University Project: MGT5PMT Royale Pizza Renovation Report

This report provides a comprehensive analysis of the Royale Pizza shop renovation project, focusing on the application of project management principles. The report begins with an executive summary outlining the project's objectives, which include increasing production capacity and dining space to boost revenue by 25% within four months, with an estimated cost of $40,000. The introduction provides background information on Royale Pizza and the need for infrastructure and equipment upgrades. The discussion section delves into the project goals, such as installing new flooring, air conditioning, and new equipment, as well as expanding the dining area. The scope of the project is defined by identifying needs, objectives, expectations, and constraints, including timeframes, procurement, construction, and safety inspections. The report also outlines the project delivery life cycle methodologies, including initiation, planning, execution, and closure phases, and how each phase is applied to the project. The conclusion summarizes the key aspects of the project and its anticipated outcomes, emphasizing the importance of adhering to the four-month timeline and the potential for a 25% increase in profits. The report also includes references to relevant literature.

Running head: PROJECT MANAGEMENT
PROJECT MANAGEMENT
Name of the Student:
Name of the University:
Author Note:

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Executive Summary
The Royale Pizza shop is planning to increase its revenue by 25% by increasing its production
capacity and dining space. The management of the shop plans to achieve this task in a period of
four months. The project needs to be properly designed as a lot of different works need to be
done. The installation of new equipment along with some construction work is needed to reach
the goals set by the management. The project is to be delivered following the methodologies of
project delivery life cycles like initiation, planning, execution and closure. The estimated cost of
the project is at $40000 and the time frame set is four months. The whole project needs to be
completed within this time. In this report, the project goals, scope of the project and the project
delivery life cycle methodologies have been discussed.

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................3
Goals of the Royale Pizza shop renovation project.....................................................................3
Scope of the given case study......................................................................................................4
Project delivery life cycle methodologies....................................................................................5
Conclusion.......................................................................................................................................6
References........................................................................................................................................7

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Introduction
The Royale Pizza established in 2007 is one of the finest Italian pizza manufacturing restaurants
in Melbourne, Australia. It is known for its extremely fresh, delicious and authentic Italian
pizzas. It has two modes of pizza delivery both online and offline channels. The restaurant is
undergoing an up gradation in infrastructure and equipment in order to increase its annual sales
and quality of pizzas. The restaurant is expected to spend around 40000$ for the up gradation.
The pizza shop plans to introduce some new items in its menu like Fish and Chips and Pasta. The
profitability after the renovation is expected to rise by 25%.
Discussion
The discussion part will be covered in three major sections. The first section will deal with the
goals that the project hopes to accomplish. The second part will highlight on the methods that
will be used to estimate the scope of the project. The last part will discuss the life cycle
methodologies used in this project.
Goals of the Royale Pizza shop renovation project
The main goal of the project is to increase the pizza shop’s production and increase revenues.
These can be improved by allowing the following short-term goals:
1. The installation of new flooring.
2. Installation of Air-conditioning systems
3. Use of dust free paintings
4. Increasing the capacity of the compressor
5. Cleaning of the kitchen exhaust system using professional cleaning agencies.

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6. Purchasing of new equipment like 1 dough roller, 2 boilers, 3 deep fryers and one point
of sale system along with proper hardware and software.
Some extra construction work is also needed to be done for increasing the kitchen cooking area.
The management also plans to expand the dining area for accommodating more customers. This
will need purchase of extra two sets of tables and chairs. This purchasing of new equipment can
be done only after the finishing of the construction work. Therefore, the foremost goal of the
management is to make sure that the construction work finishes within the stipulated period so
that the purchase and installation of new equipment can be done within the mentioned period of
four months (Dalcher, 2019).
Scope of the given case study
The scope of the case study includes all the things that are included in renovating the pizza shop.
The scope includes the period given for the execution of the project (Haverila & Fehr, 2016).
The time given for the execution is four months allotted to four different tasks. The first month is
dedicated to define and design the requirements and constraints of the project. The next month is
dedicated to procurement of equipment. The last two months are kept aside for construction and
installation. The scope of the project can be defined by identifying the needs, the objectives, the
expectations and the constraints (Kantola & Saari, 2016). The main need of the project is to
increase the revenue of the pizza shop by 25%. This has to be achieved by meeting the following
objectives. The objectives are designing a plan, buying equipment, construction of newly
designed spaces and installation and painting. The next step is to define the expectations that the
management has from the project. The management expects the pizza shop to increase its
production and indirectly its revenue (Kivila, Martinsuo & Vuorinen, 2017). They also want to
increase the serving capacity of the restaurant. This can be done by producing new food items

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and increasing dining space of the restaurant. These expectations can only be met by completing
the objectives set by the project. The objectives are already discussed above under the goals of
the project part. The constraints to the project are safety issues that can arise during the new
construction. The wires under the stair need to be removed before destroying the stairs. The
water faucet near the rear area of the restaurant should not be removed due to some safety issues.
The safety inspections is another constraint that needs to be eliminated. Each inspection takes
four hours to complete and construction can only precede after the areas are marked safe. These
four methods are together used to define the scope of the project. Recommendation can also be
given for faster implementation of the methods that can improve the project delivery speed
(Larson, 2019). The scope has to be defined in such a way that minimum changes are needed
after the project implementation. These has to be ensured beforehand as implementing changes
after project completion becomes very difficult (Lock, 2017). The pizza shop will set guidelines
for the completion of each goal and will charge penalties for the delay of each stage of the
renovation work. For example, the the designing part of the project needs to be completed in one
month time and will incur a penalty if delayed. This happens because the subsequent tasks are
scheduled accordingly and are interdependent on each other. So completing designing within the
given period will let the purchasing of equipment to begin. Similarly, construction can only start
after the new equipment have been purchased. Finally, painting and installation of new
equipment’s will be done once the construction is completed and all other tasks are finished. The
management assumes that the project will be completed within the stipulated period to avoid loss
of revenue.

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Project delivery life cycle methodologies
The four main project delivery life cycle methodologies are: Initiation, Planning, Execution and
Closure (Love et al., 2015). The Initiation part involves deciding the project team, requirements
and estimating the feasibility of the project. The Planning part involves creating the project plan,
resource plan, financial plan, quality plan, risk plan, acceptance plan and procurement plan
(Matejka, 2016). The execution part involves the delivery of the final product along with
performing time management, cost management, quality management, change management, risk
management, issue management, procurement management and acceptance management. The
final part is the closure part, which involves the closure of the project. In this case study, during
the initiation phase, the management must estimate the total cost and time requirements needed
for the upgrade (Turner, 2016). The cost estimates is at around $40000 and the time expected is
around four months. The next step is to do the planning of the project and decide on the raw
materials, equipment, space and other requirements essential for the upgrade. The construction
and installation planning all fall under this part. The safety requirements also needs to be
considered in this part. In the execution part, the completion of the project objectives is given
prime importance. From completion of the designing to completion of the equipment installation
and painting, all needs to be done in this phase (Whyte et al., 2016). The quality check also needs
to be taken care of here. In the final part, the project is closed and extra cost incurred or time
taken is calculated and reported to the management. The penalties decided earlier may be
charged during this phase. In this phase, the project is finally closed and completed.

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Conclusion
In conclusion, a project delivery life cycle consists of four main stages from initiation of the
project to its completion during closure. The Royale Pizza shop in order to increase its
production will need to go through the complete renovation as fast as possible. The period set by
the management of the shop is four months. They also involved a delay based penalty scheme to
encourage faster work and remove slack. The revenue during these four months is zero due to no
production during this time. The restaurant and pizza shop hopes to increase its dining capacity
after the completion of the project. They also hope to increase their daily production due to
bigger kitchen space and better equipment. Through this project, the Royale Pizza shop estimates
to finally increase its profits by 25% and increase their sales.
References
Dalcher, D. (2019). Moving beyond project delivery: Reflecting on the life cycle concept as way
for organising project work2.
Haverila, M. J., & Fehr, K. (2016). The impact of product superiority on customer satisfaction in
project management. International Journal of Project Management, 34(4), 570-583.
Kantola, M., & Saari, A. (2016). Project delivery systems for nZEB projects. Facilities, 34(1/2),
85-100.
Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through
project control in infrastructure projects. International Journal of Project Management,
35(6), 1167-1183.

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Larson, D. (2019). A Review and Future Direction of Business Analytics Project Delivery. In
Aligning Business Strategies and Analytics (pp. 95-114). Springer, Cham.
Lock, D. (2017). The essentials of project management. Routledge.
Love, P. E., Liu, J., Matthews, J., Sing, C. P., & Smith, J. (2015). Future proofing PPPs: Life-
cycle performance measurement and building information modelling. Automation in
Construction, 56, 26-35.
Matějka, P., Kosina, V., Tomek, A., Tomek, R., Berka, V., & Šulc, D. (2016). The Integration of
BIM in Later Project Life Cycle Phases in Unprepared Environment from FM
Perspective. Procedia engineering, 164, 550-557.
Turner, R. (2016). Gower handbook of project management. Routledge.
Whyte, J., Stasis, A., & Lindkvist, C. (2016). Managing change in the delivery of complex
projects: Configuration management, asset information and ‘big data’. International
Journal of Project Management, 34(2), 339-351.