Leadership Strategies for Melbourne Market Relocation Project Report

This report examines the Melbourne market relocation project, focusing on the leadership challenges encountered during the transition from Footscray to Epping. The project faced issues such as reduced vendor space, increased expenses, the need for vendors to change their business models, and resistance from stakeholders. The report highlights the importance of change management, prior communication, training, and development, and time management strategies to ensure project team readiness and accelerate project implementation. It also analyzes the challenges in managing transportation, coordination, and stakeholder resistance. The conclusion emphasizes the significance of leadership tactics in overcoming these obstacles and ensuring the successful relocation of the market. The report is a valuable resource for understanding project leadership and change management in complex scenarios.

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Project leadership
[Type the document subtitle]
3/21/2020
student name

Executive summary
Melbourne market at Footscray is to be shifted to Epping, where the space provided to
the Vendors was 14,000 m² which turn out to be half that is 7500 m² at Epping site. The case
reflects various challenges for the project leaders like increase in expenses, need for change
in business model for vendors, resistance to change from vendor associations. However, the
project leaders may apply strategies to ensure team readiness for project like change
management, and training and development.

Contents
Executive summary....................................................................................................................1
Leader’s challenges in the markets relocation project...............................................................3
Tactics to ensure the readiness of project teams to accelerate the project.................................4
Conclusion..................................................................................................................................6
References..................................................................................................................................7

Leader’s challenges in the markets relocation project
The case reflect various challenges for the project leaders
Management of transportation system
Since the area was far away from the ideal and unexpected location, the management
and leaders need to manage transportation system, where the challenge increase with the
unfamiliarity of the area. This may reflect that transportation of whole working site from one
location to another could be time consuming, expensive and require new transportation
system to be learnt (Kerzner, 2017).
Coordination
Another major challenge that the project leaders would have faced while relocating
Melbourne market is to coordinate the move of planning and implementation of relocating
plan. Implementation of such a large step could be difficult to coordinate that is to keep every
stakeholder at the same page (Zhao, 2016).
Resistance from various stakeholders like vegetable growers Association of Victoria
One of the major disadvantages was area of new location that is half of the previous
location and this reflect that the Vendors will be having 60 to 70% of tea space as compare to
the previous location. This reflects major resistance of change from stakeholders (abc.net,
2014). The traders are familiar with the area, and habitual of a business model that is
appropriate for the current location which reflects that the individuals may have challenges
and issues while moving to other location. This case has found to be a major controversy in
case as the traders reflect that they need to change the business model in order to relocate to

another area and may have less stand, which reflect change in all the trading activities of the
Vendors which reflect major cost for resistance (Brunes & By, 2012).
Too many changes to be made
There are not only changes in the business model for the traders but also the
leadership needs to again change, especially for the project manager. There is large number
of changes when decision of all project of free location is being considered. One of the major
challenges is using right systems; there are various systems that is associated with the
business like financial records, business contacts, customer interaction, regulatory
requirements which need to be delegated with all aspects in order to successfully implement
the project (Doppell, 2017).
Tactics to ensure the readiness of project teams to accelerate the project
In order to ensure that the project teams are ready to initiate an execute the project so
as to keep the performance high some of the tactics include
Prior communication
Communication with the teams is one of the affective ways to keep the project,
change in process or initiation of any part of the process. Instead of dictating the change it is
important to discuss with the team members so as to make them a part of decision making
process (Muller & Turner, 2010).
Change management
In order to overcome the resistance from the employs or team to acknowledge change
in their project it is important to adopt change management strategies. The most important
aspect is to communicate the change requirement, reason to change, what are the advantages

of implementing this change our important so as to make them understand that, why any
action is being taken. Various models can be adopted in order to implement change
management like Lewis change management model that reflect implementation of effective
change in three stages that is unfreezing, change and refreezing (Brfidgman & Brown, 2016).
Training and development
Another tactic to overcome resistance, and make the project team is ready to
accelerate the project is to offer them training and development program. For this it is
important to understand the gap of the existing skill set of employs or team and the required
skills and capabilities in the project. Based on the analysis, the employs must get training.
Time management
It is important to provide a schedule to the team before accelerating the project. This
reflects prioritising the work that is to be completed on the initial stage and consider being
urgent. Through this a team can be able to work based on schedule, time and expected
outcomes of an activity performed. This will ensure that the team have a plan to work upon
and a proper step-by-step schedule that they can adopt in order to achieve the outcomes
(Brenner, 2015)

Conclusion
From the report on Melbourne market relocation case, it can be concluded that various
challenges for the project leaders in relocation project of Melbourne market to Epping are
management of transportation system, coordination, resistance from various stakeholders like
vegetable growers association of victoria, and too many changes to be made.
In order to ensure that the project teams are ready to initiate the project some of the
tactics include prior communication, change management, training and development, and
time management.

References
abc.net. (2014). melbourne-market-relocation-drags-on. Retrieved from abc.net:
https://www.abc.net.au/news/rural/2014-08-22/melbourne-market-relocation-drags-
on/5690284?pfmredir=sm
Brenner, S. (2015). Leadership style and the process of organizational change. Leadership &
Organization Development Journal, 2-16.
Brfidgman, T., & Brown, K. (2016). Unfreezing change as three steps: Rethinking Kurt
Lewin’s legacy for change management. human relations, 33.
Brunes, B., & By, R. (2012). Leadership and change: The case for greater ethical clarity.
Journal of business ethics, 108(2), 239-252.
Doppell, B. (2017). Leading change toward sustainability: A change-management guide for
business, government and civil society. London: Routledge.
Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and
controlling (12th ed.). New Jersey: John Wiley & sons.
Muller, R., & Turner, R. (2010). Leadership competency profiles of successful project
managers. International Journal of Project Management, 28(5), 437-448.
Zhao, X. (2016). Identifying critical leadership styles of project managers for green building
projects. International Journal of Construction Management, , 16(2), 150-160.