Project Management Plan for Developing a Racing Car for Volkswagen

The report had developed the project management plan for developing a new racing for the Volkswagen. Volkswagen has been one of the global leaders in the automobile industry and the project had proposed a schedule, budget and resources of the project. The report had also identified the risk factors and the probable way of mitigating risk. Effective use of the risk mitigation would result in success of the study.

Running head: PROJECT MANAGEMENT
Project management
Name of the student
Name of the university
Author note

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Executive Summary
The report had developed the project management plan for developing a new racing for
the Volkswagen. Volkswagen has been one of the global leaders in the automobile industry and
the project had proposed a schedule, budget and resources of the project. The report had also
identified the risk factors and the probable way of mitigating risk. Effective use of the risk
mitigation would result in success of the study.

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Table of Contents
Part A...............................................................................................................................................3
Project purpose............................................................................................................................3
Project scope................................................................................................................................3
Project objective..........................................................................................................................3
Project Constraints.......................................................................................................................3
Project Deliverables.....................................................................................................................4
Project Milestone.........................................................................................................................4
Project Schedule..........................................................................................................................5
Project Forecasted Budget...........................................................................................................9
Resource View...........................................................................................................................13
Part B.............................................................................................................................................14
Risk Matrix................................................................................................................................14
Risk Mitigation plan and Strategy.............................................................................................18
Conclusion.....................................................................................................................................21
References......................................................................................................................................22

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Topic: Development of a racing car for Volkswagen
Part A
Project purpose
Volkswagen is one of the global leaders in the automobile industry and the project will
propose a schedule, budget and resources of the project. The report will also identify the risk
factors and the probable way of mitigating risk.
Project scope
Project scope will include the different processes used for manufacturing a racing for the
company (Kerzner and Kerzner 2017). The project will aim to develop a racing car which would
compete with the rival companies while participating in the Formula 1 Championship.
Project objective
The project objectives are as follows:
 Identification of technology used by the rival companies by conducting market research
 Identification of the software and hardware requirements
 Designing and developing a racing car
 Testing the car for improvements
Project Constraints
The time span of the project is high and the company will take almost two years to launch
the new racing car. The rival companies are developing new technologies so the new product
may not provide Volkswagen with competitive advantage (Abuwarda and Hegazy 2016). The

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change in the project deliverables in not possible after the second phase and change in
deliverables will affect the overall project.
Project Deliverables
Task Name Duration Start Finish
Car manufacturing and
designing plan
565 days Fri 4/20/18 Thu 6/18/20
1.1 Design phase 175 days Fri 4/20/18 Thu 12/20/18
1.2 Integration Phase 120 days Fri 10/12/18 Thu 3/28/19
1.3 Assembly and manufacturing
phase
205 days Fri 3/29/19 Thu 1/9/20
1.4 Testing Phase 70 days Fri 1/10/20 Thu 4/16/20
1.5 Change management 45 days Fri 4/17/20 Thu 6/18/20
(Table 1: Chow, Woodford and Lambe 2014)
Project Milestone
Task Name Duration Start Finish
Milestone 1: Design phase
realization
0 days Thu 10/11/18 Thu 10/11/18

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Milestone 2: Integration Phase
realized
0 days Thu 3/28/19 Thu 3/28/19
Milestone 3: manufacturing and
Assembly phase realized
0 days Thu 1/9/20 Thu 1/9/20
Milestone 4: Testing Phase realized 0 days Thu 4/16/20 Thu 4/16/20
Milestone 5: Change management
realized
0 days Thu 6/18/20 Thu 6/18/20
(Table 2: Borri, Guberti, and Betti, 2014)
Project Schedule
Task Name Duration Start Finish
Car manufacturing and
designing plan 565 days Fri 4/20/18 Thu 6/18/20
1.1 Design phase 175 days Fri 4/20/18 Thu 12/20/18
1.1.1. competitor analysis 40 days Fri 4/20/18 Thu 6/14/18
1.1.2 Researching the concept and
prior art 35 days Fri 4/20/18 Thu 6/7/18
1.1.3 Designing the first stage
concept 60 days Fri 6/15/18 Thu 9/6/18
1.1.4 In depth analysis of
mechanical and hardware
requirements
75 days Fri 9/7/18 Thu 12/20/18
1.1.5 Solid Modeling 50 days Fri 6/15/18 Thu 8/23/18
1.1.6 Design Analysis 35 days Fri 8/24/18 Thu 10/11/18

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Milestone 1: Design phase
realization 0 days Thu 10/11/18 Thu 10/11/18
1.2 Integration Phase 120 days Fri 10/12/18 Thu 3/28/19
1.2.1 Sub system assembly models 25 days Fri 10/12/18 Thu 11/15/18
1.2.2 Chassis model assemblies for
the subsystem 40 days Fri 10/12/18 Thu 12/6/18
1.2.3 Mounting, Fastening and
Hardware model assembly 45 days Fri 10/12/18 Thu 12/13/18
1.2.4 Assembling the full system 75 days Fri 12/14/18 Thu 3/28/19
Milestone 2: Integration Phase
realized 0 days Thu 3/28/19 Thu 3/28/19
1.3 Assembly and manufacturing
phase 205 days Fri 3/29/19 Thu 1/9/20
1.3.1 Test for fabrication and
machining practice 35 days Fri 3/29/19 Thu 5/16/19
1.3.2 Material and Hardware
purchase 40 days Fri 3/29/19 Thu 5/23/19
1.3.3 Drawing and Tolerancing and
Geometric dimensioning 45 days Fri 5/24/19 Thu 7/25/19
1.3.4 General manufacturing 90 days Fri 7/26/19 Thu 11/28/19
1.3.5 Assembling the car 30 days Fri 11/29/19 Thu 1/9/20
Milestone 3: manufacturing and
Assembly phase realized 0 days Thu 1/9/20 Thu 1/9/20
1.4 Testing Phase 70 days Fri 1/10/20 Thu 4/16/20
1.4.1 subsystems and components
status 30 days Fri 1/10/20 Thu 2/20/20

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1.4.2 technical simulation
inspection 25 days Fri 1/10/20 Thu 2/13/20
1.4.3 First race simulation 40 days Fri 2/21/20 Thu 4/16/20
Milestone 4: Testing Phase realized 0 days Thu 4/16/20 Thu 4/16/20
1.5 Change management 45 days Fri 4/17/20 Thu 6/18/20
1.5.1 Evaluating the performance 15 days Fri 4/17/20 Thu 5/7/20
1.5.2 Process of re-engineering 20 days Fri 5/8/20 Thu 6/4/20
1.5.3 Final racing car deployed 10 days Fri 6/5/20 Thu 6/18/20
Milestone 5: Change management
realized 0 days Thu 6/18/20 Thu 6/18/20
(Table 3: Snyder 2014)

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Gantt chart

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Project Forecasted Budget
Task Name Resource Names Cost
Car manufacturing and
designing plan
$852,600.00
1.1 Design phase $375,800.00
1.1.1. competitor analysis
Project manager, Electronics and Electrical
engineer, Instrumentation Engineer,
Mechanical Engineer
$73,600.00
1.1.2 Researching the
concept and prior art
Electronics and Electrical engineer,
Instrumentation Engineer, Mechanical
Engineer
$42,000.00
1.1.3 Designing the first
stage concept
Electronics and Electrical engineer,
Instrumentation Engineer, Mechanical
Engineer
$72,000.00
1.1.4 In depth analysis of
mechanical and hardware
requirements
Electronics and Electrical engineer,
Instrumentation Engineer, Mechanical
Engineer
$90,000.00
1.1.5 Solid Modeling Electronics and Electrical engineer,
Instrumentation Engineer, Mechanical
$63,200.00

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Engineer, Technical Staff
1.1.6 Design Analysis Mechanical Engineer, Project manager $35,000.00
Milestone 1: Design phase
realization
$0.00
1.2 Integration Phase $152,160.00
1.2.1 Sub system assembly
models
Car parts[1],Technical Staff $2,600.00
1.2.2 Chassis model
assemblies for the
subsystem
Technical Staff, Car parts[1] $3,560.00
1.2.3 Mounting, Fastening
and Hardware model
assembly
Electronics and Electrical engineer,
Instrumentation Engineer, Mechanical
Engineer, Car parts[1]
$55,000.00
1.2.4 Assembling the full
system
Electronics and Electrical engineer,
Instrumentation Engineer, Mechanical
Engineer, Car parts[1]
$91,000.00
Milestone 2: Integration
Phase realized
$0.00
1.3 Assembly and $189,920.00

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manufacturing phase
1.3.1 Test for fabrication
and machining practice
Instrumentation Engineer, Mechanical
Engineer, Car parts[1]
$26,200.00
1.3.2 Material and Hardware
purchase
Mechanical Engineer, Technical Staff, Car
parts[1]
$17,960.00
1.3.3 Drawing and
Tolerancing and Geometric
dimensioning
Instrumentation Engineer, Mechanical
Engineer, Technical Staff
$35,280.00
1.3.4 General manufacturing
Instrumentation Engineer, Mechanical
Engineer, Technical Staff, Car parts[1]
$71,560.00
1.3.5 Assembling the car
Electronics and Electrical engineer,
Instrumentation Engineer, Mechanical
Engineer, Technical Staff, Car parts[1]
$38,920.00
Milestone 3: manufacturing
and Assembly phase
realized
$0.00
1.4 Testing Phase $88,680.00
1.4.1 subsystems and
components status
Project manager, Technical Staff $21,120.00

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1.4.2 technical simulation
inspection
Technical Staff, Mechanical Engineer $10,600.00
1.4.3 First race simulation
Instrumentation Engineer, Mechanical
Engineer, Project manager, Technical Staff
$56,960.00
Milestone 4: Testing Phase
realized
$0.00
1.5 Change management $46,040.00
1.5.1 Evaluating the
performance
Instrumentation Engineer, Project manager $15,000.00
1.5.2 Process of re-
engineering
Electronics and Electrical engineer,
Instrumentation Engineer, Mechanical
Engineer
$24,000.00
1.5.3 Final racing car
deployed
Project manager, Technical Staff $7,040.00
Milestone 5: Change
management realized
$0.00
Table 4

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Resource View
Name Cost Start Finish Remaining
Work
Project manager $108,800.00 Fri 4/20/18 Thu 6/18/20 1,360 hrs
Mechanical Engineer $266,400.00 Fri 4/20/18 Thu 6/4/20 5,920 hrs
Electronics and Electrical
engineer
$206,400.00 Fri 4/20/18 Thu 6/4/20 3,440 hrs
Instrumentation Engineer $235,800.00 Fri 4/20/18 Thu 6/4/20 5,240 hrs
Technical Staff $27,200.00 Fri 6/15/18 Thu 6/18/20 3,400 hrs
Table 5
Project manager
Mechanical Engineer
Electornics and Electrical engineer
Instrumentation Engineer
Technical Staff
Car parts
$0.00
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
Cost Variance

14PROJECT MANAGEMENT
Part B
Risk Matrix
External
Risk Description Delay in receiving
the different
components for
manufacturing of the
car.
lack of capital Sudden issue
Priority High Medium Medium
Summary The project
components are
crucial for continuing
with the project and
are required for
manufacturing the
car.
The availability of
funds is crucial for
steady execution of
the project. The
liquidity and
availability of funds
will facilitate in
purchasing different
car manufacturing
requirements.
There are unexpected
hindrances to the
project for which the
organization should
always be prepared.
This may affect any
project deliverable,
milestone and task.
Affected Area The manufacturing
and the integration
phase will be affected
The lack of capital
and liquidity will
affect the overall
This risk is unknown
and can affect any
phase of the project

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by the delay in arrival
of the project
components. Delay in
critical tasks will
affect the overall time
schedule. Thus, the
cost of the project
will increase
significantly due to
this delay.
project. Funding is
required for all tasks
and phases so this
will affect the time
span of the project.
plan.
(Table 6: Marcelino-Sádaba et al.2014)
Internal
Risk Postponement in time in
approval of the project
components for the
manufacturing and the
integration phase
Scope Creep
Priority High High
Summary The components in the
project will have to be
approved and buffer time is
kept for each task. However,
Often it has been seen that
there is steep deviation from
the expected result. The
uncontrolled changes within a

16PROJECT MANAGEMENT
due to lack of communication
between the project team and
stakeholders the approval
may get delayed which will
delay the manufacturing and
integration phase.
project will result in affecting
the resources and the time
span of the project.
Affected Area The time schedule and
resource cost in the project
will increase significantly.
This will result in
requirement changes which
will change the content of the
project deliverables. The
change in the project
deliverables will affect the
time span of the project.
(Table 7: Marcelino-Sádaba et al.2014)

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Technical
Risk Problems faced in the
equipment and other
machineries for car
manufacturing
Unanticipated issue
Priority High Medium
Summary The equipment, machinery
and tools used for car
manufacturing may have
some technical issues. This
could be due to various
reason such as lack of
maintenance and proficiency
in handling the equipment.
There are always changes that
unpredictable errors occur
while manufacturing or
assembling the product.
Affected Area This will affect the overall
cost of the project as more
resources will have to be used
by the organization to rectify
this error.
This will affect the overall
which will include both the
time span and cost.
(Table 8: Liu, Meng and Fellows 2015)

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Part C (500)
Risk Mitigation plan and Strategy
Risks Mitigation plan
Delay in receiving the different components for
manufacturing of the car.
This can be easily avoided if the organization
can maintain their inventory effectively by
identifying the frequently used components
and their priority in product development.
lack of capital The project manger will have to discuss the
maximum available budget for the project. The
requirements and the deliverables will have to
be set according to the available resources and
overallocation of resources on non-critical task
will have to be avoided.
Sudden issue The possible unpredictable issues will have to
be prepared for by keeping flexibility with the
project by using agile methodology. The use of
agile methodology will enable them to develop
a product at every stage so that it can be
delivered to the stakeholders at different
stages.

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Postponement in time in approval of the
project components for the manufacturing and
the integration phase
The project manager will have to create an
effective communication pan which will
consist of the schedule of meeting between the
project team and the stakeholders. This will
increase the awareness about the project status
to each of the project members and the
stakeholders. Therefore, the delay can be
avoided.
Scope Creep The project can use agile methodology where
various features will be added to each of the
stages to the car. Therefore, the deviation in
result in one phase can be rectified in the next
phase of the project.
Problems faced in the equipment and other
machineries for car manufacturing
The equipment and machineries will have to be
examined on a regular basis to identify the
issues and rectify them as soon as possible.
This will ensure that the equipment is at top
condition at all times.
Unanticipated issue The project will use agile methodology which will
increase the flexibility of the project and its
components. The technical issue faced in this phase
will rectified in the next phase. Moreover, adequate
buffer time has to be established so that the overall

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time schedule is not affected.
(Table 9: Parihar, Bhar and Srivastava 2015)
Communication plan
Meeting Participant Date
Project commencement Project manager, Instrumentation
Engineer, Electronics and
Electrical engineer, Mechanical
Engineer
April 2018
Monthly meeting Project manager, Instrumentation
Engineer, Electronics and
Electrical engineer, Mechanical
Engineer May 2018
Milestone 1: Design phase
realized
Project manager, Instrumentation
Engineer, Electronics and
Electrical engineer, Mechanical
Engineer October 2018
Milestone 2: Integration Phase
realized
Project manager, Instrumentation
Engineer, Electronics and
Electrical engineer, Mechanical
Engineer March 2019
Milestone 3: manufacturing and
Assembly phase realized
Project manager, Instrumentation
Engineer, Electronics and
Electrical engineer, Mechanical
Engineer January 2020
Milestone 4: Testing Phase
realized
Project manager, Instrumentation
Engineer, Electronics and
Electrical engineer, Mechanical
Engineer April 2020
Milestone 5: Change
management phase realized
Project manager, Instrumentation
Engineer, Electronics and
Electrical engineer, Mechanical
Engineer June 2020

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(Table 10: Binder 2016)

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Conclusion
The report has provided the project plan for developing a racing car for Volkswagen. The
risk matrix has been developed to identify the potential risk factors and the mitigation plan. The
project will be successful if the given project plan is followed and the constraints are kept in
mind.

23PROJECT MANAGEMENT
References
Abuwarda, Z. and Hegazy, T., 2016. Work-Package Planning and Schedule Optimization for
Projects with Evolving Constraints. Journal of Computing in Civil Engineering, 30(6),
p.04016022.
Binder, J., 2016. Global project management: communication, collaboration and management
across borders. Routledge.
Borri, C., Guberti, E. and Betti, M., 2014. Mid Project Milestone for the QUEECA TEMPUS
Project: First Results and Rising Expectations. In Proc. of the 42nd SEFI Annual Conference.
Chow, A.F., Woodford, K.C. and Lambe, N., 2014. Using project deliverables and project
management for timely completion of student projects. Journal of Emerging Trends in
Economics and Management Sciences, 5(3), p.323.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Liu, J., Meng, F. and Fellows, R., 2015. An exploratory study of understanding project risk
management from the perspective of national culture. International Journal of Project
Management, 33(3), pp.564-575.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project
risk management methodology for small firms. International journal of project
management, 32(2), pp.327-340.