Project Management Assignment

Automotive Industry

Project Plan for Developing a New Car Model from a Classic One

Group 8

Bhakta Ballabha Dash

Kapil Mathur

Khusant Agarwal

Shrinwanti Shee

Vikhyat Maheshwari
Project Scope
Work Breakdown Structure
 Project Integration Management

1. Project Charter (Initiating)

• Objective Statement - The present cars are compromising with either mileage or
comfort but not both. Hence, we have to modify the present cars so that they can give
both together.

• Goal Statement - Increase the revenues and sales of the company by 10% via adding a
new model in the fleet within a time frame of 6months.

• Scope - The project has a scope of designing and developing an improved classic
model of our company. The functions in our scope would be, Market Research,
Design product concept, Design and test product prototype, Develop and test
production tooling, notify suppliers of requirements, Commence Production. The ones
out of our scope would be Government Approvals and Licensing. The 1st process that
will embark the initiation of the project would be Market Research and Production
Commencement would embark an end to the Project.

• Business Case & Benefits - As we see the automobile sector is going through a good
phase(assumed) currently and it is expected that the global economy will undergo a
recession in the near future so it would be a great time to introduce a new product in
the market now so as to get a maximum benefit and an increase in revenues.

• Timeline - Market research - 2 Weeks

Design product concept- 4
Design and Product Prototype - 2
Develop and test product tooling- 3
Notify suppliers of requirements-1
Commence Production-3
Production Launch -1
 • Team Members -
Position Name Contribution

Project Manager Vikhyat Maheshwari Leading the Project

Finance Manager Bhakta Ballabha Dash Taking care of funds

Marketing Manager Shrinwanti Shee Taking the marketing activities forward

Operations Manager Kapil Mathur Quality checks, Production & Procurement

Design Manager Khusant Agarwal Designing the Project

2. Project Management Plan (Planning)

1. Create and Analyse Business Case.

2. Identify and Meet Stakeholders for Approval.
3. Define Project Scope.
4. Set Goals and Objectives.
5. Determine Deliverables.
6. Create Project Schedule and Milestones.
7. Assignment of Tasks.
8. Carry Out Risk Assessment.

3. Direct and Manage Project Work (Executing)

3.1 Inputs:
Project management plan
Approved corrective action plan
Approved change request
Approved defect repair
Validated defect repair
Administrative closure procedure
3.2 Tools and Techniques:
Project management methodology
Project management information system
3.3 Outputs:
Deliverables
Requested changes
Implemented change request
Implemented corrective action plan
Implemented preventive action plan
Implemented defect repair
Work performance information

4. Monitor and Control project chart

4.1 Inputs:
Project Management Plan
Work Performance Information
Rejected Change Requests
 4.2 Tools and Techniques:
Project Management Methodology
Project Management Information System
Earned Value Technique
Expert Judgement
4.3 Outputs:
Recommended Corrective Actions
Recommended Preventive Actions
Forecasts
Recommended Defect Repair
Request Changes

5. Perform Integrated change control

5.1 Inputs:
Project management plan
Requested changes
Work performance information
Recommended preventive actions
Recommended corrective actions
Recommended defect repair
Deliverables
5.2 Tools and Techniques:
Project management technology
Project management information system
Expert judgement
5.3 Outputs:
Approved change request
Rejected change request
Project management plan
Project scope statement
Approved corrective actions
Approved preventive actions
Approved defect repair
Validated defect repair
Deliverables

6. Close Project
6.1 Inputs:
Project Management Plan
Contract Documentation
Enterprise Environmental Factors
Organizational Process Assets
Work Performance Information
Deliverables

6.2 Tools and Techniques:

Project Management Methodology
Project Management Information System
Expert Judgement
6.3 Outputs:
Administrative Closure Procedure
Contract Closure Procedure
Final Product, Service or Result
Organizational Process Assets (updates)
 Project Time Management
CPM is of 15months duration
Project Cost Management
 Project Quality Management

Main Components
Air
Customer Gear Door Conditioning / Wiring Exhaust
Engine Axle Chassis Dashboard Wheels
Requirement Box Panel Cooling Harness System
Modules
Reliability ✔ ✔ ✔ ✔ - - ✔ - ✔ ✔
Mileage ✔ ✔ ✔ - - ✔ ✔ - ✔
Luxury - - - - ✔ ✔ ✔ ✔ - -
Suspension - - ✔ ✔ - - - - - -
Power and
- ✔ ✔ ✔ - - ✔ - ✔ ✔
Torque
Design and
- ✔ ✔ - ✔ ✔
Features
Transmission ✔ ✔ - - - - - - - -
Price - ✔ ✔ ✔ - ✔ - ✔
Lifespan ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ - ✔
Operating
✔ ✔ ✔ ✔ - ✔ - ✔ ✔
Efficiency
Column Number 1 2 3 4 5 6 7 8 9 10
Weight 3 5 5 5 7 7 6 5 4 3
Score 15 30 25 30 35 28 36 25 16 15
 Project Human Resource Management

OBS

Organizational Breakdown Structure

CEO

5 Human
1. Finance 2. Operations 3. Design 4. Marketing Resource 6 Business 7 Project
Manager Manager Manager Manager Manager Analyst Manager

3.1 Graphics
1.1 2.1 Machinery team and 4.1 Strategy
Accounts Manager development Department 7.1 Engineering
2.2 Factory In 3.2 Thinking 4.2 Analyst 7.2
1.2 Cashier charge team Team Manufacturing
4.3
2.3 Quality 3.3 QA Advertisement 7.3
1.3 Adviser Control Engineering team Team Procurement
1.4 Analyst 3.4 Technical
Team Architect 4.4 Sales Team
Human Resource Management System
 Project Risk Management

Risk Breakdown Structure

4. 6.
1. Technical Infrastructure 5. Marketing Management
risk 2. Internal risk 3. External risk Risk Risk Risk

1.1 2.1 Human 5.1 Target 6.1

Requirement Resource 3.1 Environmental 4.1 Server Customers Resources
3.2 Currency 4.2 6.2
1.2 Design 2.2 Strike Fluctuation Application 5.2 Tactics Corporate
3.3 Contract
2.3 (Contracts being
1.3 Organizational cancelled, e.g. Raw 5.3 6.3
Performance Behaviour Materials Contract) Demand Stakeholder
3.4 Funding
(Sanctions being
2.4 Quality cancelled) 5.4 Brand
3.5 Government
Regulations and
2.5 Raw Policies (BS VI
Material engine norms, etc.)
2.6 Machinery
Performance
 Project Procurement Management

• Planning Procurement Management

We planned our procurement in a very strategic manner, taking into
consideration the best external resources like machineries, glass,
petroleum which were used in Engine, Interiors etc with respect to the
quality and least cost so that it turns out to give us maximum benefits.

• Conducting Procurement
We analysed the bids from various OEMs and suppliers of child parts.
We made sure we got the responses from the potential sellers, and
selected the bids with the least cost and maximum efficiency.

• Controlling Procurement
We made all the required modifications to the terms and conditions of the
contract, including the Procurement statement of work, price and
descriptions of our product. We formally documented all procurement
related changes and got them approved. We also monitored the hired
contracts and provided them with a deadline.

• Closing Procurement
We made the final payments and completed the cost records. We made a
structured review of the procurement process and made sure all the
records of the project are complete and are accessible in the records
management system.
 Project Stakeholder Management

External Stakeholders
Areas of Project Stakeholder Engagement Engagement
Stakeholder Frequency
influence/interest Phase Manager Approach tools
Regulatory Whereve
compliance r Government Consult / Face to Face / Less
Government
Quality Certificates / Necessar Relations Requests Emails Frequent
Approvals y
Procurement of Raw
Operations
Materials / Initial Face to Face /
Suppliers Manager / Orders Frequent
Machineries / Stage Emails
Project Manager
Transportation
Relationship
Product Design / Deliverin Face to Face /
Manager/ Needs/
Customers Features / g Online Frequent
Marketing Wants
Market Share Product Platforms
Manager
Whereve
Socio economic and
r Community Consult / Face to Face / Less
Society Environmental
necessar Relations Manager Requests Newsletter Frequent
monitoring
y
Finance and
Company Valuation Investme Marketing Face to Face / Less
Investors Market Share nt Manager Investment Emails frequent

Internal Stakeholders
Areas of Project Stakeholder Engagement Engagement
Stakeholder Frequency
influence/interest Phase Manager Approach tools
Board of Monitoring Executive Suite, Consult /
Face to Face /
Directors / Top Level Decision All Top Level Decision Frequent
Emails
Owners Making Management Maker
Daily Operations and Board of Consult / Face to Face / Very
Managers All
Control Directors Instruct Emails Frequent
Face to Face /
Consult / Very
Employees Daily Operations All Managers Information
Instruct Frequent
Board
Project Communication Management
Project Communication Plan