Project Management: Target Store Development Business Case Study

This case study examines Target's store development project, focusing on the challenges faced during its expansion into Canada. The business suffered due to various reasons and the organization aimed to resolve these issues by developing the supply chain. Several project management approaches, including critical chain, traditional project management, extreme project management, event chain methodology, and process-based management, are compared, with process-based management identified as the most suitable due to its flexibility and adaptability. The project objectives include meeting customer expectations, conducting stakeholder and situational analysis, and establishing a robust supply chain. Key performance indicators and a Gantt chart are used to manage quality and track progress. The project faces constraints related to time (157 days), budget ($101,040.00), and scope, along with risks such as insufficient budget, unskilled employees, schedule slippage, and improper analysis. The case study concludes by highlighting potential success and failure factors, such as effective management, time, and cost control.

Development of Target
Store

Introduction to the case
 The paper mainly reflects on one of
the retailer named “Target”.
 In the month of March 2013, the
retailer expanded and reached to a
peak of around 133 stores in more
than one and half year.
 However, the business of the retailer
in Canada suffered and this is mainly
due to some of the reasons including
 In order to resolve the issue, the
organization wanted to develop the
target store by developing the supply
chain.

Project approaches
The different approaches of the
project are generally compared
below:
 Critical chain:.
 Traditional project
management
 Extreme project management
 Event chain methodology
 Process based management

Best approach for the project
 It is found that process based
management is found as one of the
best approach for the developing the
Target store.
 This is mainly because with the help
of this approach, the project
managers will be capable of breaking
the activities of the project into
smaller tasks
 This further helps in enhancing
flexibility as well as adaptations of
the projects for various types of
unforeseen developments.

Project objectives
The project objectives are listed
below:
 To live up to the expectations of
the Canadian customers.
 To undertake proper stakeholder as
well as situational analysis
 To establish supply chain for the
retailer

Performance
measurement/Management of
quality
Quality item Verification
Yes No
Does the expectations as well as needs of the
project are met?
------- No
Does the project undertake appropriate
situational analysis as well as stakeholder
analysis
------ No
Does a proper supply chain is developed for
the project?
Yes ------
Does the progress of the project is analyzed
after the completion of each phase?
Yes -------

Stakeholder analysis
Stakeholder Power Interest
Project manager High High
Human resource manager High Low
Project planner High High
Project team Low High
Risk manager High Low
Quality analyst Low High
Financial manager Low High
Operation manager High High

Gantt chart

Project constraints
The project constraints are as follows:
 Time: The project must be completed
within the time period of 157 days
 Budget: The project must be finished
within the budget that is around
$101,040.00
 Scope: The project must follow the
scope so that the project for
development of the target store

Project risks
The risks that are associated with the
project are as follows:
 Insufficient budget
 Unskilled employees
 Schedule slippage:
 Improper analysis of project
situation

Possible success or failure
factors
The possible failure or success
factors that are associated with the
project are mainly elaborated
below:
 Effective management
 Time
 Cost

References
 Drouin, N., Sankaran, S. and Muller, R., 2016. The nature of
organizational project management and its role as an
organizational capability. Manageable Cooperation?.
 Joslin, R. and Müller, R., 2015. Relationships between a project
management methodology and project success in different project
governance contexts. International Journal of Project
Management, 33(6), pp.1377-1392.
 Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and
Villanueva, P., 2014. Project risk management methodology for
small firms. International journal of project management, 32(2),
pp.327-340.