System Change management plays an imperative role in making a project to attain greater success. Thus, based on the above context, in order to make a good change control system, it must be capable of defining steps used for identifying and making changes to a project including its scope. Precisely, a good change control system needs to explicitly define the purpose and objective of change management plan, roles as well as accountabilities for managing change and change control measures. In addition, after determining any possible change in the project, it is extremely important to communicate the change activities or the areas demanding change to the stakeholders of the project. It is equally important to assess the impact of change in the cost, schedule, scope and the quality in order to acquire in-depth understanding regarding any possible risk that might result from the implementation of change and subsequently influence the project (Goodman, 2006). 4. Suggestions According to Hart (1996), integration of different project control techniques necessitates the development of a regular system of coding and numbering along with building strong sense of teamwork amidst all project participants particularly the project leaders and the partners. The uninterrupted development and improvement in the integrated change control system facilitates the users to access historical data relevant for making reliable decisions. Similarly, Cheung (2010) affirmed that the readiness for change of the participants involved in a project is extremely important for successfully implementing changes within a particular project. Furthermore, it has been noted that integration of change must match with the project objectives. Besides, Cheung (2010) articulated certain common steps that are necessary for integrating change control process. These steps include: Source: Cheung (2010) 5. Summarisation of Findings Change is a vital element for ensuring project success owing to the fact that the contemporary environment is dynamic in nature. Thus, following an integrated change control process on projects provides significant benefits. This can be justified as that it promotes efficient management of change such as restructuring, total quality and reengineering. It includes integration of project stakeholders along with various other external factors that facilitate in identifying project constraints explicitly and taking decisions accordingly to effectively deal with such changes. Besides, an incorporated change control procedure aids in identifying, quantifying, planning and evaluating the potential effects of a change on a project. This facilitates in making effective decisions with respect to the implementation of change management process. Change is ascertained to have significant impact on project scope management. Moreover, a good change control system must identify the steps applied in determining changes to a project scope. Besides, it should also clearly delineate the purpose of change management along with the duties and responsibilities for managing change effectively. In addition, change control measures are also considered as paramount aspects that need to be identified in the context of change control system. Uninterrupted development and improvement in the integrated change control system are vital for making effective decisions. Besides, participants’ readiness for change occupies a major place with respect to effective implementation of change management process. The project objectives also need to be in alignment with the respective change management goals. Part 4 1. Belbin’s Team Roles and Team Role Mapping The article, “What Makes a Leader?” by Daniel Goleman identified the skills and qualities that are necessary for the leaders to possess while working in a team. Accordingly to Goleman (2004), ‘intelligence’, ‘toughness’, ‘determination’ and ‘vision’ are certain crucial essential qualities of a leader. However, these leadership qualities or traits are insufficient to become a successful leader. In this regard, successful leaders are also well-known for having high level of emotional intelligence, which comprises ‘self-awareness’, ‘self-regulation’, ‘motivation’, ‘empathy’ and ‘social skill.’ Nevertheless, it has been argued that these skills may be sound and can be categorized as “soft”, but at the same time, these qualities may seem to be ‘unbusiness.’ In spite of the above stated aspects, Goleman (2004) identified the persistence of direct relationship between emotional intelligence and quantifiable business results. Thus, according to Goleman (2004) “emotional intelligence” is an extremely important trait of a successful leader. In this similar context, Aritzeta & et. al. (2007) reflecting upon the Belbin’s model stated that team roles are defined through interactions with others; the discussion can involve the tasks performed as well as the emotions that evolve in the interaction process. Accordingly, it has been noted that when task and emotional process are together considered in a team, it eventually becomes easier to solve problems and ensure healthy work team development (Aritzeta & et. al., 2007; Griffith-Cooper & King, 2007). 2. Project Team Building and the Creation of Effective Project Teams Belbin’s model is recognized to be exceptionally useful for managers and trainers who are found to be involved in team building processes. Accordingly, it has been apparently observed that team roles are differentially linked with varied leadership styles. Thus, according to this model, in order to initiate change processes in a project, emphasising making incessant changes can be effectively led by managers or leaders exhibiting the innovative characteristics of team roles. Correspondingly, the identification of the ways of interaction can be related to cognitive style, conflict managing behaviour, power and control, which eventually aids in solving problems and conflicts within the team and facilitate in creating productive as well as competent team (Aritzeta & et. al., 2007). Belbin’s Team Role relevant to building project team Source: (Mind Tools Ltd, 2011) 3. Summarisation of Findings The article, “What Makes a Leader?” by Daniel Goleman investigates the skills and qualities essential for effective leadership practice while working in a team. Notably, ‘intelligence’, ‘toughness’, ‘determination’ and ‘vision’ are determined to be the prominent leadership qualities. However, it has been argued that these traits are not adequate enough to become a successful leader. In this regard, high level of emotional intelligence, which entails the aspects such as ‘self-awareness’, ‘self-regulation’, ‘motivation’, ‘empathy’ and ‘social skill’ are often considered as indispensable leadership qualities. Based on the Belbin’s model, it has been determined that team roles are developed through interactions of an individual with other team members. Accordingly, such interactions involve discussion about tasks performed and certain emotions of the team members that evolve during the interaction process. Thus, when task and emotional processes are considered together in a team, it certainly becomes quite easy to solve problems and achieve healthy work team development. It will be vital to mention in this regard that Belbin’s model is viewed to be one of the widely used tools by managers and trainers involved in team building processes. Reflecting to this model, change processes in a project can led by managers or leaders in the most efficient manner by exhibiting innovative features of team roles. Besides, the affiliation shared between team roles with emotional intelligence aids in developing robust and precise approaches for evaluating the structure as well as the composition of team working. Moreover, this method eventually aids in creating productive team working and designing team training by solving problems and conflicts within the team. References 39 solutions, 2014. The Art of Marketing Luxury Projects. Home. [Online] Available at: http://39solutions.com/art-marketing-luxury-projects/ [Accessed November 23, 2014]. Aritzeta, A. & et. al., 2007. Belbin’s Team Role Model: Development, Validity and Applications for Team Building. Journal of Management Studies, Vol. 44, No.1, pp. 97-118. Associated Newspapers Ltd, 2014. The Worlds Tallest Skyscraper Opens In A Blaze Of Glory... Renamed After Arab Ruler Who Bailed Out Dubai. Mail Foreign Service. [Online] Available at: http://www.dailymail.co.uk/news/article-1240280/Burj-Dubai-tallest-building-world-opens-just-months-debt-crisis.html [Accessed November 23, 2014]. Baker, W. F., 2009. Design and Construction of the World—€™s Tallest Building: The Burj Dubai. Pushing Technology to New Heights. [Online] Available at: http://cenews.com/article/7709/design_and_construction_of_the_world_acute_s_tallest_building__the_burj_dubai [Accessed November 23, 2014]. Biffi, M., 2008. Linking the Estimate, the Schedule and the Cost Control Through a Standardized WBS. AACE International Transactions, pp. 1-11. Belleza, I. E., 2010. Burj Khalifa: Towering Challenge for Builders. Al Nisr Publishing LLC. [Online] Available at: http://gulfnews.com/business/property/burj-khalifa-towering-challenge-for-builders-1.561802 [Accessed November 23, 2014]. Cheung, M., 2010. An Integrated Change Model in Project Management. University of Maryland, 1-77. Gabriele, P. D. & et. al., 2012. Risk, Schedule and Costs in Project Management: A Bibliometric Analysis. Proceedings of the 2012 Industrial and Systems Engineering Research Conference, pp. 1-11. Goleman, D., 2004. What Makes a Leader? Harvard Business Publishing. [Online] available at: https://hbr.org/2004/01/what-makes-a-leader [Accessed November 23, 2014]. Goodman, S. E., 2006. Change Management from Today’s Projects-A Progress Approach. AACE International Transactions, pp. 31-39. Griffith-Cooper, B. & King, K., 2007. The Partnership between Project Management and Organizational. Change: Integrating Change Management with Change Leadership. Performance Improvement, Vol. 46, No.1, pp. 14-20. Hart, G., 1996. Integrated Project Control and Communication System. Transactions of AACE International, pp. 61-65. Liu, F. & et. al., 2014. A Framework for Integrating Change Management with Building Information Modeling. The Pennsylvania State University, pp. 1-8. Mind Tools Ltd, 2011. Team Building Toolkit. Belbin’s Team Roles. [Online] available at: http://www.utexas.edu/facilities/about/qapi/documents/TeamBuildingToolkit.pdf [Accessed January 05, 2014]. Read More