East Carolina University omgt 6333 Project Management Classic Lifestyle Auto Restoration Project Plan
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- Time management
- Cost management
- Human resource management
- Risk management
- Communication management
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Configuration management: Technical changes will be made by the project manager and then given to the functional manager to advise the technicians. The functional manager will also be able to make technical changes after having them be approved by the project manager. The functional manager will follow factory specifications to ensure all manufacturer specifications and tolerances are met or exceeded. Parts will be shipped to the Greenville, NC shop location via UPS small business shipping account. UPS provides RFID tracking which will help management track vehicle parts and better organize the technicians to complete the project on time. One of the avenues we will use to source car parts will include local dealerships like Toyota, Mazda, Nissan, and Chevrolet (depending on the manufacturer of the classic vehicle the project team finds). The other primary source for car parts will come from aftermarket suppliers like O’Reily’s Auto Parts and Advance Auto. Time management: Classic Lifestyle has planned six milestone for the restoration project using a Gantt chart which includes finding the vehicle, vehicle disassembly, rebuild/replace worn items, prepare and paint vehicle, reassemble vehicle, and prepare the vehicle for sale. The Gantt chart will be used by the project manager to develop decisions based on the project teams progress-to-date. Each of the milestones listed in the Gantt chart has a start and finish date and lists the expected duration for each critical activity. Another potential benefit of using the Gantt chart would be the ability to display to a potential customer when they can expect their vehicle (if the vehicle is sold and the customer is waiting for the restoration to complete). Gantt Chart Fig. 4 
Cost management: Managing the costs on this project will be critical in the success or failure of the project. The team estimates a potential profit of 30.2% of the projected selling price. The total breakdown of costs is displayed in the cost distribution pie chart in Figure 6. Furthermore, the project team will manufacture any items we can in-house to help control costs. This may include rebuilding worn components that are removed from the vehicle or replacing small rusted areas of the vehicle with new sheet metal that is formed by hand. To prevent a cost overrun all of these in-house repairs will be conducted between Tuesday March 4th and March the 7th. Cost Distribution Chart Fig. 5 
Human resource management: One of the most critical aspects of this project is being able to appropriately staff functional employees that are technically qualified enough for a restoration project. These professionals need to find the restoration process interesting, have a technical expertise, be able to supply their own tools throughout the project, and be able to troubleshoot mechanical concerns on a regular basis. Therefore, the functional manager reviewing the automotive technician’s resumes and grade them by how much previous experience they have restoring classic vehicles. A qualified individual will have successfully restored at least one other vehicle from start to finish. A qualified project manager will have had at least two years in that role and preferably have had some exposure to the automotive industry (but not mandatory). Also, the functional manager will serve as the shop foreman and directly oversee and direct the functional employees on a daily basis (refer to Figure 3). Referring to the responsibility matrix we can see the project will be led by the project manager. A functional manager will perform the role of a shop supervisor and keep the functional employees on schedule. Finally, I will be fulfilling the role of the project sponsor in order to fund the project as well as communicate with potential classic car buyers. Communications Responsibility Matrix Fig. 6  
Risk management: There are multiple factors to be considered when attempting to mitigate risks in a project plan. To help minimize risks throughout the project our project manager will use a proactive management approach and considers future problems before they surface. This is why a higher importance has been placed on the schedule and cost of parts and labor for the project in recognition of them being the largest financial risk factor. One area of external risk our team recognizes is being able to find and acquire an appropriate vehicle for restoration within the schedule. A suitable vehicle will need to have minimal amounts of rust (as those areas would take longer to repair and cause the team to exceed the timeframe). In addition, the vehicle needs to be one that other car enthusiasts would like to purchase once the project is complete. More desirable vehicles will draw a larger pool of potential buyers and minimize the risk of being unable to sell the car at the end of the project. The team will secure trade magazines and search the internet to find a desirable car within our budget and timeframe. The last primary area of risk will be the acquisition of car parts. Local dealerships are less likely to carry parts for classic (25-50 years old vehicles). Therefore, some missing or broken parts that are not carried aftermarket will have to be found in local savage yards or sourced on the internet which could cause a schedule overrun. Communication management: This project team recognizes the typical communication traps that can occur during projects. One such a trap is the communication between the functional managers and his employees. Another communication issue can occur between the project manager and the functional manager. One way to help mitigate communication issues between the project manager and the functional manager is by using status reporting. The first communication trap between the functional manager and the functional employees will be mitigated by having the functional manager will conduct morning meetings and communicate daily tasks for the technicians. Another communication tool will be the use of a dry-erase board placed in the shop with a bulleted list of activities needing to be completed (remove the interior, strip the paint, straighten sheet metal, replace worn components, etc.). The meeting between the functional manager and employees will help the functional employees express what they need from the functional manager. These requests could be parts and services that the functional manager would take care of in order to keep the project on schedule. The final way the Classic Lifestyle Company will facilitate better communication during the project is by having meetings between the project manager and the functional manager on an as-needed basis. These meetings will review whether scheduling milestones are being met and if the actual accumulated costs are staying within estimated budget. Directory: uploads uploads -> 587 Return function, r i(X) r i(0) r i(1) r i(2) r i(3) 1 0 2 4 6 Thermal Station, I 2 0 1 5 6 3 0 3 5 6 10 uploads -> Department of science and humanities department of mathematics part-a questions and answers uploads -> The Case Against the nypd’s Quota-Driven ‘Broken Windows’ Policing What Is It? uploads -> For want of a nail uploads -> Ownership Models There are two different types of ownership models uploads -> Police Militarization uploads -> City of rising star regular meting thursday, july 14, 2016 uploads -> Township of winfield uploads -> Stop Militarizing Law Enforcement Act of 2014 uploads -> The Black Panther Party’s Ten-Point Program What We Want Now! Download 489.91 Kb. Share with your friends:
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