Case study scenario: John Readings Pty. Ltd. Re-design Bookstore Caf

John Readings is an Australian book publisher, distributer and retail business with stores located throughout Australia and New Zealand and a large online business. At present a total of ten retail outlets located in state capitals contain Cafes. As part of the company's future development plans all retail outlets will soon have Cafes located within them. However, before this can happen, the current Caf design for the ten retail outlets need to be refreshed and upgraded. The upgrade includes a fresh new menu, new furniture and layout design as well as a play area for children.

You were successful in your application for the Project Manager role and have just had confirmation from Damian Black CEO that the project steering committee will include the Procurement Director, Marketing Director, the Director of Finance and the Caf Operations Manager. The project is now ready to commence.

An architect has been contracted to design the new look and feel and this has been approved by the steering committee.

The architect and building contractor have provided costing estimates on which the project budget is being based. They have advised, in order to minimise business disruption, the order of works will be:

Stage 1 - Two days (no business disruption)

- Playground fit out and flooring

- Fencing and shade sail installation

- Landscaping and new outdoor furniture

Stage 2 - Two days (caf closure)

- Removal of booths

- Repainting of caf dining area interior

- Laying of floating floor over existing tiled floor caf dining area only

- New dining furniture and artwork

The Procurement Director has identified preferred suppliers for furniture and fit outs including the playgrounds.

Damian Black, CEO has advised the following:

It is assumed the marketing staff will contribute to the project, helping with the branding and other promotional items as required. The existing team is able to fully participate in training where required.

It is assumed construction can take place simultaneously with other project deliverables.

Constraints - budget and time are sufficient for the project, all products purchased for the caf and playground will meet with the organisational quality standards and safety standards. Only approved preferred suppliers will supply equipment and furniture.

The project is dependent on external dependencies, which involves consultation with the architect, building contractor and consultant chef.

Building contractor was chosen based on his assurance that caf shutdown times would be minimised to two days and the trade of the attached bookstore would be able to continue.

Kitchen modifications, equipment and fit out work will not be included in the project and any requirements will need to be drawn from the operational budget for repairs/maintenance/equipment.

You have a budget of $200,000 per store and the project is scheduled to commence on 10/01/2021 and be completed by 10/05/2021.

Case study questions;

Procurement and Contracts Management

• How well were procurement and contract processes were managed
• What were the success/failure factors

-compliance with specification

-contractor performance

-value for money

-contract breaches

-dispute resolutions

-lessons learned.

2.8 Risk Management

• How well were project risks managed
• What were the success/failure factors
• effectiveness of management strategies
• stakeholder commitment
• lessons learned.

2.9 Quality Management

• How well was project qualitymanaged
• What were the success/failure factors
• compliance with requirements, standards and or definitions
• inspection, testing and control regimes
• opportunities for improvement
• lessons learned.

3. Closure Activities

The following sub-sections cover the various activities required to close the project.

3.1 Project Staff

Describe what steps are being taken to manage the movement of project staff from the project to other roles, including the timing of their move, the capture of their project knowledge and handover of that knowledge to the Project Owners.

3.2 Issues Management

Identify any outstanding issues and provide recommendations on how /who these issues should be managed..

3.3 Risk Management

Identify any risks ongoing risks and provide recommendations on how/who these risks should be managed.

3.4 Financial Management

Identify any remaining/ongoing financial issues (e.g. unspent funds) and provide recommendations on how/who they should be managed.

3.5 Asset Management

Identify all assets acquired for the project, and provide recommendations about their ownership upon completion of the project.

3.6 Records Management

Identify arrangements and responsibilities for the storage, security and backup of hard copy and soft copy (electronic) records and project documents

3.7 Post-Project Responsibilities

List unfinished, on-going matters and make recommendations as to how/who they should be managed.

3.8 Recommendations

List the recommendations that arise from this section of the Report.

This may include matters such as:

• the transfer of responsibility for the outcomes to the Project Owner,
• how outstanding outputs and issues should be addressed, and
• any recommendations for the continued operation by the Project Owner.