Business Project and Program Management

Business Project and
Program Management

Table of Contents
Introduction......................................................................................................................................1
Part A...............................................................................................................................................1
Identify key issues for strategic transformation programme and also give recommendations.. .1
Determine programme scope as well as deliverables for product development project.............3
Estimate and schedule approaches for programme.....................................................................4
Furnish risk management strategies............................................................................................5
Recommendations for ways in which SB can structure and organise their programme.............7
Evaluation of programme control methods.................................................................................7
Assess the options of procuring, contracting and selection of suppliers.....................................8
Part B...............................................................................................................................................9
Comparison of advantages and disadvantages of two frameworks of programme management
.....................................................................................................................................................9
Justify choice of frameworks for SB.........................................................................................10
Reflection on the choices and recommendations for enhancing performance in SB................11
Conclusion.....................................................................................................................................11
References......................................................................................................................................12

Introduction
Business project is defined as set of actions which are taken in certain time frame where
number of resources with development are involved for solving a peculiar need through which
financial gain or certain benefits can be attained. It becomes desirable for development of pre-
feasibility study of business plan by defining as well as quantifying needs of the project through
which uncertainties can be avoided (Bell, Bryman and Harley, 2018). Programme management is
defined as overall management of associated projects which links business change functions that
will lead to ensure proper implementation of the alterations.
To acknowledge the concept of business project & programme management, SB is taken
into consideration, it is a global technological firm with their headquarters in USA. They develop
as well as render wide range of hardware components for their customers. This report comprises
of aspects associated with programme management, its scope along with deliverables, estimation
and scheduling of the activities that have to be carried out by them. Furthermore, risk
management strategy will also be provided along with certain stakeholders, programme activities
and supplier management. Apart from this, certain frameworks will also be provided that will be
apt for organisation as per their offerings.
Part A
Identify key issues for strategic transformation programme and also give recommendations.
The framework that is responsible for furnishing management with sustainable and
immediate outcomes is referred to as strategic transformation. It aids to bring in innovation
through which growth can be attained like usage of creative software through which ease can be
provided to their customers (Bosilj Vukšić, Brkić and Tomičić-Pupek, 2018). This acts as a key
for enduring growth for organisation. In context of SB, business cases are illustrated below:
Vision: SB has adopted for rendering completely incorporated services in context of
quality technology systems for their potential customers and clients.
Services: The organisation provides their customers with higher value customized
software products for their specialist clients. Furthermore, SB also renders various hardware
devices at optimised prices through which they can accommodate adequate number of clients.
Strategies: SB provides their customers with low cost and valued products across United
States. For doing so they have designed diverse development strategies that involves
1

diversification of mobile system along with software through usage of process of acquisition and
partnership.
Strategic transformation: This comprises of changes that are made by firm through
which they can attain their objectives and goals within stipulated time frame. For doing so, SB
has formulated new vision in which they aims at development of unified projects that will lead
them to have varied, intensified market shares along with reduced cost for new products. This
has been achieved by carrying out the strategy of acquiring and growth (Buttrick, 2018). Like
firm has acquired WN that is mobile phone manufacturer across Europe. This will enable SB to
have new development and diversification strategies. The firm have also delivered the Tablet
Computers in partnership with external consultancy named DDC.
When SB opted for bringing in strategic transformation, they experienced certain issues
in context of manufacturing location. They are illustrated beneath: Management issue: The manufacturing services that are being carried out by SB have
run over cost and time while they are delivering their services. It has been identified that
it occurred due to lack of adequate management and control of all the operations which
are carried out by the firm (Draijer, 2020). In addition to this, it also involves
perspectives related with handling of change, addressing scope and needs of their
potential customers. Clearance issues: When the process of acquisition has to be carried by SB then, it is
mandatory to have regulatory clearance. As this can lead within certain hindrances while
carrying out strategic transformation and it may also lead them to loose strategic industry. Quality issues: SB is not able to deliver adequate quality technologies for their
consumers. This leads to creation of antagonistic influence on productivity, goodwill and
profitability of organisation. Furthermore, by outsourcing the manufacturing bases the
quality of products can be maintained as per the desired standards.
 Job loss issues: When SB will be acquiring and integrating with WN, then there will be
job loss within the host country that will further lead to hamper the reputation of
organisation (Englund and Bucero, 2019). This may also hinder the image of SB as the
experienced employees may not be willing to work with them.
The issues that have been faced by SB are illustrated above and it becomes mandatory for
firm to ensure that they take up relevant measures through which overall impact can be neglected
2