Project Management: KBL Competitor Acquisition Business Case Analysis

This project management assignment analyzes a business case for Kingston-Bryce Limited (KBL), a custom furniture manufacturer, aiming to acquire a competitor. The project outlines the objectives, which include expanding the workforce and executing the acquisition within 18 months with a $5 million budget. The scope encompasses market analysis, identifying acquisition targets, securing stakeholders, and financial assessments. The project deliverables include a business case report, feasibility report, and financial analysis. Success criteria are defined by on-time, on-budget completion and workforce expansion. The funding schedule and acquisition timeline are provided, along with identified project risks such as schedule slippage, budget shortfalls, and optimistic project teams. The assignment concludes with a bibliography of relevant project management sources. This project provides a comprehensive overview of the acquisition process, including key considerations and potential challenges.

Running head: PROJECT MANAGEMENT
Project management: Kingston-Bryce Limited (Business case)
Name of the Student
Name of the university
Author’s Note

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PROJECT MANAGEMENT
Table of Contents
1. Overview of the project...............................................................................................................2
2. Project objectives.........................................................................................................................2
3. Scope of the project.....................................................................................................................2
4. Project assumptions and constraints...........................................................................................3
4.1 Project assumptions...............................................................................................................3
4.2 Project constraints..................................................................................................................3
5. Project deliverables......................................................................................................................4
6. Success criteria............................................................................................................................4
7. Funding schedule.........................................................................................................................5
8. Timeline for the acquisition.........................................................................................................6
9. Project risks.................................................................................................................................7
Bibliography..................................................................................................................................10

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1. Overview of the project
The paper mainly reflects on “Kingston Bryce Limited” (KBL) which is one of the
manufacturers of custom furniture that mainly specializes in handling crafted dining room tables.
The board of directors of the company wants to move forward by properly acquisitioning the
competitors. It is found that the acquisition of the entire competitor will further enable the KBL
for properly expanding operations which can generally triple the workforce of the organization.
The successful acquisition will be undertaken within 18 months of time by utilizing budget of
around $5million.
2. Project objectives
The project objectives are:
 To move forward by successfully acquisitioning the competitors by KBL
 To expand the workforce of the entire organization
 To successfully execute acquisition within 18months of time by utilizing budget of
$5million
3. Scope of the project
The project scope is considered as one of the significant parts of planning which further
involves determination as well as documentation of different types of project goals, features as
well as deliverables of the project. The scope of the project includes:
 Determining the growth markets
 Identification of acquisition companies
 Securing alignment with different key stakeholders

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 Securing proper partnership as well as clients
 Assessing strategic different financial position
 Conducting proper valuation
 Implementing transaction as well as monitoring ongoing proper performance
 Executing transaction
4. Project assumptions and constraints
4.1 Project assumptions
The assumptions include:
 Budget of around $5million will be utilized by the project manager for acquisition of the
competitors successfully by KBL.
 As per the assumption, it is found that 18 months of time is needed for successful project
execution.
4.2 Project constraints
The project constraints are:
 One of the main causes for poor acquisition is due to insufficient time as well as effort
that is sent on due diligence.
 It is found that there is very much high tendency for the various entrepreneurs to become
optimistic however during acquisition of competitors, a company cannot want to become
optimistic. Furthermore, optimistic projections will never come to fruition.

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5. Project deliverables
The deliverables of the project are listed below:
 Business case report
 Feasibility report
 Project documentation
 Financial position report
 Ongoing performance status report
6. Success criteria
The success criteria that reflects that the undertaken project is successful are mainly
reflected in the below table:
Completion of project on time and budget: If the acquisition of the competitors is done
successfully by KBL within 18 months of time by using $5 million then the undertaken project is
considered to be successful.
Expansion of the workforce: If due to acquisition of competitors within the
organization, KBL, if the workforce gets triple of the present workforce then the project can be
considered quite successful.

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7. Funding schedule
The figure reflects that $5million of budget is needed in order to undertake acquisition of
the competitors by Kingston-Bryce. In addition to this, budget that is required for each of the
project activity is also showcased in the below figure.
Figure 1: Funding schedule
(Source: Created by Author)

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8. Timeline for the acquisition
The figure reflects that 18 months of time is needed in order to undertake acquisition of
the competitors by Kingston-Bryce. Moreover, the below figure showcases the starting date,
completion date as well as duration of each of the project activity.
Figure 2: Timeline for acquisition
(Source: Created by Author)

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9. Project risks
Risk Id Risk Description Impact Probability Mitigation
1 Schedule
slippage
If the
schedule of
the project is
not
effectively
managed then
the project
can face a lot
of challenges
which further
obstruct the
work of the
project.
High High Tracking the
project status
on a regular
basis is
necessary for
avoiding
slippage of
schedule as
well as delay
within the
project.
2 Budget
shortfall
If the
problem of
budget
shortfall
occurs then
the project
faces a lot of
challenges in
High High Using the
project
money
properly can
help the
managers in
completing
the work

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project
completion.
within budget
and therefore
the issue
related with
budget lack
does not
occur.
4 Optimistic
project team
Optimistic
team creates a
lot of
challenges
that further
avoids
successful
and fruitful
execution of
the project.
Medium Medium The team
members
need to be
pessimistic
during
acquisition of
the
competitors.
5 Lack of
secure
partnership
with the
clients
If the
partnership
with the
clients are
inappropriate
then the
High Medium It is
necessary to
develop
secured
partnership
with the

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project
managers are
unable to
undertake the
work of
acquisitionin
g
competitors.
clients in the
planning
phase so that
acquisition of
the
competitors
of business
can be done
effectively.

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PROJECT MANAGEMENT
Bibliography
Aghapour, A. H., Marthandan, G., Fie, D. Y. G., & Zailani, S. (2017). Risk management process
towards operation performance in supply chain management: a survey of manufacturing
SMEs. International Journal of Logistics Systems and Management, 27(1), 78-114.
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), 761-778.
Demirkesen, S., & Ozorhon, B. (2017). Impact of integration management on construction
project management performance. International Journal of Project Management, 35(8),
1639-1654.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Marchewka, J. T. (2016). Information technology project management: Providing measurable
organizational value. John Wiley & Sons.
Martens, M. L., & Carvalho, M. M. (2017). Key factors of sustainability in project management
context: A survey exploring the project managers' perspective. International Journal of
Project Management, 35(6), 1084-1102.