Principles and theoretical foundations of project management

The principles of project management had been a keen source for forming an effective project plan along with improved functional and development operations (Pappas et al. 2017). The alignment of the composite operations for forming the successful list of project activities considering the project resource usage is a major component for the alignment of the operations and development. The use of project operations would align to the deployment of the operations and functions aligning to the specific project management operations.

The following assignment is a project report based on the case study of Marks & Spencer in Kendal and their undertaking of the project of Relocation of their Store. The project would incorporate both event management and construction project principles and operations. The assignment comprise of five sections and the completion of the five sections would result in forming the final project deliverable of report. The identification of the principles and theories of project management were based for studying the project completion requirements.

The project management is deployed for aligning the development of the operations and forming a set of activities that is capable for forming the complete project operations (Rothe, Heywood, Christersson and Sarasoja 2015). The project management principles and theoretical foundations that would be used for the project of Relocation of Marks & Spencer store to Kendal are,

Principle 1: Vision and Mission	The articulation of the vision and mission for the project is aligned successfully for forming the clarifying the expected outcomes. Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper
Principle 2: Business Objectives	Two to three goals/objectives of the project must be set in order to overcome the possibility of diversion from the main objective
Principle 3: Standards of Engagement	Some standards must be kept for ensuring that the operations of the project are formed cohesively with the alignment of the project operations
Principle 4: Intervention and Execution Strategy	The intervention and execution strategy is aligned for forming the development of the cohesive operational development.
Principle 5: Organizational Alignment	The operations must be aligned with the strategic alignment of the business development
Principle 6: Measurement and Accountability	The analysis of the project operations can be done based on the simplified functional development with the help of using measuring operations and functions.

According to Ismail et al. (2014), the personal skills required for the research, analysis, and evaluation of work for the project of Relocation of Marks & Spencer store to Kendal are communication, critical thinking, attention for detailing, technical skills, planning knowledge, collection of data, and safety assessment.

The project plan for the project of Relocation of Marks & Spencer store to Kendal is given in the table below,

WBS	Task Name	Duration	Start	Finish
0	Managing a Store Relocation Project: Marks & Spencer in Kendal	100 days	Mon 4/2/18	Fri 8/17/18
1	Project Initiation	23 days	Mon 4/2/18	Wed 5/2/18
1.1	Development of Project initiation documents	3 days	Wed 4/4/18	Fri 4/6/18
1.2	Project Charter documentation	3 days	Wed 4/25/18	Fri 4/27/18
1.3	Analysis of Client’s Requirements	2 days	Mon 4/2/18	Tue 4/3/18
1.4	Project Kick off meeting	1 day	Wed 5/2/18	Wed 5/2/18
2	Project Planning	22 days	Mon 4/9/18	Tue 5/8/18
2.1	Schedule Planning	4 days	Mon 4/9/18	Thu 4/12/18
2.2	Stakeholder Registration	2 days	Mon 4/30/18	Tue 5/1/18
2.3	Quality Management Planning	4 days	Thu 5/3/18	Tue 5/8/18
2.4	Resource Usage Planning	4 days	Fri 4/13/18	Wed 4/18/18
2.5	Risk Management Planning	4 days	Thu 4/19/18	Tue 4/24/18
2.6	Plan Phase Completed	0 days	Tue 5/8/18	Tue 5/8/18
3	Project Execution	73 days	Thu 5/3/18	Mon 8/13/18
3.1	Documentation and Analysis Phase	7 days	Thu 5/3/18	Fri 5/11/18
3.1.1	Submission of change address forms to PO	2 days	Thu 5/10/18	Fri 5/11/18
3.1.2	Identifying Relocation Requirements	3 days	Thu 5/3/18	Mon 5/7/18
3.1.3	Consulting Movers and Packers for relocation	1 day	Thu 5/3/18	Thu 5/3/18
3.1.4	Hiring Transportation Contractor	1 day	Fri 5/4/18	Fri 5/4/18
3.1.5	Filling and Sending RFQ to required persons	2 days	Tue 5/8/18	Wed 5/9/18
3.2	Packing Phase	6 days	Fri 5/4/18	Fri 5/11/18
3.2.1	Files and Important Documents are packed	1 day	Fri 5/4/18	Fri 5/4/18
3.2.2	Drives, relocatable inventory, and other items are packed	2 days	Mon 5/7/18	Tue 5/8/18
3.2.3	Computer Devices and portable electronics are also packed	4 days	Fri 5/4/18	Wed 5/9/18
3.2.4	Existing Stock are transferred to warehouse	5 days	Mon 5/7/18	Fri 5/11/18
3.2.5	Packed boxes are labeled	1 day	Thu 5/10/18	Thu 5/10/18
3.2.6	Boxes are loaded into the moving trucks	3 hrs	Fri 5/11/18	Fri 5/11/18
3.3	Construction Phase	60 days	Tue 5/8/18	Mon 7/30/18
3.3.1	Selection of appropriate site	2 days	Tue 5/8/18	Wed 5/9/18
3.3.2	Site Clearing and Groundworks	5 days	Thu 5/10/18	Wed 5/16/18
3.3.3	Basement Works	13 days	Thu 5/17/18	Mon 6/4/18
3.3.3.1	Basement Structure is constructed	6 days	Thu 5/17/18	Thu 5/24/18
3.3.3.2	Basement is divided into sections	3 days	Thu 5/17/18	Mon 5/21/18
3.3.3.3	Cold Hold, Refrigeration Plant, Goods Reception, and Stock Room is made	6 days	Thu 5/17/18	Thu 5/24/18
3.3.3.4	Basement and Underground parking is made	4 days	Fri 5/25/18	Wed 5/30/18
3.3.3.5	Entrance to basement is carved out	3 days	Thu 5/31/18	Mon 6/4/18
3.3.4	Ground Floor Works	10 days	Tue 6/5/18	Mon 6/18/18
3.3.4.1	Ground Floor Structure is made	6 days	Tue 6/5/18	Tue 6/12/18
3.3.4.2	Coldrooms and goods lift is made	4 days	Wed 6/13/18	Mon 6/18/18
3.3.4.3	Sales Section is made	2 days	Wed 6/13/18	Thu 6/14/18
3.3.4.4	Food Keeping area is made	2 days	Fri 6/15/18	Mon 6/18/18
3.3.4.5	Entrance to store, Staff entrance, and connection to basement is carved out	3 days	Wed 6/13/18	Fri 6/15/18
3.3.5	Mezzanine Floor Works	6 days	Mon 6/18/18	Mon 6/25/18
3.3.5.1	EPoS is made	4 days	Tue 6/19/18	Fri 6/22/18
3.3.5.2	Admin Room is made	3 days	Tue 6/19/18	Thu 6/21/18
3.3.5.3	Kitchen and Dining room is made	4 days	Mon 6/18/18	Thu 6/21/18
3.3.5.4	Toilets are constructed	2 days	Fri 6/22/18	Mon 6/25/18
3.3.6	Final Electrical and Mechanical works	27 days	Fri 6/22/18	Mon 7/30/18
3.3.6.1	High level electrical, mechanical and sprinkler services are installed	1 wk	Mon 6/25/18	Fri 6/29/18
3.3.6.2	CCTV and Air Conditioners are installed	4 days	Mon 7/2/18	Thu 7/5/18
3.3.6.3	Design features are installed	5 wks	Fri 6/22/18	Thu 7/26/18
3.3.6.4	Vinyl Flooring, Carpets are layed, and Ceiling tiles are dropped	3 days	Tue 6/26/18	Thu 6/28/18
3.3.6.5	Fire Safety and Health Safety is Installed	2 days	Fri 7/27/18	Mon 7/30/18
3.4	Unpacking Phase	10 days	Tue 7/31/18	Mon 8/13/18
3.4.1	Boxes are received at the new location	1 day	Tue 7/31/18	Tue 7/31/18
3.4.2	Unpacking of the boxes	1 day	Tue 7/31/18	Tue 7/31/18
3.4.3	Placing all required essentials at proper places	2 days	Wed 8/1/18	Thu 8/2/18
3.4.4	Stock is arranged at the new location	4 days	Wed 8/1/18	Mon 8/6/18
3.4.5	Cubicles and other items are aligned	5 days	Tue 8/7/18	Mon 8/13/18
3.4.6	Procurement is completed	0 days	Mon 8/13/18	Mon 8/13/18
4	Final Documentation and Closure	4 days	Tue 8/14/18	Fri 8/17/18
4.1	Development of final documents	3 days	Tue 8/14/18	Thu 8/16/18
4.2	Submission of final documents	1 day	Fri 8/17/18	Fri 8/17/18
4.3	Review and Sign off	1 day	Fri 8/17/18	Fri 8/17/18
4.4	Project Closed	0 days	Fri 8/17/18	Fri 8/17/18

Table 1: Project Plan

The Schedule for the project of Relocation of Marks & Spencer store to Kendal is shown in the Gantt chart below,

The controlling of the project of Relocation of Marks & Spencer store to Kendal can be done by using project control cycle comprising of 4 phase cycle namely Plan, Monitor, Review, and Control (Shi et al. 2015). The Plan phase incorporates the development and implementation of the control plan. The control plan is formed for listing some set of activities that would be helpful for the deployment of the effective operational development. The monitor process is carried on for analysing whether the project operations are carrying out successfully. The control plan is monitored and reviewed for ensuring that the project is completed successfully (Binder, Aillaud and Schilli 2014). The control phase is characterized by the implementation of the specific corrective actions required for controlling process.

Personal skills of research, analysis, and evaluation of work

Figure 1: Project Control Plan

(Source: Zhao, Zuo and Zillante 2017, pp.-145)

The project of Relocation of Marks & Spencer store to Kendal is helpful for listing the development of the relocation of the project for forming the new store of Marks & Spencer at Kendal. The Project success criteria includes the following points,

Project Time: The project has set of some specific timeline for completing the project and ensuring that the project is successful (Heizer 2016). The project is upper-bounded by the time period of 6 months that signifies that the project should be completed on or before 6 months of time. The site would be available for the contractor after 14^th February and some other time boundaries on project were,

1. 1 week would be required for installing the mechanical, electrical and sprinkler services for the store.
2. 5 weeks would be taken for adding design features at the store
3. Flooring and equipment would also comprise of consuming 5 weeks of time
4. Installation of cold room would all over take 2 weeks of time
5. Stock room development, Car parking works, and goods reception would take 9 weeks of total time

Project Cost: The cost budget for the project of Relocation of Marks & Spencer store to Kendal can be shown below,

Resource Name	Duration/Unit	Standard Rate	Total
Documenter	112	$61.00	$6,832.00
Analyst	40	$55.00	$2,200.00
Project Manager	48	$125.00	$6,000.00
Planner	128	$60.00	$7,680.00
Mover 1	35	$80.00	$2,800.00
Mover 2	35	$80.00	$2,800.00
Transporter	40	$100.00	$4,000.00
Mover 3	40	$80.00	$3,200.00
Mover 4	64	$80.00	$5,120.00
Contractor	64	$115.00	$7,360.00
Workers	288	$95.00	$27,360.00
Civil Engineer	296	$120.00	$35,520.00
Technician	136	$105.00	$14,280.00
Perimeter Panelling	1	$500.00	$500.00
Trims	1	$548.00	$548.00
Skirting	1	$550.00	$550.00
Coving	1	$500.00	$500.00
Conince and Lightning	1	$1,000.00	$1,000.00
Carpets	1	$500.00	$500.00
Tiles	1	$500.00	$500.00
Automatic Doors	1	$1,600.00	$1,600.00
Integrated AC	1	$2,600.00	$2,600.00
Refrigeration Machine	1	$4,200.00	$4,200.00
EPoS system	1	$2,300.00	$2,300.00
Fire Extinguisher	1	$500.00	$500.00
First Aid Kit	1	$550.00	$550.00
CCTV	1	$2,000.00	$2,000.00
Construction Raw Materials	1	$7,000.00	$7,000.00
Total Budget	$150,000

The interactive systems comprise of using mediums of transferring the information in between the people and system for taking effective decision making process (Binder 2015). The integration of the effective models for the transmission of the information is done for forming the assurance of information transmission in the organization. The information transmission is carried on for ensuring that the transmission would be aligned for listing the modification of the supportive and attractive operations (Niazi et al. 2016). The carrying out of the functions is formed so that the operations would allow the listing of the operations for development.

Conclusion

It can be concluded from the assignment that the deployment of the operations were aligned for forming the management of the proportional influence of the project operations. The project had been helped in successful listing of the operations that are capable for completing the relocation of the project for the alignment of the operations. The analysis of the successive development facts had provided the role for the continuation of the project system integration. The analysis had provided the role for the management of the operations and carrying out the successful completion of the project activities.

References

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Binder, J., Aillaud, L.I. and Schilli, L., 2014. The project management cocktail model: An approach for balancing agile and ISO 21500. Procedia-Social and Behavioral Sciences, 119, pp.182-191.

De Felice, F., Petrillo, A. and Silvestri, A., 2015. Offshoring: Relocation of production processes towards low-cost countries through the project management & process reengineering performance model. Business Process Management Journal, 21(2), pp.379-402.

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Harris, E., 2017. Strategic project risk appraisal and management. Routledge.

Heizer, J., 2016. Operations Management, 11/e. Pearson Education India.

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Niazi, M., Mahmood, S., Alshayeb, M., Riaz, M.R., Faisal, K., Cerpa, N., Khan, S.U. and Richardson, I., 2016. Challenges of project management in global software development: A client-vendor analysis. Information and Software Technology, 80, pp.1-19.

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Shi, Q., Liu, Y., Zuo, J., Pan, N. and Ma, G., 2015. On the management of social risks of hydraulic infrastructure projects in China: A case study. International Journal of Project Management, 33(3), pp.483-496.

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Zhao, Z.Y., Zuo, J. and Zillante, G., 2017. Transformation of water resource management: a case study of the South-to-North Water Diversion project. Journal of Cleaner Production, 163, pp.136-145.