Project Management Report: Uniqlo Smart Jacket Launch, Singapore 2018

This project management report analyzes the launch of Uniqlo's new smart jacket in Singapore. The report details the project's introduction, emphasizing the jacket's features and the event's objectives. It discusses the importance of the project life cycle (PLC), outlining its phases: defining, planning, executing, and closure, and how it provides a framework for managing projects. The report identifies challenges in PLC implementation, such as environmental changes and the need for technical expertise. Recommendations are provided, suggesting the application of PLC to the one-day product launch, with a breakdown of each phase and its deliverables. The report concludes by highlighting the PLC's critical role in guiding the project's management, planning, and monitoring, and emphasizes the adoption of PLC to manage risks, stakeholders, information, and quality to achieve the desired outcomes.

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A PROJECT REPORT ON A ONE DAY PRODUCT LAUNCH OF UNIQLO IN SINGAPORE
TO INTRODUCE THE NEW SMART JACKET
Presented by
Student affiliation
Supervisor
14th, May 2018

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1. Introduction of selected project
The project will involve a launch of Uniqlo in Singapore aimed at introducing a new smart
jacket. During the event the invited customers will be given opportunity to experience and learn
about the new smart jacket, they will have the opportunity to enjoy and try how the new product
performs. The new smart jacket is automatically designed to keep warm in cold environment like
that of an air con room. The same jacket releases heat for the wearer to feel cold when faced with
hot conditions. The flexibility of the Smart jacket provides users with opportunity to experience
new technology shaping the clothing industry. The launch will feature an exhibition of the
various types of new smart jackets and illustrations done to participants how the new product
works. Every member of public will be invited to attend the product launch through campaign
awareness and invitation programs.
2. Importance of project life cycle
Project life cycle defines the sequence in which a project follows in achievement of the final
outcome. ‘The four phases in PLC include; defining, planning, executing and closure. Project life
cycle is among characteristics of projects in which they must pass through from start to the end’
(Bourne 2015, p.45). Project life cycle is an important component in planning and identifying
project activities to be performed. Each of the project phases in PLC differs in terms of
characteristics in which it is planned differently. ‘Project managers use PLC to monitor and
evaluate different phases of the project’ (Pritchard 2013, p.45). In addition it provides a
framework that can be used to manage any type of projects. Project managers can decide to
choose a PLC methodology that suit the type of project they wish to execute. In conclusion PLC
becomes an important guideline and framework for project teams can use to manage projects.
3. Challenges of project life cycle
Project managers face several challenges in implementation of PLC in their respective projects.
Projects are situated within environmental setting which is dynamic. Implementation of PLC in a
project is directly and indirectly influenced by the changes in the environment. ‘Project managers
are faced with conflicting decisions when making valuable changes in PLC resulting from
changes in environment’ (Royle & Laing 2014, p.66). Scholars have argued that PLC is static
and does not factor in changes emerging from the environment which affect project outcomes.

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Another challenge is that PLC requires technical knowhow in the implementation process.
Majority of project managers lack the necessary knowledge to implement and choose suitable
PLC in their respective projects. ‘Technological changes have directly influenced how PLC is
developed in projects it is then becomes a challenge to integrate it in normal operations’
(Heagney 2016, p.78).
4. Recommendation
PLC can be employed in one day project used in product launch of uniqlo in Singapore to
introduce the new smart jacket. The PLC will provide a framework in which the project will be
achieved. The notable steps of any PLC are definition, planning, executing and project closure.
4.1. Define
‘Definition phase in PLC involves putting efforts on goal generation, specifications, tasks, and
responsibilities formulation’ (Hedman 2013, p.71). A project charter and scope management for
the Smart jacket project will be developed to indicate; project justification, objectives,
stakeholder lists, constraints, exclusions, inclusions, project deliverables, and milestones. ‘It is an
important stage in PLC that provides a framework to approve and disapprove implementation of
the project’ (Chapell & Dunn 2015, p.45). The definition phase deliverables will be done with
consultation with project stakeholders.
4.2. Plan
The planning phase is the second stage in a PLC where documentation of various project
activities is done. In reference to planning for the smart jacket project plans for schedules,
budgets, resources, quality, staffing and risks will be documented. ‘The planning phase is a
critical session that ensures that the three constraints of time, budget and scope are balanced and
achieved effectively’ (PMI 2013, p.45). The phase will involve using project tools and
techniques to develop the several plans that can be used to execute the project. The project team
of Smart jacket will ensure that planning will be done before commencement of the project. ‘The
planning phase clearly defines a framework to be followed during the implementation of the
project and provide requirements used to measure project performance and experiences’ (Burke
2013, p.45).

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4.3. Execute
Majority of efforts and activities takes place in execution phase of the project (Gido & Clements
2014, p.34). The project team is implementing actual activities as per the plans created in the
planning phase of the project. The execution of smart jacket project will include buying required
materials and activities taking place. Other activities that will take place are controls, monitoring,
creation of forecast, status reporting and change request management. ‘A quality compliance
procedure will be followed to ensure that standards and specifications of the project are followed
to the latter (Bryde, Broquetas & Volm 2013, p. 972).
4.4. Closure
The project closure will be the last stage of the Smart jacket project life cycle. Project closure for
the Smart jacket project will take place after the goal of the project has been achieved in
reference that will be the next three days after the event occurrence. The project management
team for Smart jacket will formulate a project checklist that will be used to guide project closure.
During the closure of the project the project manager will perform the following activities:
closing and filing of the project records, execution and payments of contracts and suppliers,
releasing of resources (by selling part of the assets purchased), final evaluations, employee
compensations, documentation of lessons learnt, and final stakeholder meetings.
5. Conclusion
Project life cycle of the Smart Jacket project will be critical approach in its management which
was useful in guiding its achievement. In reference to the project it forms an important part in
project planning and monitoring of the project deliverables. The Smart Jacket project
management team will follow the PLC from initiation, planning, execution and to closure. The
PLC adopted by the projected provided a framework of developing smaller plans for managing
risks, stakeholders, information, and quality. The PLC has been used to explain the various
details of project requirements that the smart jacket project will follow in achievement of its
outcome.

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Reference lists
Bourne, L., 2015. Making projects work:effective stakeholder and communication management.
New Delhi: CRC press.
Bryde, Broquetas & Volm ., 2013. The project benefits of building information modelling.
International Journal of project management, 31(7), 971-980.
Burke, R., 2013. Project management: planning and control tecniques. New Jersey: Wiley
publishers.
Chapell, D & Dunn, M., 2015. The design and architect in practice . New York: John Wiley &
Sons.
Gido, J & Clements, T., 2014. Successful project management. Chicago: Nelson Education.
Heagney, J., 2016. Fundamentals of project management. AMACOM: American management
association .
Hedman, K., 2013. Project management professional exam study guide. Indianapolis: Wiley.
PMI., 2013. A guide to project management body of knowledge . Newtown Square: PA: PMI.
Pritchard, C., 2013. The project management communication toolkit. New York: Artech House .
Royle, J & Laing, A., 2014. The digital marketing skills gap: developing a digital marketer
model for the communication industries. International journal of information management,
34(2), 65-73.