Operational Plan Management: Kingfisher Office Essay

Question:

Discuss about the Operational Plan Management for Kingfisher Office.

Answer:

Kingfisher is a retailer with three offices located in Australia; as business grows, the organization is seeking to provide a more centralized location to serve customers in Perth as well as to provide a bigger and comfortable office space for staff. The aim of the renovation plan is to relocate offices to better serve customers. As a result, Kingfisher will need to ensure the new office premises have the right facilities for staff productivity and use by clients. The premise must be renovated and custom designed to meet the staff requirements, as well as be fitted with new suitable furniture and have services such as electricity, plumbing, Internet, and communications put in place. This operational plan is aimed at achieving the following Key Results Areas which are also the key performance indicators;

  • Complete the renovation, acquisition, and completion of relocation within the provided time limit
  • Undertake the entire operation within the given budget allocation
  • Have the office ready for use by staff and clients as per the given time duration

This operational plan details resource identification and the process used in determining the resource requirements. It also details how research will be done when sourcing for resources and suitable acquisition methods for the project. Further, this operational plan details how the budgets for the renovation plan will be developed and how stakeholders will be consulted. The processes for getting approvals are also detailed through a scope management plan and the organization and workplace procedures that will impact the operation plan implementation. In summary, this operational plan details its development, implementation, and evaluation

The resource requirements are determined by defining the tasks to be undertaken to achieve the goals of the plan, which is office relocation to a new premise. To establish the required resources, the WBS (work breakdown structure) is developed to organize the tasks to be undertaken into smaller manageable units in a hierarchical manner. The figure below shows the WBS for the renovation plan; the WBS helped identify all tasks and formed the basis for developing the plan’s budget

Stakeholder management

The stakeholder management plan was developed as a means to identify, communicate with, and ensure support for the project by the various stakeholders. The main stakeholders are the national general manager who in turn is the executive sponsor. His support for the project is highly critical, especially in ensuring adequate funding and management support for the project. The next important stakeholder is the marketing manager whose role is that of the business sponsor. This stakeholder is important for the project because he ensures the relocation plan meets the business needs of the organization (marketing and better customer engagement). The finance manager (national and regional) were also identified as important stakeholder to ensure the requisite funds are provided. The IT manager ia also a stakeholder whose role it will be to ensure that the IT infrastructure is set up to meet the marketing objectives of the new office. The human resources manager is also an important stakeholder because he/ she will ensure the requisite human resources are availed for the project execution. The purchasing manager is another important stakeholder for the plan because he will ensure the required items are purchased and delivered, within the stipulated time and budget. Below shows the stakeholder management plan for the Kingfisher office relocation plan

Stakeholder

Role

Interest

Influence

Communication method

Impact on plan

General manager

Executive sponsor

High

Very High

Weekly reports

E-mail

Telephone

Fortnightly review meetings

Very high

Marketing manager

Business sponsor

Very High

High

Weekly reports

E-mail

Telephone

Fortnightly review meetings

High

Purchasing manager

Acquisitions

High

High

Weekly review meetings

E-mail

Telephone

meetings

Very High

Project Manager

Managing entire plan

Very High

Very High

Weekly review meetings

E-mail

Weekly reports

Very high

Finance manager

Finances

Very High

Very High

E-mail

Telephone

Weekly reports

High

Human Resources manager

Staffing

High

High

E-mail

Telephone

Weekly reports

High

IT Managers

IT/ Communications infrastructure

High

High

E-mail

Weekly reports

Review meetings

Medium

Sourcing and Acquisition

The materials to be purchased were developed by the marketing manager based on the needs analysis for the staff at the new office. The prices were then obtained by inviting interested suppliers to submit quotations for the various items of furniture and other fixtures, including renovating the office, interior design, and wiring the facility. For every item, three quotations were obtained and their terms evaluated before selecting the best supplier (in terms of value for money and other terms) and selected. The approvals for the items were obtained from the executive and business sponsors and their authority given for the acquisition and the works to commence, starting with the renovation of the office facility. Any changes were managed through the scope management plan and the approvals of the relevant stakeholders sought to effect changes. Scope changes were to be avoided by ensuring proper planning for the entire project. After developing the WBS, the staff needed for the project were identified and recruited, including those to help with handling of the items and staff to undertake refurbishing the office space.

Execution

The teams were assembled and given the necessary training and instruction by the various stakeholders and the project manager. This was to ensure all the project team members knew their roles and why those roles were necessary in the first place. The team then had various meetings in which the tasks to be undertaken and the activities to be undertaken and their time lines were determined. The scrum maser for the project was responsible for all documentation and having these communicated to the relevant stakeholders. The scrum master was also responsible for managing risks in the plan, designing mitigation measures, and developing contingency plans for the project. The execution of the project was monitored constantly by the project manager and documented, with reports communicated to the various stakeholders as per the stakeholder management plan.

Scope Management

This was done using a scope management plan in which the scope of the relocation was defined and roles and responsibilities assigned. The scope was to migrate to the new office by August 14 using the availed resources and within the prescribed budget. The table below outlines the scope management plan

Person

Role

Responsibilities

General Manager

Executive Sponsor

Approving or denying change requests to project scope (as appropriate)

Accepting the deliverables

Evaluating scope change request needs

Project Manager

Project management

Measuring and verifying the scope of the project

Facilitating requests for changing scope

Facilitate assessments of the impacts of requests to changes in the scope

Communicate scope change outcomes to entire team

Update project documentation

Provide reports to stakeholders

Scrum master

Risk management

Identifying risks

Removing obstacles to effective progress of plan

Creating the project risk management document

Updating the risk document

Managing document storage and archiving

Marketing manager

Business sponsor

Participating in scope change reviews

Ensuring scope changes result in business objectives being met

Facilitate review process for changes at the team level

Risk Management

Risks were ]identified and treatments given to manage them; risk management was done continuously throughout the project. Some of the identified risks are listed in the table below

Risk

Mitigation

Under budgeting/ over budgeting

Use accurate methods for budgeting

Exceeding project time limit

Use of project planning and monitoring tool

Not achieving project objectives

Use a scope management plan and document

Lack of support by key stakeholders

Stakeholder identification and communication using a stakeholder management plan

Documentation

Project Monitoring and Evaluation

The operational plan used the KPIs (key performance indicators) approach for monitoring and evaluating the progress of the report. Using a project management tool (the Gantt chart) and the WBS as well as the task list, the KPIs were monitored using these tools while the project was being executed. The deliveries for various items and furniture were time bound, as were the completion of the various project tasks. These were monitored using the project management software tool so that the project manager, for instance, would know when a task was going over its time schedule or when costs were exceeding budget. The variances in costs were computed (see appendix I) and the percentages used to monitor when red flags on project costs would appear and contingency measures put in place, including when to use the contingency budget and when to request scope changes so that some item sources were changed or their specifications changed to meet the project budget allocation

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