Analysis of Volkswagen's Emission Reduction Strategies

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PROJECT INITIATION DOCUMENT

Table of Contents
INTRODUCTION..........................................................................................................................2
PROJECT APPROACH..................................................................................................................3
STAKEHOLDERS..........................................................................................................................5
PROJECT DESIGN........................................................................................................................6
PROJECT MONITORING AND EVALUATION................................................................................9
COMPETENCIES DEVELOPMENT..............................................................................................11
1

INTRODUCTION
The main objective of the project is to assess the changes that have been made in the strategies
of the Volkswagen to reduce the number of emissions from their vehicles. In the automotive
industry, the companies have been facing the challenges that are associated with the
conserving the environment. There are companies that have been contributing highly to the
development of the vehicles that emit the lesser amount of the toxic substance in the
environment. Volkswagen has initiated the production of the hybrid cars that run from both the
electricity and fuel. The organization development programme that has been developed by the
company completely emphasised on the key aspects of the change interrelated with the
vehicles that are the source of the toxic emissions in the environment. This is due to the raised
awareness among the individuals in the subject of usage of the eco-friendly vehicles leading to
the requirement of the organizational changes in the organization. Organizational development
can be identified as the planned procedure of change that occurs in the culture of the
businesses with the advancements in the technology. The companies imply change
management approaches that involve various approaches including the uni-directional, rational
and traditional approaches that help in the strategic planning during the phase of the change.
2

PROJECT APPROACH
In the case of the Volkswagen, the planned approach of the change management given by the
Kurt Lewin is implied for the assessment of the areas in the company that require the change.
This approach comprises of recognising the sectors of the change, evaluating and implying the
effective strategies that are required for the change.
The model given by the Lewin explains the concept of structured change by the varying states
of the block and ice. This consists of the three stages that are unfreeze, change and refreeze.
Unfreeze represents the inability to change while the initial stage includes preparing the
Volkswagen for the change (Hayes, 2018). Change is the stage of the model where the
transition in the existing structure of Volkswagen takes place and individuals are motivated to
learn and adapt the new changes. Stability of the Volkswagen is regained with the acceptance,
embracement and implementation of the new policies regarding the production of eco-friendly
vehicles that fall under the stage of the refreeze.
The coping cycle of five stages explains the manner in which the people react and adjusts
during change that can be implied in Volkswagen for understanding the behaviour of
employees towards the environment-friendly initiatives. This includes the denial, defence past
practices, adjusting while rejecting the past behaviour, adapting the new methods and
internalisation.
McKinsey gave the 7s model that has been proved to be effective while managing the change in
the Volkswagen. It comprised of 7 stages that initiate from the development of the plan for the
hybrid cars so that the goals of the organization can be achieved, structure is the manner in
which the firm is divided, systems is order in which the task is done, shared values are the core
values, style is the way in which the leadership and transition is adopted, staff is the workforce
and abilities are the skills that are possessed by the employees (Sivri and Krallmann, 2015). This
model has benefited Volkswagen while implying the strategy that is the combination of the
emotional and practical elements of change making it easier to handle the transition easily.
3

ADKAR model stands for the awareness of the requirement of change, desire to change, and
knowledge of implying the change, incorporation of the change on a regular basis and
reinforcement of change for the future. Through this, Volkswagen has attained the capability to
identify and evaluate the reasons for the change and also the reason behind why the scandal
took place earlier. Further, these models were implemented by the company for introducing
the idea of hybrid for the lesser emission in the environment.
4

STAKEHOLDERS
The awareness of the stakeholder requirements and expectation plays a major role in the
success of the projects of the Volkswagen as they determine the development of the sales in
the market. Volkswagen stakeholders involve the consumers, analysts and investors,
employees, suppliers, partners, non-governmental authorities, politicians, public authorities
and scientists (Jung et al., 2017). The consumers of the automobile industry are aware of eco-
friendly vehicles resulting in the increment in the demands of such products from the suppliers.
In order to enhance the brand image of the Volkswagen, the partners and investors are also
focusing on investing in the vehicles with the lesser emissions.
Stakeholder Information Method Time of
frequency
Sender
Volkswagen
Senior
management
Project Progress Information
related with
documentation
Fortnight Designated
Manager
Analysts and
Investors
Planning of the
amount of
investment
Meeting On a monthly
basis
Project
coordinators
Employees Agreement
evidence
Meeting and
email
On a weekly basis Management
5

Suppliers Providing
information
related to eco-
friendly auto parts
Email and
telephone
On a daily basis Members of
supplying
firms
PROJECT DESIGN
The team’s work can be organized in the form of the manageable segments efficiently with the
usage of the work break down structure that is also identified as the key project deliverable.
According to the project management body of the knowledge, the work breakdown structure
can be also recognised as the deliverable-oriented hierarchical that can be executed as the
project team (Fuller et al., 2017). During the phase of project design, WBS facilitate with the
division of the departments such that the environment-friendly policies can be easily implied
into each segment of the firm such as the production department efficiently. The WBS structure
of the project is given below:
6

FIGURE 1: WBS STRUCTURE
7
PROJECT PLAN
Analysis of influence of
the CO2 emissions on
the organization
Influence on
Administrtion
Influenceon
Communcation
Influenceon storage and
distribution
Influenceon Prodcution
Evaluation of
opportunities and
problems
Working on challanges
Evalauting the influnec
on the workforce

WB
S Id
Level Name of Element Work Details Budget
£
Resources Deliverable
1 1 PLANNING Project
management
plan
development
Managers
and staff
member
Business plan
2 2 DESIGNING Goals
designing
leaders Project objectives
3 3 DATA COLLECTION qualitative
analysis
120 Resources
available on
internet
Information
4 4 DOCUMENTATION Pie charts
and reports
70 Ms-word,
MS-
PowerPoint
Appropriate
framework
5 5 IMPLEMENTATIO
N
The plan has
been implied
250 Resources
available on
internet
Digital
transformation
6 6 ASSESSING THE
INFLUENCE ON
THE MARKETING
The influence
of the
project has
been
60 Staff
members and
consumers
Success or failure
8

assessed
7 7 INVESTIGATION Through the
data
collection
deriving the
conclusion
Staff
members
Identification of
the defaults is
done
Thus, the estimated total cost of the project will be= $ 500/per year involving the fixed cost,
taxes and items cost.
9

PROJECT MONITORING AND EVALUATION
The scope of the project can be easily determined along with monitoring and evaluation
through the implementation of the essential deliverables as stated by the Project management
body of knowledge (Larson and Gray, 2015). This can help in facilitating the project with the
deliverable oriented breakdown into much smaller segments. This can be represented as
follows:
Another method through which the layout of the project can be examined is the Gantt chart
that was developed by the Henry in 1947. The planned process implied in this project can be
represented graphically. This also supports in supporting and tracking the growth of the project.
This can be represented widely as given below:
10

Activities 1-2
week
3-4
week
5-6
week
7-8
week
9-10
week
11-
12
week
13-
14
week
15-
16
week
17-
18
week
19-
20
week
Brain storming
Recognizing the
goals
Data collection
through the
Secondary
research
Meta-analysis
Data collection
through Primary
research
Quantitative data
analysis
Result
establishment
11