Operational and Project Management - Desklib

The report evaluates the operational context of a given organizational firm in relation to its projects undertaken. It includes the use of several model theories and highlights various financial models, stats, figures and tables relating to business activities undertaken in the corporate firm.

MOD003345: Operational and Project
Management

Executive summary
The present report will be based on evaluating operational context of a given
organizational firm in relation to its projects undertaken. Being a trainee at a given consultancy
firm which have being tasked to regulate efficiency of operational working of the business firm,
this report will be an inclusion of use of several model theories. This report document will
highlight presentation of various financial models, stats, figures and tables relating to business
activities undertaken in the corporate firm.

Table of Contents
Executive summary..........................................................................................................................2
1. Introduction .................................................................................................................................4
2. Project management tasks ...........................................................................................................4
2.1 Planning and Critical Path Analysis Riverside Multi-Storey Car Park.................................4
2.1.1 Planning process ............................................................................................................4
2.1.2 Critical Path Analysis ....................................................................................................5
2.2 Planning, Budgets and Optimization of Riverside NHS Practice and Walk-in Centre ........7
2.2.1 Planning .........................................................................................................................7
2.2.2 Budgets ..........................................................................................................................8
2.3 Resource management and smoothing Security and Surveillance Environments (CCTV) 10
2.3.1 Resource Management .................................................................................................10
2.3.2 Security and Surveillance Environments .....................................................................11
3. Operations management tasks ...................................................................................................12
3.1 Floor layout and process flow analysis of Freshpress Juices ..............................................12
3.2 Staff resource planning- Riverside Customer Call Centre .................................................13
3.3 Quality management and cost analysis of Frank’s New York Steakhouse ........................14
3.3.1 Problem statements ......................................................................................................14
3.4 Process analysis, capacity, and profit- Delta Tagging Merchandise Protection System ....15
3.4.1 Production capacity ......................................................................................................15
3.4.2 Increased demand forecast ...........................................................................................16
3.5 Procurement and supplier selection- Road Sweeper Procurement..........................................16
4. Conclusion ................................................................................................................................17
References ....................................................................................................................................18
Appendix........................................................................................................................................20

1. Introduction
Through availability of the facilitation of effective forms of technological advancements
and instances of vast urbanization processes; the management of various global business firms
are constantly aiming to improve and enhance their key project management and operational
processes through which the attainment of organizational goals and objectives can be portrayed
effectively and efficiently. This report provides an overview of various aspects of operations and
management processes within the organizational context of Riverside Mall; a business
organization that aims to facilitate their aforementioned aspects in order to provide instances of
incremental high revenues and targeting newer audiences through the provision of exemplary
services within the hospitality sector. Being working as a trainee in a consultancy firm called
Deloittee UK consultancy firm. The respective firm was founded in 1845 by William Welch
Deloittee and is headquartered in London, England. The given consultancy firm is indulged in
providing services like Audit, Management consultancy, Financial advisory and Legal related
information to various organization throughout the world. The report addresses the planning and
critical path analysis of the Riverside Multi-Storey Car Park project, resource management and
smoothing security and surveillance environments (CCTV), and the key aspects pertaining to the
notions of planning, budgets, and optimization Riverside NHS (National Health Services)
practice and walk-in center and certain operational processes as well (Papachristos et al., 2020).
2. Project management tasks
2.1 Planning and Critical Path Analysis Riverside Multi-Storey Car Park
2.1.1 Planning process
The facilitation of multi-story car park facilities can portray an effective sense of value
proposition catered by the management of Riverside Shopping Mall as the target audiences of
the business organization can aim to cater to a form of perceived ease of use for their attainment
of necessary goods and services while visiting the malls (Maylor et al., 2018). Hence, the
development of car parks can be supported through the incorporation of the strategic planning
process. The strategic planning process enables the management of Riverside Shopping Mall to
develop a particular problem statement that adheres to the development of a multi-story car
parking facility and then aim to provide valuable operational and managerial insights through the

facilitation of collective decision making processes within the workforce community of the
Riverside Shopping Mall (Maylor et al., 2015). Therefore, the management of Riverside
Shopping Mall has the opportunity to develop alternative solutions to the aforementioned
problem statement and thereby map out the feasibility aspects of the same and select the right
choice about the notions of the number of storeys, specifications of the size(s) and architecture
insights of the same as well (Mahadevan, 2015).
Figure 1: The Strategic Planning Process
(Source: Adapted from Mahadevan, 2015)
2.1.2 Critical Path Analysis
 Problem Statement: The aforementioned aspects outline the fact that the management of
Riverside Shopping Mall aims to develop a multi-storey car parking facility in order to
attract incremental target audiences and earn instances of incremental revenues for the
same (Heizer, 2016). However, such aspects are mapped out as a problem statement as
the management of the Riverside Shopping Mall aims to facilitate an architecture facility
that can provide incremental aspects of positive customer experiences through the
implementation of the elements of the car parking facility and content management
systems can be portrayed towards the development of urban designs and incorporation of
city centers for the same (Heizer, 2016).
 Provision of solution(s): The management of Riverside Shopping Mall can aim to adhere
to the development of collective decision making processes within their respective
workforce communities. In this regards by responding to demands of respective
individuals which have arise several times can be initiated for solution by constructing a
new multi-storey car park (Kuznetsov et al., 2020). This could be the possible solution
for the said issue, however there are several other alternative solutions which are stated in
next step.
 Provision of alternative solution(s): The management of Riverside Shopping Mall can
develop an analytic team that aims to facilitate certain aspects of project management

such as spreading awareness for importance of using public transport which have the
definite potential to overcome the stated issue or challenge (Levy, 2018). Hence, the
collective decision-making processes can aim to improve the overall productivity levels
that the management of Riverside Shopping Mall adheres to/ aims to adhere to in the
future (Levy, 2018).
 Selection of an appropriate solution: By evaluating various solution mentioned for the
given challenge or issue in regards to Riverside Shopping Mall (Berbegal et al., 2017).
The solution mentioned in the module i.e. construction of multi-storey parking facilities.
In this way managers of the firm can listen to the demands or needs of its valuable
consumers which would contribute towards better brand image for the said corporate
institute.
Gantt chart
Table 1: Gannt chart for the Riverside Multi-story parking facility

(Source: Created by the learner)
2.2 Planning, Budgets and Optimization of Riverside NHS Practice and Walk-in Centre
2.2.1 Planning
The Riverside NHS Practice are currently based in a very old building in the nearby
town. The building is no longer fit for purpose and the practice are keen to move into one of the
larger units in Riverside Mall. In addition to regular GP services, this will also enable the
practice to offer a ‘walk-in’ service to local people and visitors. The management of Riverside
Shopping Mall can aim to develop a planning process catering to the development of a walk-in
centre where the target audiences of the aforementioned business organization can aim to adhere
to aspects of environmental and physical well-being within their respective social communities
(Andrei et al., 2019). Hence, the planning process of the same can be facilitated through the
development and implementation of instances of strategic alliances with the governing members
of the National Health Services as the development of medical infrastructural facilities can aim
to improve the underlying convenience levels catered by the target audiences (Chary, 2017).
Hence, the planning process of the same will be implemented in such a manner that it enables the
management of Riverside Shopping Mall to encourage their audiences to attain monthly check-
ups within the medical sector and the convenience levels are mapped out through the notion that
individuals/ groups of individuals can aim to adhere to the aforementioned aspects by catering to
their shopping and leisure needs (Meredith and et al., 2017).
2.2.2 Budgets
The budget aspects of the aforementioned notions can be facilitated through the
development of the following departmental heads:
Departmental Heads Budget (in $) Time-frame
Strategic Alliances
(facilitation of governing
individuals/ groups of
individuals of National Health
Services)
25,000 3 months
Human Resources
(facilitation of a workforce
community that aims to
provide instances of
25,000 3 months

consumer/ customer support
and positive experiences
within the medical sector)
Supplier management
(facilitation of supplier
management processes
through which the various
medical tools and pieces of
equipment can be attained
productively and feasibly)
50,000 3 months
Table 2: The budget process of the facilitation of NHS Practice and Walk-in centre
(Source: Created by the learner)
Consultancy guideline
Gantt chart

2.3 Resource management and smoothing Security and Surveillance Environments (CCTV)
2.3.1 Resource Management
The aspect pertaining to resource management can be portrayed through the development
of certain planning processes that aim to facilitate the right operational activities within the
hospitality sector through which the tenants catered by the management of Riverside Shopping
Mall can aim to adhere to instances of positive experiences at an exponential rate (Choi et al.,
2016). Hence, the management of Riverside Shopping Mall must aim to allocate their respective
resources through the development of budget reports for the stakeholders of the management of
Riverside Shopping Mall, generate innovative projects that adhere to the incremental
consumption of equipment and supplies that in return facilitate enhanced business processes of
the aforementioned business organization (Kerzner, 2017). For example, the management of
Riverside Shopping Mall can aim to decrease certain aspects of their operational costs through
the elimination of the excess amounts of workforce communities that the management adheres to
and develop a lean management system that aims to drive up conversion rates and incorporates a
sense of business sustainability in the long haul (Slack, 2018).
2.3.2 Security and Surveillance Environments
The management of Riverside Shopping Mall must aim to improve their security aspects
in order to facilitate instances of the environmental and physical well-being of the stakeholders
of the aforementioned business organization as such aspects can aim to improve the brand
management aspects within the hospitality sector (Reid and Sanders, 2019). For example, the
management of Riverside Shopping Mall can develop an integrated security system process that
outlines the irregular movement patterns of the workforce communities and develop electronic
lanyards that map out effective forms of knowledge management and information systems for
the same (Lientz and Rea, 2016). The facilitation of the CCTV cameras can be incorporated
incrementally as such notions can aim to cover wide spaces of the infrastructural developments
owned by the management of Riverside Shopping Mall and reduce their security costs in the
long haul (Kumar and et al., 2018).
Consultancy guideline

Re-scheduling process: Since the aforementioned project needs to be carried out in
alignment with the availability of the 5 workers, the management of Riverside Shopping Mall
can aim to reallocate their multi-storey development process by 2 weeks as the provision of
enhanced forms of surveillance systems are considered to be more important than the
development of the other refurbishment processes for the same. Hence, after the completion of
the aforementioned aspects; the management of Riverside Shopping Mall can aim to develop
their ‘Go-live’ event prior to the completion of the multi-storey parking facilities.
Revised dates for system testing and “Go-live”: Due to miss-happening dated Monday 4
January 2021 in which two engineers were injured critically. In this regards the project
experienced unexpected downfall and project manager faced difficulties for managing the task at
the site. Therefore, for arranging system testing and “Go-live” there is a need for rescheduling
the previous days through which effective operations of the business firm could be passed.

3. Operations management tasks
3.1 Floor layout and process flow analysis of Fresh-press Juices
Figure 2: Recommended floor layout design
The aforementioned figure (figure 2) caters to the development of a service within the
food and beverages industry catered by the management of Riverside Shopping Mall through
which the entrance depicts the queuing process of the target audiences and the sales counters and
self-service stations will be installed for the same through which the provision of other pieces of
furniture equipment such as coffee tables, chairs and sofas can be mapped out in a productive

and feasible manner (Heldman, 2018). The raw materials owned by the aforementioned
management will be stored within the storage and staff facilities section through which the
inventory management processes can be facilitated at an incremental rate.
Consultancy guideline
The workforce dynamics of the aforementioned aspects are as follows:
Job roles No. of employees Budget (in $)
Sales: Individuals/ groups of
individuals who aim to cater
to the conversion rates
facilitated through the aspect
of sales within the food and
beverages industry
2 10,000
Inventory management:
Individuals/ groups of
individuals who aim to keep
track of the respective raw
materials in order to mitigate
instances of incremental
wastage processes
3 15,000
Operations: Individuals/
groups of individuals who aim
to run various operational
processes such as logistics,
and kitchen duties
5 25,000
Table 3: The workforce dynamics and budget factors of Freshpress Juices
(Source: Created by the learner)
3.2 Staff resource planning- Riverside Customer Call Centre
The management of Riverside Shopping Mall must aim to develop an effective workforce
community that aims to provide instances of positive experiences through the provision of
exemplary services within the hospitality and tourism sector (Peinado and et al., 2018). The
management of Riverside Shopping Mall must develop a call center where groups of individuals
can aim to address the various forms of complaints and queries that they receive from their
respective target audiences and thereby improve their brand recognition levels in the process as
well (Prasad and et al., 2019). For instance, the workforce communities of the aforementioned
business firm must adhere to the implementation of certain communication skills through which

they can address the key problems faced by the customers such as the provision of parking
facilities, lost and found facilities, and aspects of incremental supporting activities such as
medical teams and groups that can aim to provide a sense of awareness within the company's
respective social communities (Heagney, 2016).
Key job roles Budget (in $) No. of employees Feasibility aspects
Information
technology
50,000 5 The management of
Riverside Shopping
Mall can aim to
develop integrated
communication
channels in order to
improve the overall
performance levels of
the organization
Operations 50,000 5 The workforce
communities of the
call centers can aim to
provide analytic
reports to other
departmental heads of
the organization
Cost management
(facilitation of
integrated and
automated systems of
operations)
25,000 5 The workforce
community of the call
center can aim to
develop strategic
alliances with tenants
and other stakeholders
within the hospitality
sector in order to earn
enhanced levels of
revenues
Table 3: Key aspects of facilitating a call centre within the organizational context of Riverside
Shopping Mall
(Source: Created by the learner)
3.3 Quality management and cost analysis of Frank’s New York Steakhouse
3.3.1 Problem statements
Internal problems External problems
Inadequate raw materials Instances of customer dissatisfaction
Low levels of raw materials Negative customer experiences

The inability of the supplies to reach on time Negative word of mouth processes
Table 4: The internal and external problems catered by the management of Frank’s New York
Steakhouse
(Source: Created by the learner)
Analysis: The aforementioned table (table 4) outlines the key external and internal
problems faced by the management of Frank’s New York Steakhouse. The aspect of inadequate
raw materials may enable the new staff members in the kitchen to adhere to the preparation of
meals that do not meet the effective standards set out by the management whereas the aspects
pertaining to the low levels of inventory may outline the fact that the aforementioned business
cannot aim to keep up with the existing demand trends that are portrayed within their respective
communities (Takey and De Carvalho, 2015). However, the notions of the inability of the raw
materials to reach the brick and mortar outlet of the aforementioned business cater to the fact that
the target audiences may often have to skip the choice of certain meals that cater to the
preference aspects within the consumer's buying process (Ivanov and et. al., 2017). The external
problems pertaining to quality control caters to the fact that the business organization may not be
able to meet the effective tastes and preferences of the food items catered by the new workforce
community and thereby facilitate instances of negative reviews and poor levels of brand
recognition levels as well (Ivanov and et. al., 2017).
Since Frank's caters to an organizational culture that outlines the importance of total
quality management (TQM) the management of Frank's can aim to stick to their existing
workforce community as certain aspects of attention to detail will enable the aforementioned
management to earn incremental revenues in the long run (Ivanov and et. al., 2017).
3.4 Process analysis, capacity, and profit- Delta Tagging Merchandise Protection System
3.4.1 Production capacity
The production capability aspects catered by the management of Delta Tagging
Merchandise Protection System are as follows:
(Assuming that the workforce time has been equally divided through the following departmental
heads) – 5 days * 8 hours = 40 Hours (average earnings £45,000/ per system): overhead costs:
£85,000/ week; therefore revenues earned weekly = £ (8*45,000-85,000) = £275,000.

3.4.2 Increased demand forecast
Since the average demand levels of the aforementioned aspects are expected to rise by
25%, therefore, the expected profits that can be expected by the management of Delta Tagging
Merchandise Protection System adheres to the following:
(Assuming that the workforce time has been equally divided through the following departmental
heads) – 5 days * 8 hours = 40 Hours (average earnings £45,000/ per system): overhead costs:
£85,000/ week; therefore revenues earned weekly = £ (8*45,000-85,000) = £275,000.
Net new profit: £ (275,000 * 25/100 + 275,000) = £281,875
Hence, to improve the feasibility aspects of the aforementioned notions, the management
can aim to facilitate a 10 hour work hour period of the workforce dynamics and thereby provide
a 2% rise in their effective income levels:
Salesman £300 + £60 per day
Surveyor £400 + £20 per day
Fabrication technician£1,000 + £200 per week (for a 3-person team)
Installation technician £1,250 + £ 25 per week (for a 4-person team
3.5 Procurement and supplier selection- Road Sweeper Procurement
Criteria Weight Requirement Score
Appearance Clean Sweep- 3; Rothclean –
5; EBG- 8
4
Ease of maintenance Clean Sweep- 6; Rothclean -6;
EBG-7
6
Sweeping performance Clean Sweep- 7; Rothclean -8;
EBG-7
7
Size of debris ‘tank’ Clean Sweep- 8; Rothclean -
8; EBG-8
7
Durability and build quality Clean Sweep- 5; Rothclean -
6; EBG-7
8
Customer references Clean Sweep- 4; Rothclean -
5; EBG-6
5
Table 5: Weighted scorecard

The aforementioned aspects outline the fact that the management of the aforementioned
business must aim to select Roth-clean as the device aims to meet the required standards of the
management with lower maintenance costs compared to the EBG. However, the management of
the aforementioned workforce community can aim to lease the Rothclean device to reduce their
respective costs about the aspect of depreciation for which the maintenance charges for the same
can be mitigated and minimized; thereby facilitating notions of incremental profits in the long
haul.
For the given company as it is projected that there would be increase in staffs for the
upcoming year. Managers might take decision for using employment agency to get recruitment
in the said firm. However, they need to developed a detailed standard of operations and by taking
several costing measures. Through this managers of the firm will be able to formulate an
effective decision which would enable given firm to perform effective actions in the said
marketplace.
4. Conclusion
This report addresses three tasks about the aspects of project management and five tasks
pertaining to the aspect of operations management catered by the organizational context of
Riverside Shopping Mall which outlines the operational processes of product sourcing and
inventory management, development of a working community of call centres, process analysis,
capacity and profitability factors and aspects of quality management, cost analysis of operational
activities catered by the business organization that penetrates various sectors within their
respective communities.

References
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Appendix
Assignment Task Six - Floor layout and process flow analysis: Freshpress
Juices