Overview of the Investment Idea Being Implemented

Describe about the Operation Implementation Plan For Eagle Nest?

This implementation plan exemplifies the operation plan of Eagles Nest Inc related to its new investment strategy. This investment option under consideration of:

• Launch of the MoTravel Franchise in Europe;

Here, total available budget for such new investment strategy is US $80 million. The operation plan mainly considered the below mentioned objectives:

• Provide resources;
• Initiate actions;
• Monitoring launch;
• Control further activities; and
• Act in emergencies;

The timeline is 12 months involving launch of the Franchise in Europe. This implementation plan also explores the risk aspects, human resources requirements and financial activities over the implementation period (Keller 2013).

The operation department is one of the active departments during project execution. Starting from understanding the role and responsibility of each stakeholder, controlling change orders to benchmarking and documenting the project details, operation department is playing crucial role (Niknam, Golestaneh and Malekpour 2012). In this specific case, since the organization, Eagles Nest Inc aims to consider one new investment strategy which is franchise launching project, the operation department needs to make active project management teams for this project. Since this project will be implemented simultaneously, the operation head will monitor the project (Moghaddam et al. 2012). So, it will be a challenge for the operation head. However, the project manager of this project as well as the respective team will provide enough support to successful implementation. As a result of that an expected outcome will be generated. There are several challenges faced by the operation department are following:

• Financial management control
• Safety management activities during project implementation
• Regarding advance information technologies
• Changes in regulatory and compliance activities

As mentioned by Wright (2014), time planning or scheduling prior to implementing the operation plan ensures the success of the project. It ensures timely completion of project and arranging all the available resources. The implementation of operation plan involves four phases, Phase 1: Project Initiation; Phase 2: launch; Phase 3: Managing installations, monitoring and training; and Phase 4: Completion of launching franchises.

• Purpose: Prior to implement the operation plan, finalisation of time plan will facilitate the operation department to review the process of operation. At the same time it will provide an indication about the expected finish date of the project.
• Structure: The plan is established to demonstrate the activities will be performed by the operation department in a chronological order along with the start date, finish date and allowable delay if any.
• Comments: It is noted that the plan was prepared to implement the new investment strategy. In order to implement this investment strategy the entire operation plan has been divided into four different phase (Hill and Hill 2012). According to the planning, each phase will take 3 months (12 weeks) time. Each of the phases includes several sub activities.

Activities	Start Date	Duration Day	End Date	Flexibility period
Implementation of operation plan	Wed 12/30/15	348 days	Fri 4/28/17	None
Project Initiation	Wed 12/30/15	90 days	Tue 5/3/16	None
Review of Plan	Wed 12/30/15	22 days	Thu 1/28/16	None
Selection of systems and RFPs	Fri 1/29/16	22 days	Mon 2/29/16	None
Allocation of resources	Tue 3/1/16	24 days	Fri 4/1/16	None
Distribution of responsibilities among team	Mon 4/4/16	22 days	Tue 5/3/16	None
Engagement of team members	Wed 5/4/16	90 days	Tue 9/6/16	None
Site preparation	Wed 5/4/16	10 days	Tue 5/17/16	None
Launch	Wed 5/18/16	20 days	Tue 6/14/16	None
Finalizing Budgets	Wed 6/15/16	15 days	Tue 7/5/16	None
Executing contracts and PO’s	Wed 7/6/16	15 days	Tue 7/26/16	None
Site construction start	Wed 7/27/16	20 days	Tue 8/23/16	None
Firm up install and schedule	Wed 8/24/16	10 days	Tue 9/6/16	None
Engagement of team in launch of franchise	Wed 9/7/16	88 days	Fri 1/6/17	None
Managing installations, monitoring and training	Wed 9/7/16	22 days	Thu 10/6/16	None
Monitor installation	Fri 10/7/16	22 days	Mon 11/7/16	None
Collaboration with vendors and construction team	Tue 11/8/16	22 days	Wed 12/7/16	None
Trained construction team	Thu 12/8/16	22 days	Fri 1/6/17	None
Completion of launching franchises	Mon 1/9/17	90 days	Fri 4/28/17	None
Verification	Mon 1/9/17	45 days	Fri 2/3/17	None
Compliance	Mon 2/6/17	45days	Fri 4/28/17	None

 

This section of this implementation has explored the link and dependencies between the different phases in operation plan for Eagle’s Nest Hotels new investment strategy. As mentioned by Stevenson (2011), identification of dependencies and linkage in activities involved in different phases supports the operation head to deal understand what activities needs to perform at the prior stage. In this context, it is noted that any deviation of the activities during each phase can easily identifiable through this links and dependency table. The links and dependencies with other Eagle’s Nest operation departments include:

Activity	Depend on:	Precursor to:
Project Initiation	Project managers, Operation head	Effective use of resources and site preparation
Launch	Project Managers, team members	Budget allocations, resource utilization, and start work according to schedule
Managing installations, monitoring and training	Operation head, project managers	Monitor installations, collaboration with vendors
Completion of launching franchises	Operation head, management of Eagle’s Nest	Verification, Testing

As mentioned by Burke (2013), identifying milestones helps in monitoring the project in terms of completion. This also helps in analyzing the variances during implementation if any. The below mentioned table explains the milestone used in this operation plan expected completion date and responsibilities.

	End Date	Lead Responsibility
Project Initiation	Tue 5/3/16	Operation Head
Review of Plan	Thu 1/28/16	Project managers
Selection of systems and RFPs	Mon 2/29/16	Project managers
Allocation of resources	Fri 4/1/16	Project managers
Distribution of responsibilities among team	Tue 5/3/16	Project managers
Engagement of team members	Tue 9/6/16	Project managers
Site preparation	Tue 5/17/16	Project managers
Launch	Tue 6/14/16	Operation Head, Project Managers
Finalizing Budgets	Tue 7/5/16	team members
Executing contracts and PO’s	Tue 7/26/16	team members
Site construction start	Tue 8/23/16	team members
Firm up install and schedule	Tue 9/6/16	team members
Engagement of team in launch of franchise	Fri 1/6/17	team members
Managing installations, monitoring and training	Thu 10/6/16	Operation Head, Project Managers
Monitor installation	Mon 11/7/16	team members
Collaboration with vendors and construction team	Wed 12/7/16	team members
Trained construction team	Fri 1/6/17	team members
Completion of launching franchises	Fri 4/28/17	Operation Head and Management
Verification	Fri 2/3/17	Project managers
Compliance	Fri 4/28/17	Project managers

The risk management plan has helped the operation head to deal with the risk identified prior to implement this operation plan (Slack 2015).

• Purpose: The risk plan helps in identifying risk, practising them and providing solution to mitigate;
• Structure: Description of the risk identified, prioritisation, possible actions;
• Comments: The risk plan needs to be audited with the frequent interval (Burke 2013)

Risk Description	Priority	Advance Warning Signs	Actions to Avoid	Actions to Mitigate
Inadequate staffing	A	Delay in implementation of operation plan	Review of existing staffing prior to implementation	Frequent audit
Changes in technology	B	The existing supportive system [CRM] will not be functional	Auditing technological requirement prior to implementation	Frequent audit
New regulation related to building renovation	A	Delay in implementation of operation plan	reviewing policies prior to implement operation plan	Frequent audit

This section of the operation plan has dealt with the staffing needs for the new investment strategy. As mentioned by Stoppato (2012), prior to implement the operation plan identification of human resource needs will support to avoid the possible risk related to this implementation.

• Purpose: The purpose of this section will be set out the human resource requirements for the operation department.
• Structure: Job activity, designation, recruitment required or not, date of recruitment and skill set;
• Comments: It can be said that prior to implement the operation plan, identification of human resource needs supports the financial decision making and therefore assessment of feasibility of the investment strategies (Slack 2015);

Job Activity	Title	Recruitment Required	Date of Recruitment	Up skilling Requirement
Overall responsibility of the operation department	Operation head	No	NA	NA
Managing project	Project Manager	Yes	Manager Immediate.	Training in Eagles Nest Policies/Procedures and Systems
Supporting project activities	Team members	No	NA	NA

• Purpose: The purpose of the financial plan is to set out the cost associated with each of the three projects;
• Structure: The cost incurred in each of the three projects have shown individually;
• Comments: This plan will help the operation head to manage any deviation in term of expenditure during the implementation (Bozarth and Handfield 2015).

Fixed Cost [year 1] for 50 franchisees	Project Initiation	Launch	Managing installation, monitoring and training	Completion of launching franchisee	Total
Operation	$50.00	$61.00	$49.42	$31.21	$191.63
Resource costs	($25.00)	($30.50)	($24.71)	($15.61)	($95.82)
Staffing costs	($10.00)	($12.20)	($9.88)	($6.24)	($38.33)
Distribution Costs	$   (5.00)	($6.10)	($4.94)	($3.12)	($19.16)
Marketing Team Costs	($5.00)	($6.10)	($4.94)	($3.12)	($19.16)
Launch Costs	($5.00)	($6.10)	($4.94)	($3.12)	($19.16)
Advertising and Publicity Costs	$        –	$        –	$                  –	$        –	$0.00
Balance($k)	$0.00	$0.00	$0.00	$0.00	$0.00
					$0.00

9. References

Bozarth, C.C. and Handfield, R.B., 2015. Introduction to operations and supply chain management. Prentice Hall.

Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.

Hill, A. and Hill, T., 2012. Operations management. Palgrave Macmillan.

Keller, K., 2013. Strategic Brand Management: Global Edition. Pearson Higher Ed.

Krajewski, L.J., Malhotra, M.K. and Ritzman, L.P., 2015. Operations management: processes and supply chains. Prentice Hall.

Moghaddam, A.A., Seifi, A., Niknam, T. and Pahlavani, M.R.A., 2011. Multi-objective operation management of a renewable MG (micro-grid) with back-up micro-turbine/fuel cell/battery hybrid power source. Energy, 36(11), pp.6490-6507.

Niknam, T., Golestaneh, F. and Malekpour, A., 2012. Probabilistic energy and operation management of a microgrid containing wind/photovoltaic/fuel cell generation and energy storage devices based on point estimate method and self-adaptive gravitational search algorithm. Energy, 43(1), pp.427-437.

Slack, N., 2015. Operations strategy. John Wiley & Sons, Ltd.

Stevenson, W., 2011. Operations management. McGraw-Hill/Irwin.

Stoppato, A., 2012. Energetic and economic investigation of the operation management of an Organic Rankine Cycle cogeneration plant. Energy, 41(1), pp.3-9.

Tayur, S., Ganeshan, R. and Magazine, M. eds., 2012. Quantitative models for supply chain management (Vol. 17). Springer Science & Business Media.

Wright, L., 2014. Principles of service marketing and management.