Project Proposal: Team Management, Bid Process, and Corrective Actions

This project proposal outlines a comprehensive plan for team management and bid proposals, encompassing various aspects of project execution. The document begins with an introduction to the project and its objectives, followed by meeting minutes detailing team roles and responsibilities, as well as skill gap analysis. It then delves into performance development plans, addressing communication policies, and outlining project tasks. The proposal also includes minutes of meetings, corrective action procedures, and personal contribution plans, providing a detailed framework for successful project completion. References from various academic sources are provided to support the information presented in the proposal. The project focuses on the roles of the General Manager, Sales Manager, Automotive Manager, Workshop Manager, and After Sales Manager. The proposal also covers communication strategies, issue resolution, and delegation of duties, including performance review and monitoring. The project includes detailed plans, procedures, and responsibilities that are essential for project success.

PROJECT PROPOSAL

Table of Contents
Minutes of meeting:.....................................................................................................................................1
Performance development plan:..................................................................................................................3
Issues resolution:.........................................................................................................................................3
Communication policy and procedure:........................................................................................................3
Project tasks:...............................................................................................................................................4
Minutes of meeting:.....................................................................................................................................5
Corrective action procedure:........................................................................................................................6
Personal contribution plan:..........................................................................................................................7
References:..................................................................................................................................................9

Project proposal:
Minutes of meeting:
TEAM MEETING for the purpose of bid proposal:
Meeting attendees:
General Manager
Sales manager
Automotive manager
Workshop manager
After sales manager
Agenda of meeting:
 To discuss about the skills required by the team members to complete the project.
 To discuss about the roles and responsibilities of the team members
 To find the skill gap
Reports:
Earlier performance report of every team member to analyse the weakness and strengths of the
team members
Discussion:
The meeting was initiated by General Manager of the company who have introduced the new
project to the team members (Schaufelberger & Holm, 2017). He analysed the overall
performance reports of the team members and mutually took decision over the roles of each and

every member of the team. The meeting has ended up with the conclusion that every team
member has to develop some of the skills that are required in the project to be successful.
Roles and responsibilities:
General Manager: team management, conflict resolution, development of objectives, monitoring
the performance
Sales manager: dealing with the clients, designing the documents
Finance manager: financial management, maintaining records
Automotive engineer: resolving issues of the clients, risk management
Workshop manager: WHS, designing and maintaining the records, maintaining the cars
After sales manager: serving the customers
(Kerzner, 2013).
Skills required:
General Manager: communication skills, conflict resolution skills, team management skills, time
management skills
After sales manager: communication skills, product knowledge, influencing skills
Workshop manager: product knowledge, technical skills
Sales manager: communication skills, process and product knowledge, market research skills
Finance manager: market knowledge, technical skills, budgeting knowledge, time management
skills
(Wallensteen, 2015).
Announcements:
 Everyone has to develop their own personal development plan and requirements of
training.

Meeting adjourned………..
Performance development plan:
Skills required to
be developed
Skills gap
percentage
Set KPI’s Training type
required
General manager Conflict
resolution skills
50% Review of team
conflicts
Role play
Sales manager Communication
skills
40% Customer
satisfaction score
Session
Automotive
manager
Designing skills 60% Review of
documents
Session
workshop
manager
Documentation
skills
70% Review of
documents
Classroom
training
After sales
manager
Influencing skills 60% Customer
satisfaction score
Mentoring
Issues resolution:
As far as the issues are concerned, it has been analysed that the common issue of communication
gap and improper trainings has been found (Autesserre, 2014).
Solution:
This issue can be resolved by taking feedbacks from the team members itself to explain about
their own requirements of trainings. This will help in taking mutual decisions (Edgar & Rahim,
2015).
Communication policy and procedure:
When a bid proposal is made, it needs to be communicated to the clients so that they can
participate in the bid. This requires a process to be followed.

Step 1: as initial level, a bid needs to be prepared including all the specifications of the car along
with all the condition that needs to be followed by the lessee.
Step 2: after preparation, the prospects for the bid needs to be selected to whom the bid proposal
is to be sent.
Step 3: this is the step that actually requires communication media to be involved. Here the bid
proposal sends to be sent to the clients through e mails in this case. Confirmation of the proposal
on calls is also required.
Step 4: follow up needs to be taken and query should be resolved on calls or in meetings. The
interested client show their presence on the day of bid at the venue mentioned.
Communication policy:
 Friendliness along with formal behaviour is necessary for the communication between
the company and the client.
 The proper follow is must for a better communication with the client so that la the queries
can be resolved.
 The communication should be made two way and needs of the clients should also be
discussed
(Annosi, Magnusson & Brunetta, 2016).
Project tasks:
 Development of commercial and legal system that offers projects based on specifications
to the clients.
 Defining the scope of delivery strategically.
 Calculation of cost and budgeting of the project along with the sales price in cooperation
with the sales department.
 Management of bid proposal timely
 Supporting the sales person for negotiation at the communication site.

 Preparation of the supporting document for the clients and for internal reviews of the
project.
 Taking regular feedback of the each and every team members working for the bid
proposal project
 Travel requirements for making the project successful.
Minutes of meeting:
TEAM meeting for taking the responsibilities:
Attendees:
General Manager
Sales manager
Automotive manager
Workshop manager
After sales manager
Agenda of meeting:
 To delegate the responsibilities to each and every members o the team as per their
specifications and requirements.
Discussion:
This is the meeting that focuses on delegating the roles and responsibilities to the team members
as per their specifications. This meeting has ben conducted so that every team members can get
the idea that what they have to do to contribute their art in the project success. Delegating the
duties helps in clarification of the roles and reduced the chances of team conflicts.
Roles and responsibilities:

General
Manager
Managing the overall team
Managing the bid proposal
Review of the team performances
Delegation of duties
Travelling where required
Automotive
manager
Supporting in developing the bid proposal
Making the specifications of the vehicle in the proposal
Resolving the queries regarding the vehicle specifications
Sales manager Developing the leads for the bids
Negotiating with the clients
Workshop
manager
Supporting the team members in their activities
Supporting after sales services
After sales
manager
Dealing with the clients after sales
Resolving their issues
Finance
manager
Creating budget in association with the sales team to take decision
over the prices and the cost of the overall project
Meeting adjourned…………..
Corrective action procedure:
This is the procedure that needs to be followed so that any of the corrective actions can be
implemented in between the process of the project to make it more successful and efficient.
1. Reviewing the activities: It is the step where all the activities that have been set for the
project needs to be reviewed at every level so that any deviation from the set standards
can be determined and correction can be made at that time only.
2. Comparison: Comparison from the set standards is required so that the gap can be
analysed.
3. Implementation: the contingency plan need to be made so that it can be implemented in
order to make the plan
4. Follow up: follow up is also required again at every level so that it can be monitored.

(Schippers, Homan & Knippenberg, 2013)
Corrective action plan:
In this case, the corrective action can be implemented only when the team conducts a meeting in
which the issues can be discussed. Following is the action plan for the bid proposal:
Activity Description Responsibility
Meeting All the members of the team
needs to show their progress
report
All the team members
Analysis of the reports It is the step where the reports
of each of the members is
analysed and cross checked
General manager
Gap findings The issues in the performance
is to be found
General manager
Discussion Discussion amongst the
members is done in order to
convey the issues
All team members
Corrective actions Brainstorming is done by all
to correct the issues
All team members
Implementation Implementation of the
corrective actions is done
All team members
Personal contribution plan:
This is the plan that describes the role of a general manager and contribution in the overall
project management task (Dyer & Dyer, 2013). This plan provides the description of all the roles
and responsibilities that have been conducted by the general manger in this case.
Roles and responsibilities by General Manager:

Delegation of duties:
It is the first responsibility that has been fulfilled as a general manager. Under this, all the duties
and responsibilities are delegated to the specific individuals of the team members as per their
requirements and skills (Clegg, Kornberger & Pitsis, 2015).
Review and monitoring:
As a General manger, it is required to review the performance of each of the team members and
monitor their activities property so that corrective actions can be taken anytime where the
deviation has been observed (Lanaj & Hollenbeck, 2015).
Supporting the members:
It is the basic reasonability of the General manger to support all the team members in performing
their duties effectively so that the performance of the overall team can be improved.
Proper information flow:
This project requires the coordination of the members to perform effectively and thus it is
required by the general manger to conduct the meetings timely so that the flow of information
can be smooth between the team members (Cottrell, 2015).
Conflict resolution
It is basic requirement when two or more members work in team. This is because different
people have different opinions and thus may lead to conflicts between the team members. The
general manager has to show them skills to resolve these issues and to come up with a mutual
decision (Wellington, 2015).

References:
Annosi, M. C., Magnusson, M., & Brunetta, F. (2016). Self-organizing coordination and control
approaches: the impact of social interaction processes on self-regulated innovation
activities in self-managing teams.
Autesserre, S. (2014). Introduction to" Peaceland: Conflict Resolution and the Everyday Politics
of International Intervention". Peaceland: Conflict Resolution and the Everyday Politics
of International Intervention, 1-19.
Clegg, S. R., Kornberger, M., & Pitsis, T. (2015). Managing and organizations: An introduction
to theory and practice. Sage.
Cottrell, S. (2015). Skills for success: Personal development and employability. Palgrave
Macmillan.
Dyer, W. G., & Dyer, J. H. (2013). Team building: Proven strategies for improving team
performance. John Wiley & Sons.
Edgar, P., & Rahim, S. A. (Eds.). (2015). Communication policy in developed countries (Vol. 4).
Routledge.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Lanaj, K., & Hollenbeck, J. R. (2015). Leadership over-emergence in self-managing teams: The
role of gender and countervailing biases. Academy of Management Journal, 58(5), 1476-
1494.
Schaufelberger, J. E., & Holm, L. (2017). Management of construction projects: a constructor's
perspective. Taylor & Francis.
Schippers, M. C., Homan, A. C., & Knippenberg, D. (2013). To reflect or not to reflect: Prior
team performance as a boundary condition of the effects of reflexivity on learning and
final team performance. Journal of Organizational Behavior, 34(1), 6-23.
Wallensteen, P. (2015). Understanding conflict resolution. Sage.