24/7 Clean and Shine Laundry in University Hotel of Sydney - Project Plan and Business Case | BPD 3100

The project is based on the bringing of innovative form of laundry service to the customers and for the University hotel of Sydney. This project describes the key aspects of the business, which is based on developing a 24/7 clean and shine laundry. The new venture would also provide the customers to use the service from the hotel. This would also hugely effect the growth of business.

Business Challenge Outline & Project Plan
BPD 3100
Project Document <Project Title>
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Title: 24/7 Clean and Shine Laundry in University Hotel of Sydney
Executive Summary: The project is based on the bringing of
innovative form of laundry service to the customers and for the
University hotel of Sydney. This project describes the key
aspects of the business, which is based on developing a 24/7
clean and shine laundry. The new venture would also provide
the customers to use the service from the hotel. This would
also hugely effect the growth of business.
Team Member Profile:
Project Document <Project Title>
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Contents
1 Project Charter 5
1.1 Title Project.....................................................................................................5
1.2 Project Background.........................................................................................5
1.3 Project Purpose..............................................................................................5
1.4 Project Objectives...........................................................................................5
1.5 Project Scope..................................................................................................5
1.6 Exclusions from scope....................................................................................5
1.7 Deliverables....................................................................................................5
1.8 Assumptions and Constraints:.........................................................................6
1.9 Communications Plan:....................................................................................6
2 Business Case 6
2.1 Project Benefits...............................................................................................6
2.2 Project Options...............................................................................................6
2.3 Cost and Timescale........................................................................................7
2.4 Cost/Benefit Analysis......................................................................................7
3 Risk Analysis7
4 Roles and Responsibilities 7
4.1 Project Organisational Chart/Structure............................................................7
4.2 Governance....................................................................................................7
4.3 Stakeholder Analysis.......................................................................................7
5 Project Plan 8
5.1 Milestones.......................................................................................................8
5.2 Schedule.........................................................................................................8
5.3 Human Resource Requirements.....................................................................9
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5.4 Physical Resource Requirements...................................................................9
5.5 Project Control................................................................................................9
5.6 Quality Control................................................................................................9
6 Financials & Budget 9
6.1 3/5 Year Cash Flow.........................................................................................9
6.2 Project Budget..............................................................................................10
7 Competitor Analysis 10
7.1 Competitor Analysis......................................................................................10
8 Preliminary Research Results 11
9 Recommendations 11
10 References 11
11 Appendices (for example) 12
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1 Project Charter
1.1 Title Project
24/7 Clean and Shine Laundry in University Hotel of Sydney
1.2 Project Background
The project is based on the understanding of the different kind of implementation
procedures for bringing in the 24/7 laundry based services in the University Hotel of
Sydney. The project is based on describing the circumstances based on bringing in
the best kind of practices that would be used for impacting the business
performances of the hotel. The decisions based on the project outcomes would be
helpful for bringing in positive outcomes based on the project.
1.3 Project Purpose
The purpose of the project is to bring in the best kind of services for the University
Hotel of Sydney. The hotel services require a 24/7 laundry service that would be
implemented within their organisation in order to bring in the best kind of business
performance. The end result of the project is to implement the best class of laundry
service for making a positive kind of impact over the organisation.
1.4 Project Objectives
The purpose of the project could be broken down into some objectives based on
SMART. It could further be classified as:
 Specific – The development of the laundry service would be specific to the
business of the hotel as the customers would be making use of the service.
This would result in the growth of the business of the hotel and the laundry
service.
 Measurable – The number of customers who would be using the laundry
facility could be measured by the popularity of the shop. The profits could be
also be measured.
 Agreeable – After a certain number of customers have made use of the
laundry service and based on the popularity of the service, it would be
considered as agreeable.
 Realistic – The laundry service should provide impacts towards the business
growth. These services should provide satisfaction to the customers.
 Time Sensitive – The factor of time could be measured based on the amount
of time that would be required for implementing the project in full phases. The
project would also be needed to be implemented within a certain period of
time.
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1.5 Project Scope
The scope of the project is based on bringing the best kind of laundry services that
would be implemented within the University Hotel of Sydney. After the
implementation of the project, the hotel would be able to provide the awaited kind of
services to the customers. The project would be bounded within a certain group of
people who would perform the act of implementation of the project. The project
would be performed by a few member of people who be responsible for designing
the entire aspect of the project. The project would incur the use of best kind of
project management tools and techniques that would be impacted towards the
benefits of the organisation.
1.6 Exclusions from scope
The areas that would be excluded from the scope of the project includes the cleaning
services of rooms. Serving of customers of the hotel with food and other materials
would not be included within the scope of the project.
1.7 Deliverables
The deliverables that would be put forward with the help of the project includes:
project scope, delivering a project plan, financial plan, and entire documentation of
project progress at certain intervals. The deliverables for the project would also
deliver the best class of laundry service to the customers.
1.8 Assumptions and Constraints:
The assumptions that could be drawn from the project include:
 The project would be delivered within the estimated time.
 The project would be completed according to the pre-estimated budget.
 The project would incur the best use of project management techniques that
would help the team to deliver the best quality within the project.
The constraints that would be delivered from the project are discussed as:
 The project might not be completed within the estimated budget.
 The project would incur more resources in order to complete the entire project
within the estimated time period.
1.9 Communications Plan:
In order to communicate the different kind of project processes, there should be a
high need for maintaining an efficient communication plan for the project.
The internal communication within the team would be performed by maintaining the
individual communication based on face-to-face interaction with team members. The
external communication would be maintained by phone calls, emails and distribution
of progress reports.
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2 Business Case
2.1 Project Benefits
There would be different kind of benefits based on putting the delivering the project.
These could be subdivided as:
Tangible Benefits: The project would be helpful in bringing better kind of benefits
based on generating revenue for the business of the hotel group.
Intangible Benefits: With the impact of the 24/7 laundry service project, the
intangible benefits that could be made are the reputation for the company. The
reputation of the hotel would increase with the impact of best kind of laundry service.
2.2 Project Options
The different kind of options for the project are:
Option 1: Conducting of the business performance in a usual form.
Option 2: The project would be completed in a phased wise manner.
Option 3: Different kind of alternative solutions would be generated based on the
project.
Option 4: Proof of concept of work would also be performed within the project.
2.3 Cost and Timescale
Initial project planning 38000
Procuring the Materials 10000
Implementation of the Project 32000
Project Closure Phases 6000
Total Cost for the project 86000
Total Cost for the project
(Figure 1: Total Budget of the Project)
(Source: Created by author)
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2.4 Cost/Benefit Analysis
Year of Project
year 0 year1 year 2 year 3 year 4 year 5 TOTALS
Net economic benefit $0.00 $24,000.00 $24,000.00 $24,000.00 $24,000.00 $24,000.00
Discount Rate 8% 1 0.9259 0.8573 0.7938 0.7350 0.6806
PV Of Benefits $0.00 $22,222.22 $20,576.13 $19,051.97 $17,640.72 $16,334.00
NPV of all BENEFITS $0.00 $22,222.22 $42,798.35 $61,850.33 $79,491.04 $95,825.04 $3,02,186.99
One Time Costs $48,000.00
Recurring Costs $0.00 $100.00 $100.00 $100.00 $100.00 $100.00
Discount Rate 8% 1.0000 0.9259 0.8573 0.7938 0.7350 0.6806
PV Of Recurring Costs $0.00 $92.59 $85.73 $79.38 $73.50 $68.06
NPV Of All Costs $48,000.00 $48,092.59 $48,178.33 $48,257.71 $48,331.21 $48,399.27 $2,89,259.11
Overall NPV $12,927.88
Overall ROI = (Overall NPV / NPV Of All Costs 0.04
Break-Even Analysis
Yearly NPV Cash Flow $0.00 $22,129.63 $20,490.40 $18,972.59 $17,567.21 $16,265.94
Overall NPV Cash Flow $48,000.00 ($25,870.37) ($5,379.97) $13,592.62 $31,159.83 $47,425.77
Project break-even occurs between years 2 and 3
Use 1st year of positive cash flow to calculate break-even fraction 2.2836 years
(Figure 2: Cost/Benefit Analysis of the Project)
(Source: Created by author)
3 Risk Analysis
Score as follows, for Likelihood and Impact: High
= 3, Medium = 2, Low = 1
Nature of Risk
or Uncertainty
Likelihood
High/
Medium/
Low
Impact
High/
Medium/
Low
Likelihood
x Impact
[Score]
Actions required and who will take
responsibility to manage the risk
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1. Nature of risk or uncertainty – The project might not be completed within the
scheduled plan of the project. This might incur faults based on deciding the aspects
of quality of the project. Based on improper form of scheduling, the project might
incur different kind of benefits based on implementing the project.
Likelihood – High = 3
Impact – Medium = 2
Score – 6
Actions Required – The actions would be taken by the project manager in order to
schedule the project in the best possible manner. The project manager would
schedule the project according to a proper kind of project management plan. Each of
the activities would be clearly defined and thus the entire team would be following
the exact kind of procedures for the betterment of the project.
2. Nature of risk or uncertainty – There might be some form of cost overruns within
the project due to which the project might not be completed within the proper time
period. Due to financial constraints affecting the project, the project might not
succeed to achieve the set goals set by the project manager.
Likelihood – Medium = 2
Impact – High = 3
Score – 6
Actions Required – The project sponsor within the project should design the
financial plan for the project. They should determine the exact kind of costs that
might be incurred for the project. The financial plan for the project should also be
completed within the estimated time taken for the project.
2. Nature of risk or uncertainty – The project might incur constraints based on the
fact that people might not like the service provided by the laundry team. The
expectation of the customers might not be fulfilled with the designing of the project
according to the best possible manner. This might pose a huge kind of risks and thus
the owner of the hotel might disown the services.
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Likelihood – Low = 1
Impact – Medium = 2
Score – 2
Actions Required – The project manager should be able to define each of the
aspects of the project with full form of accuracy. The project might be affected due to
poor form of customer service. Hence, the different kind of service offered to the
customer should be designed properly that would be helpful for the customers and
thus they would get attracted by the vast form of services.
4 Roles and Responsibilities
4.1 Project Organisational Chart/Structure
4.2 Governance
The project would be governed by the University Hotel of Sydney. After the project
would be developed, it would be marketed and advertised by the in-house marketing
team at the University Hotel of Sydney. Advertisement of the new operation would be
highly required in order to maintain a clear communication with the customers and
also make them aware of the improvements within the industry.
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Hotel Owner
Project Sponsor Project Manager
Employees

4.3 Stakeholder Analysis
5 Project Plan
5.1 Milestones
Description Cost*
$’000
Who Scheduled
Start
Scheduled
Finish
Approval of the project and
financial plan
12000 Hotel
Owner
Tue 25-06-19 Tue 25-06-19
Checking of the equipment 12000 Employees
, Project
Manager
Tue 23-07-19 Tue 23-07-19
Project Sign off phase 6000 Project
Manager
Tue 13-08-19 Tue 13-08-19
Making of payments 6000 Project
Manager
Tue 13-08-19 Tue 13-08-19
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5.2 Schedule
ID Outline
Number
Task
Mode
Task Name Duration Start Finish
0 0 Clean and Shine Laundry54 days Thu 30-05-19 Tue 13-08-19
1 1 Start project 1 day Thu 30-05-19 Thu 30-05-19
2 2 Initial project
planning
18 days Fri 31-05-19 Tue 25-06-19
3 2.1 Conducting a
research over the
hotel business
5 days Fri 31-05-19 Thu 06-06-19
4 2.2 Meeting with the
owners
3 days Fri 31-05-19 Tue 04-06-19
5 2.3 Developing a
project plan
8 days Fri 07-06-19 Tue 18-06-19
6 2.4 Developing of a
financial plan
5 days Wed 19-06-19 Tue 25-06-19
7 2.5 Approval of the
project and
financial plan
0 days Tue 25-06-19 Tue 25-06-19
8 2.6 Completion of the
Phase
0 days Tue 25-06-19 Tue 25-06-19
9 3 Procuring the
Materials
4 days Wed 26-06-19 Mon 01-07-19
10 3.1 Choosing the
proper vendor
1 day Wed 26-06-19 Wed 26-06-19
11 3.2 Purchasing of the
required
equipment
2 days Thu 27-06-19 Fri 28-06-19
12 3.3 Bringing the
equipment to the
hotel
1 day Mon 01-07-19 Mon 01-07-19
13 3.4 Completion of the
phase
0 days Mon 01-07-19 Mon 01-07-19
14 4 Implementation of
the Project
28 days Tue 02-07-19 Thu 08-08-19
15 4.1 Preparing a
technical plan
2 days Tue 02-07-19 Wed 03-07-19
16 4.2 Start of project work14 days Thu 04-07-19 Tue 23-07-19
17 4.3 Fitting each of the
equipment in
proper place
10 days Thu 04-07-19 Wed 17-07-19
18 4.4 Checking of the
equipment
0 days Tue 23-07-19 Tue 23-07-19
19 4.5 Preparing the
interiors for the
laundry space
10 days Wed 24-07-19 Tue 06-08-19
20 4.6 Final check over
the project phases
2 days Wed 07-08-19 Thu 08-08-19
21 4.7 Completion of the
phases
0 days Thu 08-08-19 Thu 08-08-19
22 5 Project Closure Phases3 days Fri 09-08-19 Tue 13-08-19
23 5.1 Documentation of
the project
3 days Fri 09-08-19 Tue 13-08-19
24 5.2 Project Sign off phase0 days Tue 13-08-19 Tue 13-08-19
25 5.3 Making of payments0 days Tue 13-08-19 Tue 13-08-19
26 6 End Project 0 days Tue 13-08-19 Tue 13-08-19
Project Manager
Project Manager
Project Sponsor
25-06
25-06
Project Manager
Laundry Equipment[1]
Project Manager
01-07
Project Manager
Employees
23-07
Employees
Project Manager
08-08
Project Manager
13-08
13-08
13-08
S T M F T S W S T M F T S W S T M F T S W S
20 May '19 03 Jun '19 17 Jun '19 01 Jul '19 15 Jul '19 29 Jul '19 12 Aug '19
(Figure 3: The Gantt chart)
(Source: Created by author)
5.3 Human Resource Requirements
Human Resources that would be required for the project would include: Project
manager, project sponsor, employees and owners of the hotel business.
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5.4 Physical Resource Requirements
The physical resources required within the project include the use of different
instruments based on providing the excellent form of laundry services to the
customers. This also includes the use of expensive laundry machines that would be
able to serve a wide range of purposes towards the benefits of the project.
5.5 Project Control
The project would be controlled by the project manager. The project would be
handled by the project manager who would direct the employees working for
implementing of the laundry services for the hotel.
5.6 Quality Control
The quality of the project would be maintained by the project manager. Based on
delivering each of the aspects of the project, the quality of the project would be
improved. The project manager would ensure that each of the tasks and financial
planning would be done within the proper time frame.
6 Financials & Budget
6.1 3/5 Year Cash Flow
Year of Project
year 0 year1 year 2 year 3 year 4 year 5 TOTALS
Net economic benefit $0.00 $24,000.00 $24,000.00 $24,000.00 $24,000.00 $24,000.00
Discount Rate 8% 1 0.9259 0.8573 0.7938 0.7350 0.6806
PV Of Benefits $0.00 $22,222.22 $20,576.13 $19,051.97 $17,640.72 $16,334.00
NPV of all BENEFITS $0.00 $22,222.22 $42,798.35 $61,850.33 $79,491.04 $95,825.04 $3,02,186.99
One Time Costs $48,000.00
Recurring Costs $0.00 $100.00 $100.00 $100.00 $100.00 $100.00
Discount Rate 8% 1.0000 0.9259 0.8573 0.7938 0.7350 0.6806
PV Of Recurring Costs $0.00 $92.59 $85.73 $79.38 $73.50 $68.06
NPV Of All Costs $48,000.00 $48,092.59 $48,178.33 $48,257.71 $48,331.21 $48,399.27 $2,89,259.11
Overall NPV $12,927.88
Overall ROI = (Overall NPV / NPV Of All Costs 0.04
Break-Even Analysis
Yearly NPV Cash Flow $0.00 $22,129.63 $20,490.40 $18,972.59 $17,567.21 $16,265.94
Overall NPV Cash Flow $48,000.00 ($25,870.37) ($5,379.97) $13,592.62 $31,159.83 $47,425.77
Project break-even occurs between years 2 and 3
Use 1st year of positive cash flow to calculate break-even fraction 2.2836 years
(Figure 4: The 5 Year Cash Flow for the Project)
(Source: Created by author)
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6.2 Project Budget
The total budget incurred for the project is AUD $ 86,000. It includes the cost of:
1. Initial project planning
2. Procuring the Materials
3. Implementation of the Project
4. Project Closure Phases
7 Competitor Analysis
7.1 Competitor Analysis
Business Name
1
Business Name
2
Business Name
3
Market Share
Major Customers
What do their customers think of
them
Pricing Policy
Financial Strength
Product / Service Range
Product / Service Quality
Customer Loyalty
Brand Recognition
Length of Time in Business
Alliances
Premises / Location
Research & Development
Plant and Technology
Manufacturer, Wholesale, Service,
Retail
Advertising
Customer Service
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Positioning
Number of Employees
Distribution Methods
Patents
Sales Tactics
Growth
Competitor Impact on this project
Project Impact on competitor
8 Preliminary Research Results
Based on understanding of the entire project, the preliminary results that would be
included are that the project would be completed as per planned schedule. The
financial budget of the project had included each of the plans based on bringing in
positive impacts towards the project.
9 Recommendations
Based on understanding the project, it could be recommended that the project had
been performed perfectly. It had included each of the basic necessities. However,
the financial planning and project stability could had been further improved. The
planning for the project could had been improved based on the vast forms of insights
drawn over the phases of the project.
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10 References
Binder, J., 2016. Global project management: communication, collaboration and
management across borders. Routledge.
Crawford, J.K., 2014. Project management maturity model. Auerbach Publications.
Eskerod, P. and Jepsen, A.L., 2016. Project stakeholder management. Routledge.
Fuller, M.A., Valacich, J.S., George, J.F. and Schneider, C., 2017. Information
Systems Project Management: A Process and Team Approach, Edition 1.1. Prospect
Press.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured
approach. Routledge.
Hornstein, H.A., 2015. The integration of project management and organizational
change management is now a necessity. International Journal of Project
Management, 33(2), pp.291-298.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons.
Kerzner, H., 2018. Project management best practices: Achieving global excellence.
John Wiley & Sons.
Larson, E.W. and Gray, C.F., 2017. Project management: The managerial process.
McGraw-Hill Education.
Meredith, J.R., Mantel Jr, S.J. and Shafer, S.M., 2017. Project management: a
managerial approach. John Wiley & Sons.
Milosevic, D.Z. and Martinelli, R.J., 2016. Project management toolbox: tools and
techniques for the practicing project manager. John Wiley & Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management:
linking project management performance and project success. International journal
of project management, 32(2), pp.202-217.
Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D.,
2015. Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), pp.772-783.
Too, E.G. and Weaver, P., 2014. The management of project management: A
conceptual framework for project governance. International Journal of Project
Management, 32(8), pp.1382-1394.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
Walker, A., 2015. Project management in construction. John Wiley & Sons.
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11 Appendices (for example)
APPENDIX 1: KEPNER-TREGOE EXERCISE ON SCOPE COMPULSORY INCLUSION
APPENDIX 2: DETAILED BUDGET
This document has been derived from a template prepared by the Department of Premier and Cabinet,
Tasmania. The structure is based on the Tasmanian Government Project Management Guidelines.
For further details, refer to www.egovernment.tas.gov.au
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