Running head: DISTRICT 4 PRODUCTION WAREHOUSE

District 4 Production Warehouse Name Institution Date

DISTRICT 4 PRODUCTION WAREHOUSE

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E ecuti!e Summar" District 4 a##are$ design and manu%acturing com#an" under Tri$$o A##are$ Com#an" &TAC' has an a##ro imate o% ())) em#$o"ees a$$ *or+ing in the %our districts o% the com#an" name$", District - in North. District / in South. District ( in West and District 4 in East0 One o% the nota1$e success and gro*th o% the com#an" is the setting o% its strategic o12ecti!es each ne* "ear to o#erate the com#an" #riorities so to attain its goa$s0 Such o12ecti!es ha!e $ed to the e #ansion o% the com#an" *arehouse to accommodate more com#an" needs in e%%orts to ser!e more customers0 Tri$$o a##are$ current "ear #riorities are meant to #ro!ide more ser!ices to its c$ients and a!oid o!ercro*ding at the com#an" %aci$ities0 One o% the documented strategies 1" the com#an" esta1$ished 1" this re#ort is the construction o% another *arehouse 1ecause o% the com#an" considera1$e e #ansion in the #re!ious %our "ears0 The management o% Tri$$o A##are$ Com#an" %ee$s the need to create more s#ace 1" mo!ing the current %aci$it" -) mi$es a*a". an e cise *hich is thought to generate an e tra 3- mi$$ion #er "ear0 Ho*e!er. the #$anned mo!e o% the current %aci$it" is estimated to ta+e not more than %our months *ith contractors ha!ing sent their 1ids ma+ing the #rocedure easier to carr"0 This is to ensure that the customers are not much distracted %rom their dai$" acti!ities and that the" get *hat the" *ant0 Pro2ect #er%ormance and status re#ort Tri$$o A##are$ Com#an" District 4 Production Warehouse is one o% the %astest gro*ing com#anies0 Its in!o$!ement in #roduct storage has not on$" 1ene%ited the $oca$s 1ut a$so the g$o1a$ 1usiness0 This is 1ecause the com#an" storage ser!ices o%%ers a great he$# to ma2orit" o%

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traders and in he$#ing them distri1ute their #urchased #roducts to their #re%erred stations adds4u# a #ri!i$ege to them0 Pro2ect #er%ormance has sho*n a good status re#ort o% the com#an" *hich is the reason the Tri$$o A##are$ Com#an" outshines other com#anies0 The #er%ormance o% the com#an" has a$so sho*n the needed #ro%essiona$ism in a *a" that goods and ser!ices are hand$ed0 The sta%%s at the com#an" ha!e a$so #er%ormed an in!entor" method *ith the aim to ma+e o#erations at the com#an" e%%ecti!e0 The mo!e to create more s#ace is the management5s strateg" to #ro%essiona$i6e com#an" %unctions and *in the hearts o% their c$ients0 Pro2ect #er%ormance is intended to sho* ho* things %$o* %rom the start o% the #ro2ect to its %ina$0 E #erts use #ro2ect #er%ormance measures to ca$cu$ate the intended acti!ities 1ecause the e cise i$$ustrates each acti!it" as categori6ed *ith indication on *hether the said acti!it" has 1een done according to the sti#u$ated time and *ithin the %rames dra*n in the #$an0 Pro2ect #er%ormance is %i$$ed *ith the continuation o% the #ro2ect0 7or the success o% the #ro2ect. the concerned manager is e #ected to ta+e into account some o% the #ro2ect5s determining %actors0 The main as#ect in #ro2ect im#$ementation is the mode o% communication used0 Indi!idua$s engaged in this area are e #ected to gi!e %ast. e%%icient and accurate in%ormation to a!oid interru#tion a$ongside other incon!eniences that might $ead to #ro2ect de$a"s or increased costs0 To cur1 this issue. direct communication $i+e use o% internet and mo1i$e #hones are considered accurate and e%%ecti!e methods com#ared to others0 Another %actor to $oo+ at is the choice o% teams se$ected to ta+e the res#onsi1i$ities set in the #ro2ect0 This is the no* the #hase *here the #ro2ect manager is re8uired to gi!e a c$ear #icture on the choosing o% teams and to gi!e reasons on the com1ination i% there is in the teams se$ected0

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Ho*e!er. the se$ected teams *ith the instructions o% their manager are e #ected to *or+ on their #ro2ects *ithout an" con%$ict o% interests0 On addition. the team mates must 1e grou#ed according to their s+i$$s and +no*$edge *ith each grou# ha!ing a reasona1$e num1er o% #ersons so that the management and contro$ o% the #ro2ect can 1e easi$" carried0 Each $eader in these grou#s must ho$d $eadershi# s+i$$s necessar" %or grou# management so to gi!e satis%actor" resu$ts e!er" time the #ro2ect assessment is underta+e0 As said ear$ier. the goa$s o% the #ro2ect ha!e 1een set %orth and the resu$ts e #ected *hen the time #$anned e #ires0 These o12ecti!es inc$ude the shi%ting o% the %aci$it" -) mi$es a*a" %rom the #resent $ocation to a #$ace *ith enough s#ace %or the com#an"5s %unctions and the reconstruction o% the #resent %aci$it" to a good *arehouse to gi!e more room %or the a$$ the o#erations concerned *ith the district *hich therea%ter *i$$ he$# ad!ance the #roduct 8ua$it"0 The other reason 1ehind the mo!e o% the %aci$it" to the East and the reno!ation o% the %aci$it" is to raise its re!enue and 1rand name so to increase sa$es in the %ourth district and $o*er the chances o% $osses at the end o% the #ro2ect5s $i%e0 The #redicted $ong tas+ to 1e recorded in this #ro2ect is the %raming ins#ection #$anned to start on Tuesda" the -9th o% :arch. /)-- to :onda" /;th o% :arch the same "ear under cit" and count" ins#ector and the %ina$ insta$$ation to +ic+4o%% on :onda" the --th o% A#ri$. /)-- to 7rida" /<th o% the same month and "ear under the management o% Woodcra%t Car#entr"0 District manager shou$d mind the a1o!e mentioned acti!ities to ma+e sure that the" are gi!en re8uired in%ormation so that the" are com#$eted under the time schedu$e 1ecause $ac+ o% necessar" resources *i$$ automatica$$" $ead to disru#tion and $ater un%a!ora1$e conse8uences on

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the #ro2ect0 The good thing is that the de$a" in authori6ing #ermits does not a%%ect the schedu$e as other im#ortant e!ents *i$$ go on0 A c$ose e amination sho*s that cit" and count" are a*arded more *or+ing time a1out =09 da"s *ith human resource coming second *ith 409 da"s0 East side %raming Pm. *ater *or+s and s#ar+ e$ectrica$ are among the ones5 a$$ocated *ith $east time a1out ; hours each0 The #ro2ect is estimated to use a tota$ o% 3(;(.))) and *ith a #eriod o% -;;) hours to 1e com#$eted0 Some o% the contractors are seen to *or+ outside the sti#u$ated time 1ecause their #ermits seem to ta+e more time to 1e re$eased0 7raming and dr"*a$$ contractors need time t*ice the schedu$ed 1ecause o% the %e*er *or+%orces0 These changes ca$$s %or the restructure o% the #$an 1ecause according to the schedu$e. there are no *a"s a$$ the a1o!e acti!ities *i$$ %it in the time #ro!ided0 To me. there is need %or reshu%%$ing and ad2ustments o% #ro2ects to ensure the #$anned dead$ine is met0 I thin+ the 1est thing to do in such a situation is cutting o%% the time in critica$ #ath and a$so assuming some acti!ities that do not necessari$" re$ate 1ut *ere ear$ier at the same #hase such as e$ectricit" insta$$ation and #$um1ing that can 1e com1ined *ith the insta$$ation o% dr" *a$$ to create more time0 There is a$so the a##$ication o% the traditiona$ method ca$$ed crashing0 This method entai$s the use o% additiona$ resources $i+e hiring e tra #ersonne$ to he$# so%ten the #rogress o% running the #ro2ect0 The #rocess might a##ear good to the 1ene%it on time 1ut on the other side. the com#an" *i$$ incur an e tra cost *hich ma" other*ise a$ter the critica$ #ath0 Organi6ationa$ Structure The organi6ationa$ structure o% the com#an" is %unctiona$ in nature0 A$$ the com#an" o#erations are done under the $eadershi# o% one decision ma+er > the #ro2ect manager0 He is the one that o!ersees e!er" acti!it" carried *ithin the #remise and *ho a$so #$a"s the ro$e o% an e ecuti!e

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manager0 A$$ em#$o"ees in Tri$$o A##are$ Com#an" are categori6ed according to their s+i$$s and e #ertise0 The indi!idua$s are then grou#ed into a grou# headed 1" one #erson *ho is res#onsi1$e %or a$$ the actions the team does0 The team is headed 1" the %unctiona$ manager *ho organi6es and gi!es su##ort to the team and a$so re#orts a$$ the #roceedings to the #ro2ect manager0 A$$ the mem1ers o% the di%%erent teams are e #ected to #ut into o#eration the #ro2ect acti!ities as #er indi!idua$5s area o% e #ertise0 The organi6ationa$ structure o% the #ro2ect is sho*n in the %igure 1e$o*0 Pro2ect and Administrati!e Teams Pro2ect teams are di!ided in res#ect to the tas+s #er%ormed in the #ro2ect as %o$$o*s: In%ormation and communication #$an > This is the team that dea$s *ith a$$ the in%ormation associated *ith the #ro2ect0 It #asses in%ormation to the managers and the em#$o"ees *hen necessar"0 P$anning management team > This is concerned *ith the #$anning and a$$ the schedu$e acti!ities ta+ing #$ace in and outside the #ro2ect0 The team mem1ers $in+ed to this #$an management guarantees to the #ro2ect #$an that e!er" #$anned acti!it" is on its time and manner0 Human resource team > These are the #eo#$e concerned *ith the human resource such as recruiting and training o% mem1ers0 Pro2ect %o$$o*4u# and data entr" team 4 Peo#$e in this team are res#onsi1$e %or a$$ the data recei!ed and sent !ia the com#an" com#uter ser!er0 Their res#onsi1i$ities a$so inc$ude ma+ing a %o$$o*4u# o% the #ro2ect #rogress0

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Pro2ect ris+ and change management Tri$$o A##are$ Com#an" Pro2ect is %aced *ith cha$$enges o% %ai$ure #rior the com#$etion o% the #ro2ect on the grounds o% de$a"s0 There is a ris+ o% 3/9).))) a #$an ta+en %or 9 da"s 1" the #ro2ect manager in e%%orts to %und the com#an" transition raising chance o% the com#an" increase in re!enue o% 3-.))).)))0 There is a$so the need to 1e a*are o% the threats o% $osing 3/9).)))0 These are the threats o% mo!e to a third #art" so %or an" dou1t. the 1urden id mo!ed to the #erson concerned there1" decreasing the conse8uences o% the threat and a##$"ing the e%%ects contained0 Pro2ect management techni8ues This #ro2ect is contro$$ed *ith the aid o% ?antt chart. a #rogram named a%ter its %ounder Henr" ?antt0 The %ounder. 2oint$" *ith his schoo$ co$$eagues and their instructor 7rederic+ Wins$o* Ta"$or managed to #ut the method into #ractice0 The theor" o% scienti%ic management method uses the a##$ication o% ad4hoc 1asis to carr" #ro2ects in adding the conce#t o% mathematica$ #ro2ects4schedu$ing ca$$ed Program Re!ie* and Critica$ Path :ode$ &CP:'0 :ore so. an ad!anced techni8ue o% #ro2ect management ca$$ed E!ent Chain Techni8ue is a$so used to manage the #ro2ect *hich inc$udes CP: and other #ro2ect management im#$ement ca$$ed Critica$ Chain :anagement :ode$ &CCP:'0 The CCP mode$ is considered in dea$ing *ith sus#icions connected to #ro2ect management in res#ect to the resources accessi1$e %or the #ro2ect0 The use o% the E!ent Chain :ethodo$og" is to act as a center o% attention in managing and ma+ing out e!ents that ha!e an e%%ect on #ro2ect ca$endar0 There is the $i+e$ihood o% ris+s and the status o% the actions0 This is a %act e!en in rea$ $i%e 1ecause it is hard to %ind a continuous uni%orm #rocess *ithout un#redicta1$e u#s and do*ns

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1rought a1out 1" e terna$ e!ents0 In this case. un#redicta1$e e!ents can ha##en at an" gi!en time *hether the #ro2ect is running or not0 The #rocess ta+es into account the $i+e$ihood o% unnecessar" e!ent ta+ing #$ace during the #ro2ect time0 Another cha$$enging thing is the #rinci#$e on the e!ent chain0 Some e!ents occur due to the #resence o% other e!ents *hich therea%ter create an e!ent chain0 Such chains mentioned a1o!e negati!e$" change the running o% the #ro2ect0 To cur1 this. a 8uantitati!e ana$"sis method is used to esta1$ish their outcome on the #$an set %orth %or the #ro2ect0 A good e am#$e is *hen a change in the re8uirement is noticed in an acti!it" *hich then *i$$ $ead to a certain e%%ect %or the %o$$o*ing acti!it"0 The third #rinci#$e re$ate to critica$ e!ents0 These e!ents ha!e a higher #ossi1i$it" to a%%ect the #ro2ect *hen 2udged against to others0 These critica$ e!ents are dogged through an e amination re$ationshi# that is seen through #arameters and the e!ents $in+ed to the #ro2ect such as duration set. %$o* o% e!ents and the #ro2ect cost0 The $ast #rinci#$e is $in+ed to e!ent chain !isua$i6ation0 This e cise is carried *ith the assistance o% chain diagrams0 These diagrams sho* ho* the %$o* o% e!ents in a c$ear a##roach %rom the start to the %ina$ ma+ing it easier to understand 2ust 1" a $oo+0 E!ent chain diagrams a$so he$# in identi%"ing some critica$ e!ents and ma+e things easier in the cases o% uncertainties and other ana$"sis o% ris+s at the management $e!e$0

Conc$usion

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The %ate o% the #ro2ect a$$ $ies on the hands o% the #ro2ect manager de#ending on the changes im#$emented0 The #ro2ect destin" ca$ a$so 1e determined 1" the resources a*arded to the manager. *hether to shorten its o#erations 1" @5crashing55 as mentioned ear$ier in the re#ort or #reser!e its rea$ $i%e 1" using the a!ai$a1$e resources0 A$though increasing the *or+%orce *i$$ meet the sti#u$ated acti!ities and dead$ine. more mone" *i$$ 1e needed to com#ensate the costs0 Ta+ing a c$ose $oo+ at the #ro2ect. it is e!ident that un%oreseen e!ents can come u# *ithout e #ectations0 A##ro#riate measures are there%ore needed to she$ter the #ro2ect shou$d there 1e un#$easant e%%ects o% uncertaint"0 ?ood arrangements and communications shou$d 1e made to a!oid situations $i+e contractors running out o% time to #er%orm some duties 1ecause o% other res#onsi1i$ities0 Such %ai$ure to gi!e #ro#er communications ma" create incon!eniences *hich ma" de$a" the #ro2ect continuit" es#ecia$$" *here critica$ #ath is used0