ProjectMotorcycle- Comprehensive Project Plan
ProjectMotorcycle- Comprehensive Project Plan
Theviability of any project plan relies heavily up on the set scope forthe plan. This stage is crucial for the success of the whole plansince it eliminates several hardships in executing the plan,especially in the early stages. The project will include such aspectsas identifying the right motors for the motorcycles, determining thecompatibility of the motors with existing motorcycle models,identifying the requirements of such motors, and establishing theavailability of the required materials for the project. It will alsobe necessary to mark out the target market for the new motorcycles,as this will prove the viability of the project. Further, the projectwill require the team members to identify the skills required toimplement the plan, and establish whether the company is equippedwith such expertise. Setting a timeframe for the project will be ofutter importance. Moreover, a rough estimate of the total cost forthe project will be necessary, as the implementation of the projectdepends on the availability of funds. The scope of the project willalso expand to cover evaluation and assessment measures. Thesemeasures are significant, as they will monitor the progress of theproject, and thus guide any changes in the decision making process.This will ensure any mistakes are rectified on time hence saving ontime and cost, as well as enhancing the effectiveness of the project(Schmidt,2009).
Inorder to create motorcycles with larger motors within the company, itis necessary to create a small team of experts that will be in chargeof the project. This team will be independent, but answerable to thecompany’s executive board. Its major role will be to implement theset project, within the set cost and timeframe. Members of this teamwill be both in-sourced and out-sourced depending on the expertiserequirements of the project implementation. However, the company’scurrent employees will be given the first priority, and out-sourcingwill only be done if there is no employee with the required expertiselevel for a given stage. The main strategy for selecting this teamwill be to ensure cohesion by selecting compatible members whoexpress the same outlook towards the project. This will enhancecooperation and eventually lead to more productivity. Such staff willinclude executive managers, project managers, technical experts,
Team-buildingstrategies play an important role in ensuring the success of a teamin implementing a plan. In this project, four main strategies will beused in order to enhance cohesion among the team members. Forinstance, it will be crucial to set a clear goal, communicate it tothe team members, and ensure all the team members own this goal. Thiswill be achieved by breaking down the goal into smaller achievableobjectives, and engaging the team members through transparentcommunication in this breakdown. This will offer the team a commondestination, and thus members will be inclined to cooperate to ensurethey achieve this goal. The second main strategy will be to ensurethere are open communication channels at each step of the project.For instance, all the team members will be updated on the progress ofthe project, and their input will be welcome and consideredcarefully. Regular meetings will be scheduled for purposes offeedback, and other communication forums will be created onlinethrough accessible emails. Constant feedback will encourage themembers to work harder on their respective workstations, and thiswill ensure the project is completed within the set timeframe.Further, it will be necessary to create fun-time for the teammembers. Besides helping the team members bond, this strategy willease the pressure of work from the team members, and allow them to bemore productive. This will also create a chance to appreciate theinput of the team members through gratitude and awards, a strategythat will motivate the members further. Finally, it will be essentialto look out for, and resolve, conflicts among team members (Kerzner,2013). Conflicts are a part of every team, and if unchecked, theywill turn out to be counterproductive. However, managing theseconflicts in a fair and reasonable manner will foster group cohesion,and eventually ensure higher productivity within a team.
Theproject manager plays an important role in ensuring the success of aproject. The project manger is in charge of the project through allits steps. He/she oversees the initial planning of the project, theimplementation stage and the evaluation stage to ensure that theproject ends successfully. It is the responsibility of the projectmanager to ensure the project goal is accomplished within the settimeframe and resources (Kloppenborg, 1900). In order for a projectmanager to oversee a project effectively, he/she must possess anumber of characteristics. In this project, the project manager willhave to be a natural leader. Exhibiting excellent leadership skillswill ensure that the group members find it easy to work under theproject manager. Commanding such authority is essential since itfosters respect and gives the project manager the necessary power toget tasks done within the group in an amicable manner. This will benecessary in order to accomplish the motorcycle project within theset timeframe. A good project manager also possesses excellentcommunication skills. Since communication is essential in enhancingthe productivity of this project, such skills will ensure the projectmanger garners the trust of team members. This will also enhanceproductivity since it will give the other team members a chance toair their opinions, since the team is composed of experts in thefield. Finally, an enthusiastic project manager enhances the successof a project. Team members are motivated by this enthusiasm, which isoften contagious (Schmidt,2009).It communicates that the project goals are achievable, giving theteam-members a can-do attitude. The motorcycle project team willrequire such optimism, since some employees may be skeptical aboutthe success of the project. This optimism will also ensure that allthe activities on the critical path are handled effectively toprevent the failure of the project.
Thecritical path of a project comprises of those activities that must becompleted sequentially to ensure the project is finished on time. Thecritical path is a significant feature of any project plan since itforms the backbone of the entire project. For instance, it helps inprioritizing project tasks by identifying the tasks that must becompleted first. Identifying these tasks is essential in determiningthe time within which the project will be accomplished. The criticalpath also helps managers allocate different tasks to differentemployees or team members. Since the tasks are often sequential, thecritical path is responsible for setting deadlines for each of thetasks. Allocation of resources for the project also depends on thecritical path. The activities on the critical path must be done inorder to complete the project. Thus, they must be allocatedsufficient resources, on a timely basis. This implies that activitieson the non-critical path may be sacrificed in case of insufficientfunds, but not those on the critical path (Schmidt,2009).This is because any delays on a given critical path activitytranslates into delays in the whole project. Further, prioritizingtasks helps in determining which tasks will be funded first. Forinstance, it would be unreasonable to fund the last activity on thecritical path at the expense of the first activity since theactivities are accomplished sequentially.
Everyproject manager requires in-depth knowledge on creating the workbreakdown structure. A work breakdown structure (WBS) helps one toassess the basic cost and resource requirements of a project bycreating smaller and more manageable subsections of the tasksrequired. Such a structure comprises of basic elements. For instance,the WBS must be realistic by including all the requirements of theproject, regardless of their significance. This ensures consistencyand accuracy, qualities that will boost the effectiveness of theproject. Further, the WBS must present a specific hierarchy of tasks,starting from the results backwards. This can be done by arrangingthe tasks in form of layers or levels (Kerzner, 2013). Furthermore,the WBS must contain all the relevant information, much as adictionary does. For instance, the objectives of the project and thekey tasks must be explored within a WBS. Although the WBS mustcontain all the necessary elements, it cannot be crowded. Thus, it isalso important to ensure there is a limit to the amount of detailthat goes into the WBS. It is also crucial that the WBS be wellorganized to make it possible for all the stakeholders to connect thedifferent sections and details. The WBS is an effective way ofidentifying the critical path of a project.
TheWBS is helpful in handling the pricing and costing strategy of aproject. Allocations of costs and resources to the different taskscan be done appropriately if the WBS identifies all the necessarytasks in the project. This will prevent any miscalculations, thusincreasing the accuracy of the rough cost estimates. In addition, itis necessary to allocate more resources to the critical activities,and the WBS helps the project managers identify these activities.This will ensure that money and other resources are not wasted onless deserving tasks at the expense of the crucial tasks. Overall, itis significant to create an appropriate WBS in order to increase theefficiency of a project, and ensure proper costing and pricing(Kloppenborg, 1900).
Inthis project, the main objective is to create motorcycles with alarger motor. This will form the backbone of the WBS since it is theresult. Tasks under this backbone will include identifying possiblemodels of larger motors, testing for compatibility, and identifyingthe best model to use. It will then be necessary to purchase themotor, and assemble the various parts of the new motorcycle. Further,the new motorcycle will be tested for quality and efficacy before itcan be termed safe for the market. These will be the criticalactivities for this project, and they will form the major elements ofthe WBS.
Kerzner,H. (2013). ProjectManagement 11th ed.New York: John Wiley.
Kloppenborg,T. J. (1900). ContemporaryProject Management.Place: South-Western College Pub.
Schmidt,T. (2009). Strategicproject management made simple: Practical tools for leaders andteams.Hoboken, N.J: John Wiley & Sons.