Business Project and Programme Management: Part A-Consultancy Report

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

1
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

2
BUSINESS PROJECT AND PROGRAMME MANAGEMENT
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

3
BUSINESS PROJECT AND PROGRAMME MANAGEMENT
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.

4
BUSINESS PROJECT AND PROGRAMME MANAGEMENT
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

5
BUSINESS PROJECT AND PROGRAMME MANAGEMENT
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