Project Management for Nike in New Product Development Analysis

This project management report focuses on the development of an environmentally friendly product for Nike, aiming to resolve customer concerns through the introduction of a new material, potentially 50% recycled leather. The project outlines the scope, schedule, and resource requirements, including both human and technical resources. It identifies potential risks such as feasibility, meeting deadlines, material procurement, budget overruns, and customer acceptance, along with mitigation strategies. The report also details stakeholder communication plans, including the roles and responsibilities of the project manager, sponsor, manufacturing head, manufacturers, and suppliers. The project aligns with Nike's sustainability goals and emphasizes the importance of effective project management for successful new product development.

Running head: PROJECT MANAGEMENT FOR NIKE IN NEW PRODUCT DEVELOPMENT
Project Management for Nike in New Product Development
Name of the Student
Name of the University
Author note

1PROJECT MANAGEMENT FOR NIKE IN NEW PRODUCT DEVELOPMENT
Table of Contents
1. Introduction to Project.................................................................................................................2
2. Project Scope...............................................................................................................................2
3. Project Schedule..........................................................................................................................3
4. Resources Required.....................................................................................................................4
5. Risks within the Project...............................................................................................................4
6. Stakeholder Communication.......................................................................................................5
References........................................................................................................................................6

2PROJECT MANAGEMENT FOR NIKE IN NEW PRODUCT DEVELOPMENT
1. Introduction to Project
The project is based on development of a new product that is environmental-friendly in
nature and would resolve the problems that are being faced by customers. The primary aim of
‘Whatever’ business case is based on the introduction of a new environment-friendly material
that would be entertained towards the 50% recycled leather. Different operations would be
performed based on choosing of the physical location in which the products would be
manufactured and delivered for sale.
2. Project Scope
The project is based on understanding the different kind of plans that would be designed
and activities included for ensuring that the new product development would be successful in
nature. The project would also be completed within the appropriate budgetary estimations and
given time period. Moreover, the project would also include all possible aspects within the plan
that would be considered as successful for achieving the set goals for the project.

3PROJECT MANAGEMENT FOR NIKE IN NEW PRODUCT DEVELOPMENT
3. Project Schedule
The schedule of the project is discussed as:
Operation Objective One
Choosing of a physical location in Asia 1/1 1 1/15 15 15 0 To be filled 100%
Finding and making contracts 1/16 16 1/31 16 12.8 3.2 To be filled 80%
Developing the producing chain 2/1 1 2/28 28 16.8 11.2 To be filled 60%
Collecting new material 'Flyleather' 1/1 1 1/31 31 12.4 18.6 To be filled 40%
Production of footwears with new material 1/1 1 1/31 31 6.2 24.8 To be filled 20%
Operation Objective Two
Checking the quality all pair of shoes 4/1 1 4/30 30 30 0 To be filled 100%
Packing of shoes 5/1 1 5/31 31 24.8 6.2 To be filled 80%
Delivering to Australia 7/1 1 7/31 31 18.6 12.4 To be filled 60%
Distributing to diff erent warehouses 8/1 1 10/31 92 36.8 55.2 To be filled 40%
Promotion and sales in main cities in Australia 11/1 1 9/30 334 133.6 200.4 To be filled 40%
CSR Objective
Identification of environmental friendly elements 3/1 1 5/31 92 92 0 To be filled 100%
Collecting the raw and recycled material in India and
China 6/1 1 8/31 823 658.4 164.6 To be filled 80%
Using Nike advanced technique for manufacturing
'Flyleather' 9/1 1 12/25 116 69.6 46.4 To be filled 60%
START DATETASK NAME DAYS
COMPLETE*
DAYS
REMAINING*
DAY OF
MONTH* END DATE TEAM
MEMBER
PERCENT
COMPLETE
DURATION*
(WORK DAYS)
WEEK 4WEEK 3WEEK 2WEEK 1
0 100 200 300 400 500 600 700 800
Choosing of a physical location in Asia
Finding and making contracts
Developing the producing chain
Collecting new material 'Flyleather'
Production of footwears with new material
Checking the quality all pair of shoes
Packing of shoes
Delivering to Australia
Distributing to different warehouses
Promotion and sales in main cities in Australia
Identification of environmental friendly elements
Collecting the raw and recycled material in India and China
Using Nike advanced technique for manufacturing 'Flyleather'
Days of the Month
(Figure 1: The Project Plan)
(Source: Created by author)

4PROJECT MANAGEMENT FOR NIKE IN NEW PRODUCT DEVELOPMENT
4. Resources Required
The resources included within the plan of the project include both human and technical
resources. Each of the resources would need to be planned and put in proper place in order to
ensure success towards the project.
5. Risks within the Project
Risk
No.
Risk Description Likelihood Impact Risk Mitigation
Action
1 The project would not be
considered as feasible during
the development stage
Low Medium The project should be
carefully be designed
based on the discussion
with the project
manager and business
analyst.
2 The project might not be
completed within the set
deadline
Low Medium The project manager
should ensure that the
project activities would
be completed as per
planned.
3 The materials might not arrive
at the proper time before
manufacturing
Low High Each of the materials
required for the project
should be procured
before the start of any
activity.
4 The budget approved for the
project might get exceeded
Medium Medium The project activities
should include all
resources and project
activities and should
abide by the cost.
5 Customers might not like the
product after it has been
manufactured
High Medium After the manufacturing
of the product, the
product should be put
under testing and hence
it should be made

5PROJECT MANAGEMENT FOR NIKE IN NEW PRODUCT DEVELOPMENT
approved.
6. Stakeholder Communication
Stakeholder Purpose Mode Frequency
Project Manager They would be responsible
for arranging each of the
activities within the project
and ensuring that the project
would meet its success
criteria
Face-to-Face Daily
Project Sponsor They would ensure that the
project would meet with the
ensured goals
Face-to-Face Daily
Manufacturer Head They are responsible for
detailing out the
manufacturing plan and
setting out activities to be
covered within the plan
Emails Weekly
Manufacturers They would be responsible
for performing
manufacturing related
activities and completing
them. They would listen to
the instructions of the
manufacturing head.
Face-to-Face Daily
Suppliers They would supply the
materials and resources as
per the plan and agreed
conditions of the
stakeholders. They would
ensure that each of the
activities of the project
would be met.
Email Monthly

6PROJECT MANAGEMENT FOR NIKE IN NEW PRODUCT DEVELOPMENT
References
Eskerod, P., Huemann, M. and Savage, G., 2015. Project stakeholder management—Past and
present. Project Management Journal, 46(6), pp.6-14.
Katsikeas, C.S., Leonidou, C.N. and Zeriti, A., 2016. Eco-friendly product development strategy:
antecedents, outcomes, and contingent effects. Journal of the Academy of Marketing
Science, 44(6), pp.660-684.
Sunder M, V., 2016. Lean six sigma project management–a stakeholder management
perspective. The TQM Journal, 28(1), pp.132-150.
Zhang, L., Wang, J. and You, J., 2015. Consumer environmental awareness and channel
coordination with two substitutable products. European Journal of Operational
Research, 241(1), pp.63-73.