Abstract The paper looks at Unilever's Hindustan Lever Limited (HLL) brand's new distribution network throughout several Indian states, known as ProjectShakti. The paper explains that Shakti relies on an informal distribution network modeled after a micro-finance enterprise structure. The paper analyzes the project's competitive issues, including its consumer marketing, product/service innovation, marketing strategy and target markets. The paper concludes with a recommendation of how to expand the Shaktiproject.
Outline:
Abstract
Competitive Issues
Conclusion and Recommendations
From the Paper "Unilever is one of the world's most recognized consumer product goods (CPG) companies with operations in every major region of the globe. In India, Unilever operates primarily under the Hindustan Lever Limited (HLL) brand and is India's largest CPG manufacturer and specifically within the Fast Moving Consumer Goods (FMCG) segment of the industry with revenues of $2.43b in India. While successful in the India market, HLL and its parent corporation are not content because competitive pressures from both local and international brands are forcing HLL to squeeze margins while lowering prices. Unless HLL is able to further penetrate its existing markets in India as well as enter and expand new ones throughout the country, these ever shrinking margins will lead to a lack of profitability and negative revenues. In order to enter new markets within greater India and to reach the rural consumer which is a largely untapped market in India, HLL is developing a sort of grass roots sales and marketing (S&M) distribution network throughout several Indian states known as Project Shakti."
Abstract This project plan forecast for the talent management system project provides an overview of the project, including a communications plan, a forecast of the time required to complete the project, descriptions of the project closure process and the project audit process, budget estimates, forecasted project outcomes, three key learning points, and a conclusion. The project closure process is covered in special detail due to its critical function in assuring customer satisfaction.
Tags:project plan forecast, budget estimates, forecasted outcomes, key learning points, project closure, communications plan
Abstract This report briefly discusses options presented to the founders of the Temper Tinglary SOHO Art Gallery regarding expanding their business. It looks at the rationale behind the selection of the website project that was presented and paper presents an argument, set forth by way of non-numeric and financial models. The paper recommends hardware and software platforms for the implementation of the project and presents a development methodology. A Microsoft Office Project document that lists tasks and their duration is included with the file. A copy of the contents of this document has also been copied to the paper itself.
Table of Contents:
Project Selection Rationale
Increase High Value Work
Improved Accuracy and Efficiency
Improved Decision Making
Financial Modelling
Hardware & Software Recommendations
Development methodology
Project Charter
Stakeholders
Project Description
Measurable Organisational Value
Project Scope
Work Breakdown Structure
Scope Verification
Project Schedule Summary
Project Budget Summary
Quality Issues
Verification and Validation
Change Management
Resources Required
Assumptions and Risks
Assumptions
Risks
Impacts on the Gallery
Appendix A (Microsoft Project file)
From the Paper "A known constraint imposed upon the project is budget. It is estimated that the project can be completed within the budget, however various compromises have had to be made in terms of hardware and software in order to remain within budgetary constraints. The project manager and BI consultants have expressed their concern regarding running the website and database server off a desktop PC and the use of Microsoft Access 2007 in order to save on licensing fees. It is felt that while these resources should meet requirements for the project, their scalability is questionable. Future expansion of the system is not within the scope of this project, yet the project team wishes to clarify its stance at this stage regarding the limitations and constraints imposed by the magnitude of the Gallery's project budget."
Tags: microsoft project, efficiency stakeholders budget
Abstract This paper is a project plan overview for a human resources project to select an appropriate talent management system. It consists of an abstract followed by a paper describing the problem that the project aspires to resolve, a mission justification, high-level project scope with objectives, deliverables, milestones, technical requirements, and limits and exclusions, as well as a description of how the success of the project will be measured. Best practices and key learning points are included.
Tags:project plan, talent management, human resources, HR, onboarding, applicant tracking, project scope, best practices, learning points
Abstract This paper reviews the typical professional environments where one might expect to find project management techniques being implemented. This paper also discusses the constraints within each of these environments that require project management; why some practitioners have called project management a carefully created illusion and why they argue that an organization can only barely exist within a complex project.
Contents:
Objective
Introduction
Constraints Within the Environment Requiring Project Management
A Carefully Created Illusion
Organizations Can Only Exist in a Complex Project Charts and Benefits
Measurement of Goals and Three Critical Dimensions
Summary and Conclusion
From the Paper "Whether referred to as an illusion or indeed a vision, the project manager is responsible to assist others involved in the project in their ability to see the project from the manager's view. In the earlier stages of the project this may be referred to as a 'carefully created illusion' however, without this vision the project will flounder and fail. As stated by Phillips (2005) in the work entitled: Real World Project Management: An Introduction: "Good photographers and good project managers have much in common: experience, a foundation in the fundamentals, and a willingness to learn. At the core, I believe, is an ability to capture a vision--and then process that vision for others to see."
Abstract This paper explains that the process of global project management has much in common with domestic project management; however, global project management does add a number of requirements and cautions to the mix. The author points out that global project management and domestic project management are similar in that, in both cases, the project is defined as a sequence of tasks that must be completed with an established end result. The paper relates that they may differ in the means of achieving the goal because of cultural, language and other differences.
From the Paper The process of global project management has much in common with domestic project management while also adding a number of requirements and cautions to the mix. The similarities between domestic and global project management show how alike management is in different countries, while the differences show added requirements for a global perspective and the influence of cultural differences on the manager. A project in both cases if the same and is defined as "a sequence of tasks that must be completed with an established end result. It differs from daily work in that there is a definite beginning and an ending to the sequence of tasks. When a project ends, managers and workers move on to other work or projects. Different talents are required for effective project management compared with daily managerial activities" (Nie and Young 109).
Abstract The paper explains that a project is basically a contract between people that has been defined through a plan. This plan identifies the people that will be involved in the project, what their responsibilities will be, the time that the project will take, the costs involved and the expected outcomes of the project in relation to all parties and the organization. The project life-cycle is comprised of all stages necessary to ensure successful implementation and completion of the project.
Abstract This paper discusses Turnkey Project Management and the factors involved in managing a high-speed railroad project. In the paper, political, social and economic implications are discussed, as well as each project management step to follow. Ideas for winning and shaping public opinion and promoting the railroad are included.
From the Paper "Turnkey Project Management. A turnkey project provides a deliverable to the customer that is fully tested and ready to use upon delivery. This can be a tremendous advantage to the customer since it eliminates the need for the customer to manage the project. Projects that are time and resource-intensive can seriously impair a company's ability to continue with normal business while executing the project, since many key people are necessarily engaged in working on the project."
Tags:project management, turnkey, railroad, railway, train, intermodal, promotion, web site, rolling stock, tracks, Maglev, TGV, bullet train, shinkansen, site evaluation, feasibility study, project plan, contractors, subcontractors, equipment list, test plan
Abstract This paper describes the qualities necessary to be an effective project manager. In particular, the paper emphasizes the "dreaded triple constraints" of time, money (resources) and quality, and a project manager's juggling act. The paper gives a bulleted list of the five areas of expertise a project manager must possess. The author concludes by stating that the project manager should adhere to the precept that he must always strive to be a good leader and manager.
From the Paper "The Project Management Institute or PMI (www.pmi.org) is considered the de facto pioneer in the field of project management and they have a publication entitled "A Guide to the Project Management Book of Knowledge (PMBOK)", which is now on its third edition. Any person aspiring to take up a career as a project manager or any person for that matter handling project management tasks should look at the PMI and the PMBOK first to get a good start and have a solid foundation in the project management career or job track. This is a good initial premise because for one, the principles evangelized by the PMI are in line with the standards set by the International Organisation for Standardization (ISO) and therefore are considered generally recognized and accepted global standards and industry best practices. Second, the PMBOK is also an accepted standard by the American National Standards Institute. Having stated the points on ISO and ANSI recognitions, one can never go wrong by starting with the PMI and the PMBOK."
Tags:project, management, Project, Management, Institute, PMI, leadership
Abstract This paper discusses project management roles and explains that a project consists of five basic activities: the initiating process, the planning process, the executing process, the monitoring and the controlling process, and the closing process. The paper also tells us that for every project the head honcho is the project manager and certain rules and responsibilities have to be defined. In addition, the paper explains that aside from the project manger. the team and its members also have their own roles and responsibilities.
From the Paper "Monitoring and Controlling Processes regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives (PMI, 2004). A very critical process because this ensure that the food is cooked according to the recipe and at the right temperature, the dishes and utensils are ready so when it comes to serving time, they will be presentable and looks palatable. Each team member must be able to work together like an orchestra and the PM - the main chef, must be able to monitor each team member's performance. A carefully crafted "check-and-balance" system should have already been done by the project manager, and the list prepared from this will serve as a gage on how the cooking is executed every step of the way. It should measure whether the cooking is done properly and on time, whether the ingredients are complete or whether there will not be any "unforeseen circumstances" or scope creep that will arise throughout the execution of the project."
Abstract This paper presents a discussion of how a manager could know if he or she has selected the best metrics for a project. It looks at the necessity of project audits, and when and why a project should be terminated.
From the Paper "How Does One Know if One has Selected the Right Metrics? Metrics are the parameters by which the progress of any project will be measured. They play several roles in helping an organization achieve its goals ..."
Abstract This paper presents a discussion of how companies choose which projects to undertake, and under what circumstances it might be unwise to align project selection and prioritization with organizational goals. It also addresses whether it is necessary to plan complex projects differently than simple projects.
From the Paper "The most common tools for analyzing a project are the financial ones. The best of these is the Net Present Value method where the cash flows in and out are discounted to what they would be worth at the start date and added up ..."
Abstract Project management is a management tool where by project activities are planned, scheduled, and controlled to achieve performance, cost, and time objectives. This one-page paper determines the skills required in managing projects effectively.
Tags: BUSINESS / MANAGEMENT, LEADERSHIP, HUMAN RESOURCES, project management tool
Abstract This paper discusses the book "Project Planning, Scheduling & Control," by James P. Lewis. The author reviews the book, describing it as a how-to guide for project managers. The author then determines that Lewis overuses buzzwords and catch-phrases to describe concepts that should be simple. The author says that despite the helpful nature of the book, it fails to provide any real insight, instead simply restating well-known theories and statistics in the psychology of project management. The paper claims that Lewis is repetitive and adds very little overall knowledge to readers.
From the Paper "Lewis begins by defining what a project is, and what a project manager does. It is highly unlikely that someone who does not know what a project is would choose to read a book about project management. He points out that project management involves dealing with people and offers such useful advice as "To violate the cultural expectations of powerful members of an organization is to invite trouble." Not all the book's content is so basic; Lewis goes on to address a number of common problems, and offer common-sense solutions. Planning, always an important consideration in a large project is often overlooked or considered to be a waste of resources. Lewis explains how lack of planning wastes far more time than planning would require, claiming the existence of a large number of case studies, but failing to cite specifics. He then goes on to devote several chapters to explaining how to plan a project, beginning, as usual with exceedingly basic definitions, but going on to provide some useful specific advice about planning."
Abstract This paper reviews and assesses two alternative project management methodologies. The conclusion reached is that Prince2 servers are better than CCPM (critical chain project management) as a best practice and therefore a better approach to project management.
From the Paper "This research examines two approaches to best practice in project management. The project management methodologies evaluated in this paper as alternatives for best practice are a the Prince project management..."
