Trillo Apparel Company Project Management findings
Trillo Apparel Company Project Management findings
Trillo Apparel Company
Trillo Apparel Company Project Management Report
March 5, 2019
Trillo Apparel Company wants to expand to District 4. Before doing this, it is important to construct and set the warehouse to be in good condition. This will need the construction of a high-quality warehouse. As project manager for the District 4 Warehouse Move project, I supervised, monitored and control a project which was designed to construct the warehouse Move within seven months at a value that doesn’t exceed $1million. Our central concerns lied on the three key areas. These include the quality, time and cost. We had a plan to complete the movement within the stipulated time, cost and the same time ensure that the quality is achieved. The report will give elaboration on how the project proceed, the challenges and determine whether the project achieved objectives or not.
Table of Contents Executive Summary 2 Project Performance and Status Report 4 Initial Plan 4 Challenges 4 Measures taken to address the challenges 5 Organizational Structure 6 Project and Administrative Teams 8 Project Risk and Change Management 8 Project Management Techniques Employed 9 International Project Manager qualification (IPMP) 9 Project Management Body of Knowledge (PMBOK) 9 Risk management tools 9 Resource Management tools 10 Dependencies, milestones and critical paths 10 Conclusion 10 References 12
Project Performance and Status Report
As per the initial plan, we had scheduled the project to last for only seven months. We had schedule that permits should be officiated within the first 5 days. We had planned that the base should be poured within the first 20 days of the first month. Most of the tasks were related. This means that delay in one of the task was likely to affect the completion of the successors, (Fuller, Valacich, George, & Schneider, 2017). Generally, we had initial budget of $1 million and a period of seven months
Although project proceed successfully, we encountered a number of challenges. The first challenge concerns the acquisition of permits. Delay in getting permits significantly hinder our objective of finishing the project on the right time. Permits was part of the task in the critical path. This means that it was a task that must be completed before other tasks. The first thing we did was to consult with key stakeholders of the project and agree to extend the time reasonably. We knew that communication with strong stakeholders is critical to the continued delivery of successful projects. When potential problems and actual problems arise in the project, the project manager must maintain strong communication with the project sponsors and customers, so when the project appears They won’t be surprised when they are delayed. By fully understanding the issues that arise in the project, the customer may actually feel that the project has taken longer to control the problem and provide better results. While the project may be delayed after expiration, strong communication will reduce the negative impact of delayed delivery, reduce customer expectations for expiring delivery, and achieve good customer expectations management results (Too, Le & Yap, 2017). Nevertheless, we were finally able to get the permits but after delay of approximately one-week delay because permits had been scheduled to take only two weeks but we got them after 3 weeks.
We also experienced a problem concerning the contractor contacted for framing. Initially, the framing had been scheduled to take 15 days. Since framing was predecessor for other tasks, the delay in framing significantly hindered the successors. Contractor is only able to send half of the original crew due to delay. The delay in permits made the issue even more complex. Framing was the successor of plumbing and hence it was hard to continue without completing plumbing tasks. We also experienced an issue with the contractor for drywall. Drywall tasks was successor of the framing task. This also affected the completion of other successors. For example, the scheduled start for the plumbing and electrical was changed causing poor staffing of the crews.
Measures taken to address the challenges
In order to ensure that the schedule time would not be affected, we had a number of options to consider. The first was to increase resources. Ideally, spending more budgets is often recommended as a way to ensure that projects are delivered on time or completed, and such solutions are often applied to larger projects, especially for projects with clear deliverables (Collins, Parrish & Gibson 2017). For example, the task of building a house can speed up the progress by adding additional personnel from another company. For example, the task of renovating 20 warehouses can be broken down into two subtasks, and 10 warehouses of two companies can be renovated. But for smaller projects, this approach may not be appropriate, as there may be only one or two people working on the project, and adding more people will not be able to improve the project service. For our case, we had an option of injecting $200,000. However, before adopting this option, we had to compare it with other alternatives.
The second option was to adjust the timetable of the project delivery date. We achieved this through the help of critical path method (CPM). CPM is an effective deal of deciding which task should be completed first.
After comparing the consequences of each of the option, we found that it was better to adjust the time than to inject additional money. We found option 2 the better option, as long as the other contractor crews are able to adjust to the change in schedule.
Trillo Apparel Company is a big company with more than 3000 employees. The organizational structure of the company is summarized in the chart below. The company is headed by chief executive officer. Below him include chief information officer, chief financial officer, VP design and chief operating officer.
District 4 manager works under VP operations and are all headed by chief operating officer. Consequently, in the project, I was working under the project manager and those who worked under me included the contractors and vendors for different tasks such as framing, plumbing, dry wall etc. The chart below summarizes the project management plan. We worked under the department of the operations.
Project and Administrative Teams
At the top of the administrative chart was the CEO. Under him was the chief operations officer. Chief operation officer was assisted by the VP Operations. This means that project manager worked under the VP Operations. I was the project manager and I coordinated the operations of different teams such as those for framing, plumbing, electrical, dry wall and work benches. I worked with the foreman for these areas. Some aspects of the project were administered by City & County administrators, who were in charge of inspections.
Project Risk and Change Management
Trillo Apparel was faced with a number of risks. During the project, we faced a number of risks. The first risk is the delay in the provision of permits. The delay significantly affected other areas that were dependent on the permits. The second risk is that the contractors assigned to Finish Work tasks did not fulfill their responsibilities because some walked off when the work was halfway. Another risk is that contractors in charge of framing and drywall delayed due to delay in the permits. We also had issue with work benches. The initial quality was poor and most of them had to be rebuilt. Lastly, there was destruction of equipment during the movement.
Project Management Techniques Employed
The success of Trillo Apparel movement project couldn’t have been possible without application of a number of project management techniques. Some of the techniques and tools applied include IPMP, PMBOK, risk management, resource management and CPM.
International Project Manager qualification (IPMP)
IPMP is a four projects IPMA (International Project Management Association) implemented on a global scale management professional certification. The International Project Management Association publishes the Project Management Competency Benchmark (ICB: IPMA Competence Baseline) which describes the knowledge and experience requirements of project managers, large project plan managers, project managers and project managers (Kerzner & Kerzner, 2017). It is included in a successful project management theory. And use the basic terminology, tasks, practices, skills, functions, management processes, methods, techniques and tools used in practice, as well as the application of expertise and experience in specific environments for appropriate, creative, and advanced practical activities.
Project Management Body of Knowledge (PMBOK)
PMBOK is focusing on project management and a series of standard solutions by members of the Project Management Institute compiled and published a set of standards. This project management knowledge system standard has been widely used in project management and is widely known. PMbok has been approved by the US Project Management Association as the national standard for project management in the United States (Kerzner & Kerzner, 2017).
Risk management tools
It is difficult for a person to find a project without risk. At all stages of development, of course, they have different effects on the plan. Often, unforeseen developments can have a negative impact. But sometimes it is just the opposite. In any case, unforeseen circumstances and risks can affect the duration, schedule, duration, budget, participants, etc. of the mission. In order to avoid unforeseen expenses, projects take too long, and performance quality deteriorates, we had to calculate all risks ahead of time (Fuller, et al 2017).
Resource Management tools
Resource management is an integral part of software development projects. What are the resources? They can be materials (such as equipment), labor (your team), and expenditure (cost per resource). Therefore, when the project management tool provides resource management functions, it is very convenient and practical (Kerzner & Kerzner, 2017). This provides a high value for those who not only have to assign tasks but also calculate expenses. Project managers who are already doing resource costs are concerned with the cost of the entire project, whether or not the resource is working too much, or vice versa. As a result, all processes and tasks in software development are managed more effectively. We took a number of measures to achieve resource management.
Dependencies, milestones and critical paths
Dependencies, predecessors and successors are at the heart of any project management and this we had to take very seriously. Task #1 may be associated with task #10, and so on. Because tasks cannot exist alone, there are many options. That’s why all the great tools in the development phase should provide task dependencies (Kerzner & Kerzner, 2017). Most tools allow users to create such associations using drag-and-drop clicks. Milestones are used to mark important or other specific points on the project’s timeline. If a milestone is close, it means that the project has just passed an important event and is moving in the right direction. Using Microsoft project management software, it was possible to arrange the task according to dependencies and create a critical path. Through critical path method, we found a number of options as summarized in the charts below
Project was expected to take 122 days to be completed based on the highest number of days. However, the project exceeded the scheduled time due to delays in the officiation of the permits.
Although the project succeeded, there are many lessons learned. First, it is apparent that project management needs to deal with a large number of political issues, so that team members can achieve the same level of performance and negotiate scarce resources. Project management is more than just a schedule. It is not just some tools. It is not just a job or a job title. It is also not the sum of these. Organization is a collection of people, and the process is that people are dealing with it. If there is a problem with the human factor, then the process may have problems; if there is a problem with the process, the completion of the task will be greatly reduced. Unfortunately, we know more about how to improve the efficiency of the equipment than the administrator (Harrison & Lock, 2017). Success of any project depends on the quality of decisions made. If the requirements change is to be carried out during the project, it needs to be raised as early as possible. In the process of project management, after the current period of requirements and plans are determined, the project manager can not only follow up the progress of development and testing, but also communicate with the demand side in a timely manner, so that they can provide timely feedback. Don’t wait until the release, the product manager ran over and said, “I don’t want this, I have to change it here.” Remember, never leave the problem to the last minute, take a step ahead and leave room for it. Another thing apparent is that the success of a project depends on application of project management tools. It is therefore crucial for any project manager to master the tools and methods of project management. For example, project planning techniques, project schedule monitoring methods, multi-project management resource allocation methods, and methods for shortening project cycles.
Collins, W., Parrish, K., & Gibson Jr, G. E. (2017). Development of a project scope definition and assessment tool for small industrial construction projects. Journal of Management in Engineering, 33(4), 04017015.
Fuller, M. A., Valacich, J. S., George, J. F., & Schneider, C. (2017). Information Systems Project Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Too, E., Le, T., & Yap, W. (2017). Front-end planning-The role of project governance and its impact on scope change management. International Journal of Technology, 8(6), 1124-1133.
Contractor finish work