This case study is fictional.

The Body Shop is a fitness facility in Charleston, South Carolina, offering a wide range of fitness classes, personalized training, and nutritional supplements for members who pay a monthly subscription fee. The Body Shop is in a strip mall near the business district and recently celebrated their fifth year in business.

Their current facility consists of six main areas:

Reception area and retail space with nutritional supplements

Large, open space divided into two sections:

One side has stationary equipment $($stair climbers, treadmills, bicycles$)$

One side offers weight$-$training equipment

Two rooms for fitness classes

Small conference room for personal consultation and staff meetings

Office area

Restrooms, changing rooms, and locker facilities

The Body Shop management team members include:

Chase: general manager

Ruah: fitness class instructor and personal trainer

Omar: strength and weight coach, and personal trainer

Aiko: nutrition specialist and administrative support

The Body Shop$$s goal is to become a one$-$stop health and wellness facility for their members. When the neighboring business closed four months ago, the management team seized the opportunity to purchase the adjacent space and expand their services. After several discussions, the management team decided to use the newly acquired space to house spa services. Their new services will include massage therapy, tanning$,$ hair removal, facials, and assorted aesthetician services.

The Body Shop has hired a local firm, Classic Interiors, to design the new space and update their existing facility for a cohesive look and feel. Classic Interiors has assigned their lead designer, Leticia, as the project manager.

As project manager, Leticia will be meeting with the management team of The Body Shop on a regular basis to plan, coordinate, and execute this project. They estimate a timeline of eight to twelve months and will be scheduling weekly meetings every Monday throughout the project to keep everyone updated on the progress. Some of their meetings will be in person, and other meetings will use virtual meeting technology such as Microsoft Teams or Zoom.

The Body Shop management team members have individual concerns about the upcoming changes to their existing space. Particularly, Ruah and Omar understand that their large, open space will need modification to connect to the new facility. They will have to conduct an analysis of their current equipment and determine which machines are most critical in anticipation of losing square footage.

The office$/$consultation space will be unavailable for a majority of the project timeline, so the trainers will have to make use of one of the existing rooms currently being used for fitness classes. Because of this, Ruah will have to modify her class schedule so she is using only one room.

The Body Shop management team is in the process of hiring a manager for spa services, in the hope that the new hire will be able to add insight and expertise to the development of this new area. Once hired, the new manager will join the project team.

In her role as lead designer, Leticia prepares the weekly meeting agenda, oversees conflicts, and guides the project to completion. She understands collaboration among the management team will lead to a successful outcome. Leticia knows the keys to any successful team project include having a unified goal, using clear communication, showing mutual respect, and working effectively through conflicts.

Leticia realizes that each team member brings a valuable skill set to the project, which will positively impact the overall result. Of course, with diverse interests comes diverse areas of concern, and Leticia anticipates there will be conflicts as the group determines how best to use their equipment and space throughout the renovation. Question $1-$ As project manager, Leticia will be meeting with the management team at scheduled intervals:

Weekly

Biweekly

Quarterly

Monthly