Need help putting this into a paper. Need help with an introduction and conclusion.

To better serve its customers, Robert Auto Sales and Service (RASAS) currently operates three car dealerships, two auto parts shops, a sizable body shop, a salvage yard and a painting facility. RASAS's proprietor, Vicky Roberts, inherited her father's Ford business. She was able to develop into a diverse and rich empire because to her tenacity, education, and experience. It was similar to her "Get 'em coming and gone" marketing tactic of selling now and fixing later. Vicky has always had a thing for fast mustangs, and she still does. She has acquired a 1965 Shelby Mustang GT, which she intends to restore to its former glory. Working on the Mustang gave her the idea for a new car repair shop. She may sell the rebuilt Mustang at auto shows, which would help her business plan (Krajewski et al., 2016). Proposed New Business Vicky has worked in the automobile industry long enough to understand the two categories of customers that purchase restored cars. Customers in the first group like the restoration process as much as or perhaps more than the final result. These customers are skilled with tools and, for the most part, have a specialised need for vintage vehicle components. People that fall into the second category of consumers are passionate about old cars but lack the time and finances to complete a project on their own. Customers that require their things to be restored will pay more for a professional's services (Krajewski et al., 2016). If Vicky launches a new restoration business, she thinks she can serve both categories of clients. The components known as "new old stock" (NOS) were created decades ago yet are still in their original packaging. RASAS has the ability to manufacture new components to replace dated ones. For anyone who wishes to restore a historic automobile, the new business will also provide a selection of repair manuals. She was able to provide her clients a variety of auto repair services. There are endless resources available to RASAS, including staff, machinery, networks, and structures. Vicky is confident in starting a new repair business since her firm is flexible in the business world and she can manage both sorts of clients (Krajewski et al., 2016). The planned growth and the paint services offered by RASAS' present division go together perfectly, since the firm already has a body shop. In addition, the company has three service centres, each of which has a group of qualified technicians. Last but not least, the company already has wholesalers for auto parts because it is now in the service industry. They already have a head start since they already have many essential resources, even if a new facility would need to be built and new employees would need to be employed (Krajewski et al., 2016). The Mustang GT Restoration Project There are two key goals that the restoration of a mustang GT will achieve. The car's exhibit at the Detroit Auto Show, which boosts brand awareness and draws in new buyers, is the primary goal. Giving RASAS significant experience working on a project of this size is another objective. It will provide the company the know-how and proficiency to predict upcoming projects with accuracy. Lessons from the Mustang project will be used to help with future planning (Krajewski et al., 2016). Vicky has set aside $70,000 for the project. She has already invested $50,000 on the Shelby Mustang GT, without a shadow of a doubt. Only $20,000 will be required to finish the renovation. For her team to complete the project in time for the Detroit event, she has set a 45-day timeline. The group has been told to restrict its expenditure to a maximum of $3,600 per week to finish the repair given her present financial circumstances. Before the project is completed, a list of obligations that her team has created must be satisfied. For each job in the project, estimates for costs, timeframes, and priority are provided. They will use the Program Evaluation and Review Technique with the Critical Path Method (PERT/CPM) (Krajewski et al., 2016) to assess their ability to adhere to the project's budget and timetable. Finally, the analysis shows that the project can be finished on time and within budget. The actual time needed is 41 days. The project totals $18,100. Also, no week exceeds the $3,600 spending limit. While the analysis shows the project may be completed within the goals and limits, the RASAS team must build suitable monitors and controls to identify and mitigate potential hazards. Identify and identify potential risks and mitigation plans early in the project. The project teams roles and responsibilities should be outlined. (Pacelli, 2017). The study concludes by demonstrating that the project can be completed on schedule and within budget. In actuality, 41 days are required. The project costs $18,100 in total. Additionally, no week's expenditure goes beyond the $3,600 cap. The analysis indicates that the project may be completed within the set goals and constraints, but the RASAS team must construct the necessary monitors and controls to find and eliminate any risks. Early on in the project, identify possible hazards and devise mitigation strategies. The roles and duties of the project team should be described. 2017 (Pacelli).