Max Lionel reality case study

This case study explores the project management of Max Lionel Realty, including the project purpose, deliverables, stakeholders, resources, risks, interdependencies, and success criteria.

Running head: PROJECT MANAGEMENT
Max Lionel reality case study
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
Table of Contents
1. Name of the project................................................................................................................2
2. Project purpose.......................................................................................................................2
3. Deliverables with timeframe..................................................................................................2
4. Stakeholders...........................................................................................................................4
5. Resources...............................................................................................................................4
6. Risks.......................................................................................................................................5
7. Interdependencies...................................................................................................................7
8. Success criteria.......................................................................................................................8
Bibliography...............................................................................................................................9

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PROJECT MANAGEMENT
1. Name of the project
The name of the project is to organize a program for the organization “Max Lionel
Realty”.
2. Project purpose
The main purpose of the project is to properly build proper customer goodwill and to
satisfy the legal as well as ethical obligations which are mainly decided for implementing a
program. This is done in order to effectively inform the agents of legal as well as ethical
obligations and for promoting various standards of professional conduct which is mainly
followed by the entire organization. In addition to this, the program will be helpful in
informing tenants as well as clients for achieving the employee related buy-in initiative.
3. Deliverables with timeframe
The various deliverables that are executed in the entire project are generally reflected
with proper timeframe in the below table.
WBS Task Name Duration Start Finish
0
Implementation of program by
Max Lionel Realty
42 days Mon 26-08-19 Tue 22-10-19
1 Project initiation phase 9 days Mon 26-08-19 Thu 05-09-19
1.1 Development of business case 2 days Mon 26-08-19 Tue 27-08-19
1.2
Analyzing the feasibility of the
project
3 days Wed 28-08-19 Fri 30-08-19
1.3 Appointment of the project team 4 days Mon 02-09-19 Thu 05-09-19

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PROJECT MANAGEMENT
members
1.4
Milestone 1: Completion of
initiation phase
0 days Thu 05-09-19 Thu 05-09-19
2 Planning phase of the project 9 days Fri 06-09-19 Wed 18-09-19
2.1 Project plan development 4 days Fri 06-09-19 Wed 11-09-19
2.2 Financial plan development 3 days Thu 12-09-19 Mon 16-09-19
2.3
Communication plan
development
2 days Tue 17-09-19 Wed 18-09-19
2.4
Milestone 2: Planning phase
completion
0 days Wed 18-09-19 Wed 18-09-19
3 Project execution phase 21 days Thu 19-09-19 Thu 17-10-19
3.1
Development of posters for the
staff
3 days Thu 19-09-19 Mon 23-09-19
3.2
Development of videos for
professional conduct
3 days Tue 24-09-19 Thu 26-09-19
3.3 Developing literatures 2 days Fri 27-09-19 Mon 30-09-19
3.4 Webpage development 3 days Tue 01-10-19 Thu 03-10-19
3.5
Designing different social media
approach
2 days Fri 04-10-19 Mon 07-10-19
3.6 Providing facility of training 3 days Tue 08-10-19 Thu 10-10-19
3.7 Presentation to the employees 1 day Fri 11-10-19 Fri 11-10-19
3.8 Survey for assessing employees 2 days Mon 14-10-19 Tue 15-10-19
3.9 Ethical charter 2 days Wed 16-10-19 Thu 17-10-19
3.10 Milestone 3: Completion of 0 days Thu 17-10-19 Thu 17-10-19

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PROJECT MANAGEMENT
execution phase
4 Closing phase 3 days Fri 18-10-19 Tue 22-10-19
4.1 Sign off from stakeholders 1 day Fri 18-10-19 Fri 18-10-19
4.2 Reviewing project 2 days Mon 21-10-19 Tue 22-10-19
5
Milestone 4: Completion of
closure phase
0 days Tue 22-10-19 Tue 22-10-19
4. Stakeholders
The stakeholders who are involved with the entire program are mainly showcased in
the below table:
Stakeholders Power Influence
Program manager High High
Project planner High High
Sponsor High Low
IT manager Low High
Financial manager Low Low
Supervisor Low High
Organizer Low High
Quality assurance team Low High
5. Resources
The resources that are mainly required in order to arrange the program are mainly
illustrated below:

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PROJECT MANAGEMENT
Human resources: The people who are engaged with the arrangement of the program for
Max Lionel Realty are listed below:
 Program manager
 Project planner
 Sponsor
 IT manager
 Financial manager
 Supervisor
 Organizer
 Quality assurance team
Software: The software which is required for organizing the program mainly includes
 MS office
 MS project
 Other software for managing the program
Cash flow: It is identified that around $15,000 is mainly required for the organizing a
program that further builds proper customer goodwill and helps inn satisfying the ethical and
legal obligations of the customers.
Equipment: The other equipment which are mainly required for the project mainly
include templates, computers as well as other telecommunication equipment’s.
6. Risks
Risk Id Risk Description Impact Probability Mitigation
1 Resource If the High Medium The

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PROJECT MANAGEMENT
limitation resources
which are
needed are not
available then
a number of
issues can
occur that can
further cause
delay in the
project.
resources
which are
needed
should be
estimated
before start
working on
the project.
2 Deadlines Slippage of
project
schedule can
cause deadline
miss and delay
in
accomplishing
the project
goals.
High High Regular
tracking of
the project
is helpful in
resolving
deadline
related
issues.
3 Budget
shortfall
Improper
estimation of
budget can
cause a
number of
financial
High High Budget
shortfall can
be avoided
by
estimating
the budget

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PROJECT MANAGEMENT
issues. for the
project
properly.
4 Improper
technology
If proper
technology is
not used for
managing the
project then
the there will
be issue.
Medium Medium It is quite
important to
use proper
technology
for effective
management
of the
project.
5. Legal If the legal
rules and
regulations are
no followed
while
organizing the
program the
progress of the
project can be
obstructed.
High Low It is quite
important to
follow legal
rules and
regulations
for
executing
the project
on time.
7. Interdependencies
It is found that if the entire program is properly organized then it would be helpful in
informing different legal as well as ethical obligations which are mainly utilized by the

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PROJECT MANAGEMENT
organizations and the legal obligations which are informed are totally different from other
organizations. In addition to this, the organization uses proper system interface for organizing
the program so that the objective of the program can be executed within the assumed budget.
8. Success criteria
The various success criteria that help in reflecting the success of the entire project are
elaborated below:
Accomplishment of project within the assumed budget: If the project can be able
to achieve the goals and objectives within $15,000 and within the assumed time then it can be
ensured that the project which is undertaken is successful.
Achieving objectives: If the entire project is helpful in informing the agents of legal
as well as ethical obligations and can be able to promote various standards in professional
conduct then the project can be considered to be successful.

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PROJECT MANAGEMENT
Bibliography
Archibald, R.D. and Archibald, S., 2016. Leading and Managing Innovation: What Every
Executive Team Must Know about Project, Program, and Portfolio Management. Auerbach
Publications.
Badewi, A., 2016. The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), pp.761-778.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
pp.291-298.
Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through
project control in infrastructure projects. International Journal of Project
Management, 35(6), pp.1167-1183.
Sánchez, M.A., 2015. Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, pp.319-330.
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), pp.278-290.
Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D., 2015.
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), pp.772-783.