Leading and Managing Project Report: NZDB L6, Restaurant Project

This report delves into the project management aspects of a restaurant, specifically focusing on the "Kati Grill" establishment and its "Soya chaap Vegan Wrap" project. The report explores the application of project management tools such as Gantt charts, product breakdown structures, and PERT charts. It addresses challenges like hygiene and cleanliness, stakeholder roles (internal and external), and communication strategies. Furthermore, the report examines the qualities of effective leadership and management, including motivation, team engagement, and adaptation to external environments. The principles of the Treaty of Waitangi are also discussed in relation to the project. Finally, the report concludes with a discussion of cultural diversity and the importance of e-technology in project management.

Running head: LEADING AND MANAGING PRROJECT
Leading and Managing Project
Name of the Student
Name of the University
Author’s Note

1LEADING AND MANAGING PROJECT
Table of Contents
Introduction................................................................................................................................2
Code N.......................................................................................................................................2
Code O.......................................................................................................................................2
Code P........................................................................................................................................2
Code Q.......................................................................................................................................3
Code R........................................................................................................................................3
Code S........................................................................................................................................4
Code T........................................................................................................................................4
Code U.......................................................................................................................................5
Code V.......................................................................................................................................5
Code W.......................................................................................................................................6
Code X.......................................................................................................................................6
Conclusion..................................................................................................................................7
References..................................................................................................................................8

2LEADING AND MANAGING PROJECT
Introduction
According to me, this paper discusses about the tools that have been used in the
project management of the restaurant. In this paper, I have discussed the problem solving and
analytical skills that have addressed the challenge in the organization. There are many
stakeholders of the restaurant with their responsibilities and the strategies are discussed for
communicating with the various stakeholders of this restaurant.
Code N
In this project, the used management tools are the Gantt chart, Product breakdown
structure and PERT chart tools for the project management (Mohamed et al., 2017). Gantt
chart keeps tracking the tasks over the time (Pereira et al., 2013). PERT chart analyzes the
tasks that are involved in completing the project and identify that the less time is requiring for
completing the entire project. The PBS (Product Breakdown Structure) helps in deliver the
project and creates a work breakdown structure.
Code O
According to me, one of the main challenges of the restaurant can be the hygiene and
cleanliness, which is the main concern now days. Therefore, the hygiene and cleanliness must
be maintained. Some of the suggestion that the restaurant can adopt are:
 Ensure all the equipment is clean
 Needs to separate the cleaning material
 The employees must maintain their personal hygiene.

3LEADING AND MANAGING PROJECT
Code P
The internal stakeholders are the employees and the project team of the restaurant and
the external stakeholders are the customers, suppliers and community. The roles of the
employees are to flatter the customer for trying the Vegan Wrap and the project team has
various roles such as develop the project plan, evaluate, monitor, identify the resources,
report to the management if required. The project coordinator executes the project, coordinate
with the project stakeholders (Anyanwu, 2013). The assistant manager is there to assist the
project planning and the execution and monitor the project progress. Project supervisor
creates and maintains the project record and creates a report.
There are many strategies to communicate with the stakeholders such as application
of the correct format with the correct audience and time, the stakeholders should be educated
constantly, leverage the team members at the right time and building relationship apart from
the meeting (Bryde, Broquetas & Volm, 2013).
Code Q
For the project manager there will be various challenges such as:
 Poorly defined goals and objectives by project manager (Heldman, 2018)
 Poor skill of team management
 Risk assessment in time (Martinsuo & Killen, 2014)
 Inadequate communication with the team
 Unrealistic deadline set by project manager
 Lack of accountability of the manager
 Ambiguous contingency plans made by the manager
Limitations for the project manager are as follows:

4LEADING AND MANAGING PROJECT
 Not able in sticking with project scope
 Inability for aligning the objectives and goals of the project with the business
strategy
 Manage project in the schedule time and specific budget
Code R
According to me, the behavior of the good leader needs to have the followings:
 Good leader should learn compassionate management.
 They need to adapt the change.
 They should always embrace the coaching mindset.
 They should practice effective listening of every person in the team.
 They should cultivate an inspiring vision and mission.
The behavior should have in a good manager are:
 The manager should motivate the employees of the restaurant.
 He needs to collaborate with the other stakeholders.
 He should create interpersonal connections.
 He needs to provide autonomy.
 He should have the knowledge about the product and the industry.
 He should be keen to the requirements of the clients.
Code S
As per my knowledge, the project manager will be able to motivate himself and his
team if he considers the following things:
 He should highlight the benefit of the job (Chih & Zwikael, 2015).

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 He should give feedback to the employees.
 He should appraise his team members for their performance.
 He should provide incentives to the employees.
 He should conduct a monthly or weekly review session.
Code T
The project manager will be able to perform the leading, modeling and developing the project
in some the following way:
 Effective engagement and collaboration with the team members
 He should behave with the team members in a friendly manner and give same priority
to every member equally.
 Adaption of the changing situation in the environment
Code U
There are various strategies for manage the effect of the external environment. Those
strategies are:
 The management should be in the control of the manager of the organization
to reduce the internal changes (Edkins et al., 2013).
 Risk management should be implemented appropriately in order to avoid the
overrunning of the scope, time and budget.
 There should be sustainable operation.
 Continuous monitoring is very important to adapt the external environment.

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Code V
The principles of Treaty of Waitangi are protection, participation and partnership that
underpin the relation within the Maori and the government under Treaty of Waitangi.
 Protection: This principle is used for protecting the knowledge and value of
the management and the employees of the restaurant.
 Participation: In this principle, the team should work together in an efficient
way.
 Partnership: In this principle, there are additional moral communities of the
restaurant.
The values of the Maori customs are
 Whakaiti, which means humility
 Ko tau rourou and manaakitanga. Ko tau rourou enables the development of the
project.
 The other customs are Taria te wa and kaitiakitanga (long term guardianship
and thinking).
 Tikanga Maori, which means Authenticity of culture
 Whanaungatanga, which means the other values of the customs
Code W
There are various internal requirements such as
 The construction of the BOD (Board of Directors)
 Arranging the annual meetings of directors
 Updates the rules and policies of the restaurant
 Provide stock to the stakeholders

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 Needs to transcribing the internal stock transfer
There are also many external requirements of the restaurant that are
 Paying amount for the franchise
 Paying tax for the business
Code X
Cultural diversity is the source of the source of miscommunication and issues.
Therefore, as a project manager, I should be sensitive and need to apply the flexible
leadership. Multi-cultural differences in the practice of project management and perception of
culture-related issues have an influence on the success of the project.
Knowledge areas of project management gather with group of process that are the
initiation of the project, planning, execution, monitor, control and closeout of project. Every
project drives through these chronological phases. The knowledge areas occur in the process
groups. These are the technical matters that are important for the successful project
management.
E-technology is the aspect in today’s business that helps in many ways such as from
the starting of the project to the end of the project every possible accountability is tracked by
the e-technology tools. E-technology can help in promoting the new project and the plan of
the restaurant and able to share the information about the dishes with the other people.
Conclusion
This can be concluded by this study that the project manager needs to understand
every aspect of managing the project and should consider the issues that are faced by him and
his team. There is a need to manage the team in effective way so that the team would be able

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to work in a proper environment in the restaurant. With the project management tools, the
manager can handle the target of the restaurant.

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References
Anyanwu, C. I. (2013). The role of building construction project team members in building
projects delivery. Journal of Business and Management, 14(1), 30-34.
Bryde, D., Broquetas, M., & Volm, J. M. (2013). The project benefits of building information
modelling (BIM). International journal of project management, 31(7), 971-980.
Chih, Y. Y., & Zwikael, O. (2015). Project benefit management: A conceptual framework of
target benefit formulation. International Journal of Project Management, 33(2), 352-
362.
Edkins, A., Geraldi, J., Morris, P., & Smith, A. (2013). Exploring the front-end of project
management. Engineering Project Organization Journal, 3(2), 71-85.
Heldman, K. (2018). Project management jumpstart. John Wiley & Sons.
Martinsuo, M., & Killen, C. P. (2014). Value management in project portfolios: Identifying
and assessing strategic value. Project Management Journal, 45(5), 56-70.
Mohamed, M., Abdel-Basset, M., Hussien, A. N., & Smarandache, F. (2017). Using
neutrosophic sets to obtain PERT three-times estimates in project management.
Infinite Study.
Pereira, A. M., Gonçalves, R. Q., Von Wangenheim, C. G., & Buglione, L. (2013).
Comparison of open source tools for project management. International Journal of
Software Engineering and Knowledge Engineering, 23(02), 189-209.

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Teller, J., Kock, A., & Gemünden, H. G. (2014). Risk management in project portfolios is
more than managing project risks: A contingency perspective on risk
management. Project Management Journal, 45(4), 67-80.