Business Project and Programme Management: Part A-Consultancy Report

This report aims in developing a consultancy report for SB detailing a business case, programme scope and deliverables, risk and issue management, details about stakeholders and contracting details.

Running head: BUSINESS PROJECT AND PROGRAMME MANAGEMENT
Business Project and Programme Management: Part A-Consultancy Report
Name of the Student
Name of the University
Author Note

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BUSINESS PROJECT AND PROGRAMME MANAGEMENT
Table of Contents
Introduction..........................................................................................................................2
1. Business Case..................................................................................................................2
2. Programme Scope and Deliverables................................................................................4
3. Estimating and Scheduling..............................................................................................6
4. Risk and Issue Management..........................................................................................11
5. Programme Management Organization and Stakeholders............................................14
6. Programme Control.......................................................................................................16
7. Contracting....................................................................................................................17
Conclusion.........................................................................................................................18
References..........................................................................................................................20

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Part A-Consultancy Report: SB sets out its Strategic Vision
Introduction
The report aims in developing a consultancy report for SB detailing a business case,
programme scope and deliverables, risk and issue management, details about stakeholders and
contracting details. SB is a global technology company that is located in Washington USA. The
company deals with the development and manufacturing of a wide variety of computer hardware
components. In order to expand its business, SB has expanded its operations mainly through
acquisition and internal growth (Carnall 2018). The strategic change in this project is driven by
expertise in the field of software development. The report will be evaluating the key issues that
can be faced as a result of strategic change. The report will be discussing the risk and the issues
that the programme might face and will provide solutions to the risk. The report will further be
evaluating the contracting issues that that programme might face in order to ensure that the
changes are implemented according to the plan.
1. Business Case
One of the most important elements for the strategic programme is the development of
the software centre of excellence. It is one of the key aspects of the programme and the vision of
SB is to deliver a totally integrated quality technology for involving high end hardware
components and software solutions. The strategic objective of SB behind development of the
Software Centre of Excellence is to consolidate all the expertise of the company in a single
location. The project will involve building design, financing and construction.
Another major aspect of the strategic programme by SB is the acquisition of WN. Proper
acquisition of WN is needed as SB has generally expanded its operations through acquisitions

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and internal growth. Apart from that, the company plans to implement a new product
development process which will help the company to expertise in software development. Apart
from that the programme includes implementation of certain changes in an effective manner.
However, it is essential to evaluate the key issues associated with this programme. One of
the major issues associated with this strategic program by SB is to implement the project within
two years. Another key issue that is needed to be considered in this programme of strategic
change includes implementation of the project in a cost effective manner.
Since acquisition of WN is one major aspect of the project, the key issues associated with
the acquisition project is needed to be identified. One of the hard issues associated with
acquisition project is communicating the challenges. For example, in the year 2010,
PricewaterhouseCoopers (PWC) has conducted a survey on companies that had completed
merger and acquisition. It has been found out that the communication challenges proved to be the
top factors behind the companies to fail in project implementation (Herrmann and Nadkarni
2014). Another similar issue that is associated with the acquisition project is retention of the
employees before and after acquisition.
The soft issues associated with acquisition project include cultural challenges. Merger
and acquisition comes with cultural implication that is often hard to manage. These are the key
issues associated with the strategic programme of SB and it needs effective management.
The most significant issues associated with this project are related to the manufacturing
location business case. Retaining the cost advantages from outsourcing is one of the most
significant issues. Stakeholder management is an important issue associated in outsourcing
method that SB will be following.

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2. Programme Scope and Deliverables
The implementation of this program is advantageous for SB since the company is
planning an acquisition project. The strategic change will involve acquisition of WN and will
further involve the implementation of software centre. One of the main deliverable of the project
is to develop software excellence centre for developing software solutions for the customer. The
project is needed to be implemented within the next 2 years (Herrmann and Nadkarni 2014). The
project is complex and therefore the timescale estimated for the project is justified. SB
recognizes the need for improving business and programme. The identified in- scope of the
project is as follows-
 To implement the strategic acquisition project by SB
 To develop software excellence centre for developing software solutions for the
customer
 To implement the project within the next two years
 To improve the existing business strategies
 To ensure delivery of integrated quality technology and hardware solutions to the
clients.
The major deliverables of the acquisition Project are as follows-
1. Development of the Project Plan
2. Planning the Acquisition
3. Analysis of the Risks in Acquisition
3. Acquisition of WN

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The major deliverables of the development of Software Excellence Project are as follows-
1. Development of an implementation plan for managing and implementing the software
development centre
2. Setting up of Project Plan for development of software excellence centre
3. Implementation of software development centre of excellence
4. Project Evaluation
These are the most important deliverables of the project. The entire project will be
implemented in a time-span of two years (Burke 2013). The project is complex and large. Apart
from the above mentioned main deliverables, the project has certain major sub deliverables as
well. The project is subjected to certain risks and issues which will be discussed in the following
sections.
The input, output, outcome and impact of this project is represented in the following
table-
Input Output Outcome Impact
Development of Project
Plan for Acquisition
The Project Plan is
developed according to
the requirements
The project will follow
a planned approach of
implementation
The project plan will
have a positive impact
on the strategic
programme
Risk Management Plan Identification of the
critical risks
The risk management
plan will help in better
management of the
project.
The risk management
plan has a positive
impact on successful
management of the

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project.
Final Plan for WN
acquisition
Acquisition of WN Successful
implementation of
Acquisition project
Planned approach of
acquisition will have a
positive impact on the
project.
Project Evaluation Successful project
closure
The project will be
delivered with lesser or
no flaws
The strategic
programme will be
successfully
implemented.
3. Estimating and Scheduling
The time allocated for the project is constant that is two years and therefore, the project is
needed to be planned accordingly so that the scheduling issues can be minimized (Walker 2015).
The detailed schedule estimate for the programme along with the key milestone of the project is
represented in the following table-
WBS Task Name Duration Start Finish
0 Strategic Change
Programme 546 days 08-01-2018 10-02-2020
1 Project Starts 0 days 08-01-2018 08-01-2018
2 Project Initiation 57 days 08-01-2018 27-03-2018
2.1
Understanding and
planning the change
requirements
15 days 08-01-2018 26-01-2018
2.2 Inspection of the space
for software excellence centre 30 days 29-01-2018 09-03-2018
2.3 Documenting the
Findings 5 days 12-03-2018 16-03-2018
2.4 Sharing Documents with
SB 7 days 19-03-2018 27-03-2018

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2.5
M1: Completion of
initial Requirements
Gathering
0 days 27-03-2018 27-03-2018
3 Project Planning 147 days 19-03-2018 09-10-2018
3.1 Planning change
management project 30 days 19-03-2018 27-04-2018
3.2 Developing the Project
Plan 20 days 30-04-2018 25-05-2018
3.3 Sharing Documents with
SB 7 days 28-05-2018 05-06-2018
3.4 M2: Approval of the
Project Plan 0 days 05-06-2018 05-06-2018
3.5 Designing the Software
Excellence Centre 60 days 06-06-2018 28-08-2018
3.6 Planning the Acquisition
Of WN 30 days 29-08-2018 09-10-2018
3.7 M3: Finalizing the
acquisition of WN 0 days 09-10-2018 09-10-2018
4 Project Implementation 180 days 10-10-2018 18-06-2019
4.1 Start of acquisition
process for WN 30 days 10-10-2018 20-11-2018
4.2
Start of the
implementation of changes in
SB
30 days 10-10-2018 20-11-2018
4.3
Start of the development
of the Software Excellence
Centre
30 days 10-10-2018 20-11-2018
4.4 M4: Completion of
Acquisition of WN 0 days 20-11-2018 20-11-2018
4.5
Initiation of Construction
of the software excellence
Centre
4 months 21-11-2018 12-03-2019
4.6 Implementation of the
Required Changes in SB 45 days 13-03-2019 14-05-2019
4.7 M5: Completion of
change implementation 0 days 14-05-2019 14-05-2019
4.8
Human Resource
Management in the Software
Excellence Centre
25 days 15-05-2019 18-06-2019
4.9
M6: Completion of
setting up of Software
Excellence Centre
0 days 18-06-2019 18-06-2019
5 Project Evaluation 85 days 19-06-2019 15-10-2019

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5.1
Completion of data
transfer and change
implementation
30 days 19-06-2019 30-07-2019
5.2 Inspecting the errors 30 days 31-07-2019 10-09-2019
5.3 Development of the
Project Evaluation Report 25 days 11-09-2019 15-10-2019
5.4 M7: Completion of
Project Evaluation 0 days 15-10-2019 15-10-2019
6 Project Closure 84 days 16-10-2019 10-02-2020
6.1 Implementation of the
changes required 45 days 16-10-2019 17-12-2019
6.2 Documentation 15 days 18-12-2019 07-01-2020
6.3 Payment Completion 10 days 08-01-2020 21-01-2020
6.4 Resource Release 7 days 22-01-2020 30-01-2020
6.5 Client Sign Off 7 days 31-01-2020 10-02-2020
7 M8: Project Ends 0 days 10-02-2020 10-02-2020
The major milestone of the project is highlighted in the above table. Successful
completion of each identified milestone will ensure successful completion of the change
management project (Nicholas and Steyn 2017). The image below represents the Gantt chart of
the project-

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Figure 1: Representing the Gantt chart of the project
(Source: Generated by Author using MS project)
The work activities in the above picture that are marked in red depict the critical path of the
project
However, there are certain scheduling issues and risks that the company might face while
implementation of this project. The scheduling issues that the project might face are elaborated
as follows-
One of the significant aspects of project scheduling is identification and estimation of the
major milestone and the duration of the project. Since the programme that is to be implemented
by SB consists of different strategic changes, it is needed to ensure that the project schedule
covers each and every deliverables of the project (Kerzner 2018). One of the major issues that
program scheduling might face include improper scope identification. Improper scope
identification might result in increase in the issues in project scheduling (Goetsch and Davis
2014). This issues can be mitigated by ensure accurate scope identification, which was followed
in the initiation phase of the project.
The project is needed to be implemented within two years from its inception (Kerzner
2017). Considering the complexity of the project, it is necessary to plan the project according to
the time allocated or else the project might face a schedule risk.
Another issue that can be faced by improper project scheduling is resource constraints.
The improper scheduling might result is loss of resources or resource over allocation resulting in

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certain risks and issues in the project. It is often seen that project faces delays mainly because of
resource inefficiencies and issues with resource allocation.
Issues in scheduling can arise due to inexperienced team members The experience of the
team members of a project team play a significant role in successful project execution. SB should
develop a team of experienced members that will help in easier management and implementation
of the same (Hornstein 2015). Experienced team members will help in easier implementation of
the project with their appropriate project management skills. The implementation of project and
programme is subjected to selection of an appropriate project management team and therefore it
is one of the major issues associated with project implementation.
There are certain other significant problems that the programme might face with project
implementation. One of those problems includes managing the change. Any changes to the scope
of the project will hamper the scheduling of the project (Cameron and Green 2015). Any
unplanned changes in project might result in each task taking a longer time than usual. The
mitigation approach of the risk includes communication of the changes with the stakeholders so
that the risks associated with improper project scheduling can be reduced.
4. Risk and Issue Management
The programme undertaken by SB has certain risks that are needed to be mitigated. One
of the major risks associated with this project is scheduling risks (Thamhain 2013). There are
certain other risks that are associated with this project and programme. A risk management
strategy is needed to be developed which will ensure that the project is implemented without any
issues (Hillson and Murray-Webster 2017). The programme consists of a number of seprate

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projects. The major risks associated with acquisition project and development of software
excellence centre is discussed in the following table-
Risk Description Severity Mitigation Strategy
Acquisition of
WN
Reduction in
productivity and
operational
performance
The acquisition
project is
associated with the
risk of declining
productivity and
operational
performance with
acquisition, there
comes an
uncertainty about
the roles and
responsibilities of
the employees.
High Avoid: A planned
approach of project
acquisition is needed
to be followed so that
the chances of the
reduction in
productivity can be
reduced.
The acquisition
could not be
achieved in the set
timeframe.
The entire
programme is
needed to be
completed within
two years. This
constricted
timeframe can
give rise to
schedule risk in the
Medium Avoid : The schedule
risk can be avoided
by ensuring accurate
scheduling and
planning of the
project prior to its
implementation

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Risk Description Severity Mitigation Strategy
Development of
Software
Excellence
Centre
project
Culture Clash Acquisition project
is directly
associated with
culture clash and it
sums up to be
major risk
associated with this
project.
Low Accept: The culture
clash in acquisition
project is difficult to
avoid and therefore
this risk is needed to
be accepted.
Budget Risk Since the project
size is huge and the
project is complex,
a budget risk can
be observed in the
project.
Medium Avoid: The budget
risk can be avoided
by appropriate
resource allocation
(Kerzner and Kerzner
2017). The project
manager needs to
follow an appropriate
project plan for
avoiding the budget
risk in the project.
Management Issues Since this strategic
program is
incorporated with a
number of smaller
projects, certain
High Limit: The
management issues
can be limited by
ensuring effective
communication

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Risk Description Severity Mitigation Strategy
management risk
and issues can be
observed.
among the team
members and by
strategic decision
making.
5. Programme Management Organization and Stakeholders
Programme management is an important aspect of programme implementation. A
programme is generally composed of a number of smaller projects, successful completion of
which will ensure successful completion of the entire programme (Eskerod and Jepsen 2016).
The programme by SB consist of a number of projects that includes, acquisition of WN,
development of a software excellence centre, bringing in certain strategic changes in the project.
These changes involve the refocusing of the organizations operations, management, structure and
locations (Haimes 2015). The milestones of the programme are set accordingly that will confirm
that the project will be completed in a scheduled time of two years. The most significant and
important stakeholders associated with this programme and their interest in the programme is
represented in the following table-
Stakeholder Interest Influence
SB High High
WN High Medium
Programme Manager High Low
Project Manager Medium Low
Customers of SB Low High

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Customers of WN Low Low
The chief operating officer
(COO)
Medium Low
Project Risk Manager Medium Medium
For ensuring appropriate implementation of this project, it is necessary to keep the
stakeholders engaged with the project. However, it is essential to address the key issues that the
stakeholders of the project might experience while the project is in the implementation phase.
There are certain problems that each stakeholder might face. These problems are as follows-
1. Effective communications among the stakeholders of the project is essential in order to
communicate the project status and the progress of the project (Brookes 2013). For that it is
necessary to communicate the project progress to the associated stakeholders. In order to deal
with the communication problem, a communication plan has been developed so that the project
progress can be easily communicated with the stakeholders of the project.
2. Changes in the scope or requirements of the project might affect the project
stakeholder in a negative manner. Therefore, it is essential to accurately manage the scope creep
of the project (Hopkin 2018). This programme is huge and complex and therefore, there are high
chances of the project facing a change in the scope (Pritchard and PMP 2014). Thus as a
mitigation approach to the problem, it is essential to eliminate the chances of any scope creep in
management of this programme.
3. One of the major projects of this programme is successful acquisition of WN. This is
because it is a major business strategy of SB to strengthen its existing business. The acquisition

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of WN will improve its competence in software development as well, which will be a significant
benefit mainly because it will help in easier development of the software excellence centre. Thus
appropriate and timely implementation of the same is necessary (Lock 2016). However, since
this project is mainly based on outsourcing, certain issues might arise while implementation of
this project. The extreme involvement of the stakeholders is necessary in order to successfully
implement this acquisition project.
4. Another stakeholder issue that this project might face include accurate the issue with
decision making. The programme is huge and complex and therefore, it can certainly face major
decision making crisis in times of need (de Carvalho, Patah and de Souza Bido 2015). Accurate
stakeholders’ involvement and timely progress update can help in addressing this issue.
The main stakeholders of the project are identified in the table above. The stakeholders
will be following an appropriate communication plan for better communication among the
stakeholders group (Sánchez 2015). Appropriate stakeholders’ involvement will be maintained in
this project in order to ensure that the programme will be delivered according to the plan.
6. Programme Control
It is essential to develop and understand a programme management and programme
control model that will be followed in the project. The process of programme control involves
the process of data gathering, data management along with an effective analytical process that
helps in easier data gathering and data management. Programme control is a part of programme
management (Nicholas and Steyn 2017). The process of programme management refers to the
coordination in project management (Lock 2017). A programme encapsulates a group f related
projects that are needed to be managed in a coordinated manner. Thus a programme is expected

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to last for several years. The program that is to be implemented in SB is a combination of several
small projects. It involves acquisition of WB, Development of a software excellence centre and
implementation of certain strategic changes in the organization. The process of programme
control involves certain sub-stages which are as follows-
1. The first stage of project or programme control is setting up of a project goal. This step
is necessary in order to understand the activities that are needed to be control.
2. Another important need of program management and control is measuring the progress
of the projects individually and the program as a whole.
3. On analyzing the project progress, it is needed to compare the actual product or the
project that is being developed, with the planned approach that that project was suppose to
follow.
4. If the analysis is not satisfactory, it is needed for the project to take actions against the
same.
The chosen programme control is justified as it is implemented in a cyclic manner. This
will ensure that the entire project is controlled and implemented according to the planned
approach. The chosen programme control process for this project is justified as it is following a
planned approach control and management of the programme. Since a planned approach is
followed, the probability of the chosen program control framework being a success is high.
7. Contracting
The major contracting issue associated with SB is the one that is related to acquisition of
WN. There are certain legal contracting issues associated with the acquisition project. Therefore,

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it is necessary that the legal documentation is complete before the acquisition project (Phillips
2013). The procurement options that SB can choose for this project is design and build
procurement method, as it will be appropriate for development of software excellence centre and
for bringing in the strategic changes in the project (Tai 2013). The main deliverable of this
programme is the development of software excellence centre and therefore, the use of design and
build contract for this project is justified.
The contracting options that SB can consider include the design bid build procurement
method and cost plus contract. The cost plus contract can be selected for the acquisition project,
while that of design bid build contract can be selected for development of the software
excellence centre. The development of the software excellence centre will be easier with the use
of a design bid build contract as this contracting method is used by a number of organizations in
similar projects. Choice of appropriate contracting method is necessary for SB to ensure that the
project is completed within the scheduled time. It is the traditional method of project delivery
that ensures successful project completion. However, there are certain issues associated with sub
contracting and supplier management that is needed by SB. One such issue that can be faced by
SB is communication of the scope of work to the sub contractors. Management issues in both of
the contract can arise due to improper communication among the team members and it is
considered to be a significant issue in management of the acquisition project by SB.
Conclusion
The aim of the report was to develop a consultancy report for the company SB that has
planned an implementation of a major programme. The programme consists of a number of
project that include acquisition of a company, development of a software excellence centre and

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implementation of certain required changes in its operation and business processes running
within the organization. The consultancy report provides the necessary and the basic details of
the program implementation. Every project is associated with a certain amount of risk. The risks
associated with this programme are further discussed in the report. The details about the
stakeholders involved in this project and programme are discussed in the report as well. It is
essential to identify the programme control approach that will be followed in this project. The
consultancy report will be presented to SB for initiation and implementation of this program.

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