Project Management: Everything But The House (EBTH).

PROJECT MANAGEMENT: EVERYTHING BUT THE HOUSE (EBTH) 1
Project Management Case Study: Everything but the House (EBTH)
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Contents
1.1:
Introduction..........................................................................................................................4
1.2: Company
Profile...................................................................................................................5
2.0: Human Resources needed and the potential need for Recruitment..................................5

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2.1:
Validation..............................................................................................................................6
2.2: Skillsets needed for the
Project............................................................................................7
3.1: Stakeholder Engagement.......................................................................................................8
3.1: Classifying Stakeholders......................................................................................................8
3.1: Power/ Interest
Grid..............................................................................................................8
Table Two: The EBTH current vs. the desired level of engagement.....................................10
Assumptions.................................................................................................................................10
4.1: Project Specification.............................................................................................................10
4.1: Project Business
Direction..................................................................................................10
4.1.1: Project
Goal.................................................................................................................10
4.1.2: Project
Goal.................................................................................................................10
4.1.2: Project
Background.....................................................................................................11
4.2: Project Scope
Description...................................................................................................11
4.2.1: Project outcomes
(deliverables)...................................................................................11
4.2.2: Quality Objectives.......................................................................................................12

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4.2.1: Project
Requirements.......................................................................................................12
4.3: Project Plans.......................................................................................................................13
4. 3.1: Work Breakdown
Structure.............................................................................................13
4.3.1.1: Hierarchical
Structure...............................................................................................13
4.3.1.2: Tabular
View.............................................................................................................13
4.3: Project Organization and Stakeholders...............................................................................16
4.3.1: Roles, Responsibility, and Authority...........................................................................16
4.3.1: Communication Principles..........................................................................................18
4.4: Project Quality System.......................................................................................................18
4.4.1: Project
Strategy............................................................................................................18
4.4.1: Risk
Assessments.........................................................................................................19
4.5: Project Closeout
Plan..........................................................................................................20
Conclusion....................................................................................................................................
20 Executive Summary
Everything but the House is a company that provides new solutions for people such as
jewellery and other home Items. The company is seeking to expand abroad, and thus, this plan

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encapsulates a project work breakdown structure and a project specification for how the
company can improve activities through modification of their e-commerce platform. In the
presence of a global market, the firm could create significant value for customers if the firm can
introduce the universal aspect to the company’s operations. As such, this project management
plan details on how the company can fulfil and avail value by adding a more comprehensive and
easy to use e-store for customers who want to shop worldwide and those who want to get
involved in auctioning activities. According to the research, project success is not evident in all
companies and hence, to attain successful operations, a focus of the elements of cost, time, and
quality must be apparent (Lock, 2017). The purpose of project management is thus crucial as
identified in the specification because it ensures that the firm can introduce their global
activities within budget, scope and time limits. Arguably, project management also helps
companies to assess the required human resources available and to identify methods of filling
those positions. Without project management, firms would not understand how to mitigate
event risks often integrated with project creation and implementation. Therefore, project
management is crucial if EBTH is to roll out a global brand with the least minimise risk to
current operations. For example, this plan identified that there is a need to fill three specific
talents in the organisation to fulfil the e-commerce development project. As well, it is crucial to
understand the importance of every stakeholder to integrate the right variety of engagement.
Most importantly, the firm ought to guard against the risks involved with the company to attain
competitiveness and effectiveness.
Project Management Case Study: Everything but the House (EBTH).
1.1: Introduction
There is an increased need for project management in the more competitive modern
business environment requiring businesses to keep changing to become more competitive.

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EBTH is a company that gives value to customers through an online environment and, more
specifically, e-commerce. As such, EBTH must continuously transform the e-commerce
environment to suit the needs and wants of the customer if the firm is to stay competitive.
Project management is essential in attaining this objective because to implement changes in the
company successfully requires it is ideally the one method to create imperative sustainable
projects. The aim of project management moves beyond delivering new company projects
within the iron triangle involving budgets, scope, and time deliverables to encompass assessing
all the stakeholders involved in a project to increase chances for a successful change process.
The critical focus for EBTH is that it needs to roll out a global brand and to serve a more
extensive segment market. As such, the firm needs a project management speciality to ensure
that the firm initiates change without disrupting current activities.
According to Munns and Bjeirmi (1996, Pg. 81), a project includes a set of activities for
tackling complex issues facing the organization to attain company success. As well, Kerzner
asserted that project management is a procedure that involves using organizational resources
and structures to complete project objectives without disruption of current activities (1989).
Considering that projects are the mechanisms for strategic growth, project management is
critical in minimizing failures in project selection, risk analysis, and conceptual planning to
ensure that the plans do not expose the firm to intolerable fiscal, technological, and
competitive risks. Sözüer and Spang (2014, Pg.607) suggest that projects that derail product
developments can have detrimental impacts on the firm’s output in the long run and that
information systems projects that exceed planned costs and schedule, as well as quality, may
have negative implications for the operation inefficiencies.

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1.2: Company Profile
EBTH is an American company founded in 2008 by Jacquire Denny and Brian Graves to
offer a seamless solution for the sale of second-hand goods through their website. All the
secondhand products include entre home contents, including jewellery, antiques and
collectable, among many others. Thus the company specializes in connecting customers to
interesting items collected from homes and consignment partners across the country. The firm
fulfils customers’ requirements through and technology and e-commerce solutions to deliver
online estates sales and consignment sales.
2.0: Human Resources needed and the potential need for Recruitment
According to Huemann, Keegan, and Turner (2007), human resources create a
competitive advantage for the firm when utilized adequately. The importance of human
resources in project management has increased because modern businesses operate in
environments that require operating units to become projects. To elaborate, Castel noted that
companies focus their operations on projects (Castells, 1996, Pg.165). As such, project
management has various implications for traditional modes of thinking, particularly as relates to
the workforce. For stance, EBTH is a project-based organization because it is an organization
emphasizes on taking activities in terms of projects. Research has noted that for project-
oriented organizations, numerous challenges are including the need to stay competitive and the
concern for an individual focus on the employee in a project-based firm.
Because project-based organizations such as EBTH have numerous pressures, there is
little space for training or staff development (Hobday, 2000, Pg. 885). Another challenge for
project-based organizations is that it creates insecurities for career development due to the
dispersal of technical leadership across projects. Other challenges for project-based