Business Project and Programme Management

BUSINESS
PROJECT AND
PROGRAMME
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
OVERVIEW....................................................................................................................................1
BUSINESS CASE / PROGRAMME MANAGEMENT.................................................................1
Hard Issues.............................................................................................................................2
Soft Issues...............................................................................................................................2
Performance Criteria..............................................................................................................3
PROGRAMME SCOPE AND DELIVERABLES..........................................................................3
Acquisition of WN.................................................................................................................3
In-House Manufacturing and Outsourcing.............................................................................4
New Product Development.....................................................................................................5
ESTIMATING AND SCHEDULING.............................................................................................6
RISK AND ISSUES MANAGEMENT..........................................................................................7
ORGANISATION, GOVERNANCE AND STAKEHOLDERS....................................................9
Determination of Organisational Structure considering existing challenges.........................9
Critical Evaluation of Stakeholder Views on Outsourcing / Location of Manufacturing....10
PROGRAMME CONTROL..........................................................................................................10
Key Performance Indicators.................................................................................................10
Benchmarking.......................................................................................................................11
CONTRACTING AND SUPPLIER MANAGEMENT................................................................11
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................13

INTRODUCTION
Business Project and Programme Management is a wide area of study and practice which
requires individuals and organisations towards appropriately planning, managing, executing and
controlling the projects, as well as programmes that are scheduled within a firm (Mottaeva,
2018). It is a highly imperative activity which needs effective set up of a structure, along with
anticipated targets and deliverables in order to ensure that all the projects related to the company
are executed as per the set scope and plans. Hence, in regards to this, the report below is based
on SB, which is a global technology organisation situated in Washington, United States. It is
currently planning a strategic business transformation. Therefore, to support the discussion, the
report would be covering a business case / programme management towards the Strategic
transformation programme, along with setting up of the scope and deliverables of the project.
Furthermore, the report undertakes effective estimation and scheduling, as well as Risk and
Issues Management. In addition, the report undertakes Programme management, governance and
stakeholders, effective control and supply management to plan and execute the project in a
prominent manner
OVERVIEW
SB is a prominent technology company within the US which manufactures low cost yet
reliable hardware products. The firm has a high manufacturing and outsourcing unit in Far East
and product development centre in Western Europe, along with Supporting Centre of
Engineering Excellence in Europe. The company is under the consideration of development of a
new vision which would allow the firm to expand and diversify in terms of its product portfolio
and market presence. Therefore to achieve this, it has several key change projects which involves
acquisition of WN, in-house manufacturing and outsourcing facility, New Software
Development Project and Setting up of New Software Development Centre of Excellence.
BUSINESS CASE / PROGRAMME MANAGEMENT
For an organisation which is currently planning a complete transformation process, it is
imperative for the organisation for considering a range of issues that are existing towards a
complete execution and effectiveness of the whole programme (Breese and et. al., 2015).
Therefore, there are certain key aspects which the board is necessary to understand in light to
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begin the transformation process in a considerate and planned manner. Hence, in light with the
strategic objectives, below are several undermining issues related to the project.
Hard Issues
 Location Issues: One of the key aspects which the organisation is required to take into
consideration is the problem with location after the acquisition of WN. This is because one
of the strategic objectives of the company is to enhance its manufacturing operations and
keep the cost of the same to a minimum without losing the quality. However, a key
challenge is associated with the location of the facility which is being set up in the Europe.
This is because it would lead to disruption in structure and functioning of both the
organisations.
 Political Factors: Another potential element which the firm is needed to take into
consideration is associated with political factors within the Europe. The reason for this is
because while the organisation would enjoy regulatory clearances within Europe after its
acquisition of WN, there is s still a high level of political uncertainty within the region.
Quite recently this has been a cause of concern for investors within the Europe. The reason
for this is because factors such as Brexit might lead to formation of several policies which
might be tough and challenging for business expansions (Political uncertainty considered
top concern among European investors, says EY survey, 2020). This is a cause of concern
for merging the skills and resources of both the companies, along with an issue for New
Software Development Centre of Excellence.
Soft Issues
 Employment Jobs: Due to quality issues, the firm has been considering shifting up its
manufacturing and outsourcing from Far East to USA. This would be leading to loss of job
within its unit in the east and would also cost a lot of restructuring in the US. This would be
leading towards de-motivation of existing employees within the company, as well as would
also lead to lack in productivity and specialised skills due to immense change in the status
quo.
 Brand Reputation: A company’s strategic transformation could only be possible if its brand
reputation remains intact. US is the home country of the acquired firm WN, whose principle
headquarters are being planned towards closure by SB after acquisition for its in house
manufacturing / production, along with the New Software Development Centre of
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