MANAGEMENT REPORT ON THE STRATEGIC SIGNIFICANT EVALUATION OF PROJECT GRIFFIN

SUPPORTING INSTRUCTIONS FOR ASSIGNMENT 2.

For starters this assignment is an analysis and evaluation of the potential impact of  PROJECT GRIFFIN(A project initiated by SABMiller plc with their head office in South Africa with branches all over the world especially  the UK) from the business environment surrounding PROJECT GRIFFIN.
Apart from the instructions given in the previous attachments, this is also VERY VITAL.USE THE FUNDAMENTALS OF EXECUTIVE PROJECT MANAGEMENT(EPM).It is a 50 page report,DO NOT write irrelevancies to fill up the pages!Attach all used appendices and do a proper reference list at the end of the report.You must write a SUMMARY after each PHASE and YOU MUST write a recommendation after each phase…..there are 4 phases in total.Do a final CONCLUSION.
1.There must be a table of content that has easy to understand headings and sub-headings and ALL the pages must be numbered.
2.There must be a Project Review Questionnaire inclusive of  the following questions asked and answered to assist with the report and must be part of the appendices:
a.Was the project  goal clear?
b.Was a core team established? if yes, did it remain together for the entire project?
c.Was a detailed project plan developed?If yes,did the core team participate in developing it?
d.Did the plan cover the entire process from concept to customer?
e.Was the project deadline truly negotiated with project sponsors?
f.Were core team members aware of the benefits of the project:For themselves? For the organisation?
g.Were core teammembers continually aware of what was expected of them
h.Did top management support the project throughout the duration?
i.Was the customer or end user(or customer representative group)involved in the early project?
j.Was the customer fully informed of:
project progress?
Project changes?
Project setbacks or failures?
Project delays?
k.Were customer expectations:
Solicited?
Included?
Met?
Exceeded?
l.Was project communication sufficient?
m.Were regular meetings held?
n.Was timely project information readily available?
o.Did the team members know whom to contact if there was a delay or other problem?
p.Did the core team meet regularly with:
upper management?
Customers(s)?
Other interested parties?
q.Did the project have detailed budget?
Was it a help during the project?
3.It is a report like a history of A PROJECT, who served the project with what capacity.what was right or wrong about the project, the substance of  the project and how it was managed.
4.In the introduction you need to explain the PROFILE of SABMiller plc(spell it like this)and PROJECT GRIFFIN.
5.Ensure you use HARVARD referencing etc check the other attachment for instructions.
6.Define any word that you use in your analysis starting from PHASE 1 of your analysis and evaluation starting with what Project Management is.
7.Use correct data of the project griffin,the company balance sheet,income statement etc where required.
USE ALL THE INSTRUCTIONS AND ATTACHMENTS SENT AND THEY ARE NOT LIMITED TO:
8.For PHASE 1-When you do the assessment of  the business environment surrounding the project as required use ,why a project is not linear, write about the type of change at SABMiller regarding Project Griffin(such as PLANNED CHANGE etc),drivers of change, CULTURE of  SABMiller ,objectives of SABMiller and project Griffin, the SCOPE of the project(cost, schedule, quality ,environmental impact, mention  judicial ACT affecting it in UK, health and safety and utility),whether it uses a DETERMINISTIC MODEL  or not, write about PMBOK,LEARNING ORGANISATION, development of intellect skill (e.g cognitive, applying, integrated or dynamic knowledge)6 research competencies of project management, write about technological entrepreneur, skills necessary for project managers, write about the Lewin’s 3 stage change model, the type of market SAB Miller is involved in whether perfect  competition market, monopolistic etc, the RISKS involved in the project a variety of business techniques such as PESTEL analysis, SWOT analysis, VRIN analysis from the macro, market and micro environment. SUMMARY,RECOMMENDATIONS.
9.PHASE 2:USE THE INSTRUCTIONS SENT REGARDING STRATEGIC POSITIONING and add PORTER’S 5 forces, project management competencies, policies regarding developmental implications in a natural environment, activities which involves cost and money, policies regarding structure(type of SABMiller’s structure and Project Griffin),role of teams, PORTER’S generic forces, internationalisation  and globalisation, criteria for a competent manager, project management information system(PMIS),supply chain management, the 2 sides of a project(technical and socio-culture part).SUMMARY AND RECOMMENDATION.
10.PHASE 3 added to the instructions sent, use guidelines for conducting a project management(cognitive, applying, integrated and dynamic knowledge, Lewin’s force field analysis,7 forces of change, use the CONTENT MODEL, strategy for initiating a project, waste reduction, use the developing plan for a project manager selection and LEARNING ORGANISATION, project life cycle, PROJECT REVIEW.SUMMARY AND RECOMMENDATIONS.
11.PHASE 4:Add to instructions  in the other attachment, risk register, second audit, close out report, post project reviews, challenges, audit life cycle, if an audit report was done or not, review of risks, post mortem of the project, what is lacking in the project, SUMMARY AND RECOMMENDATIONS.
12.CONCLUSION
13.LIST OF REFERENCES
14. APPENDICES

Technical requirements:

As described in the assignment brief.

1.Use Harvard referencing

2.Font type:Times Roman

3.Font size:12

4.Spacing:1.5

INSTRUCTIONS
The field study provides students with an opportunity to apply the fundamentals of Executive Project Management, and all other facets of the MBL programme in a systems manner of thinking. The field study serves a dual purpose. Firstly, it describes and analyses the organisational set-up and its business environment, and secondly, it looks at the typical project environment within the organisation, and the dynamics of managing a project at the strategic level.
Recommended approach
Select a project of strategic significance (100% completed or 75% completed) in an organisation of your choice. The evaluation of this chosen project must be done in the following four phases:
Phase 1:
To assess the potential impacts on the project from the business environment surrounding the project
This requires using a wide variety of business techniques to identify and assess the potential impacts from the macro-, market and microenvironments on the project.
Phase 2:
To assess the strategic positioning of the project
within the organisation’s overall project pipeline of projects
within the organisation’s organogram, policies, systems and procedures
relative to competitors, supply/demand, protecting existing value, creating new value, et cetera

Phase 3:
To assess the project environment within the organisation and the dynamics of initiating the project efficiently at the strategic management level. Benchmark your assessment against guidelines in your prescribed textbooks.
Phase 4:
To make recommendations to the board of your chosen organisation on each of the above phases to improve the effectiveness of supporting the project management environment in the organisation.
Resources required for this field study
All the prescribed study material for Executive Project Management and all other relevant study material prescribed or recommended by the MBL programme.
A lecturer at the school who will be allocated to you to act as your academic mentor. You can expect the following from your mentor: guidance in terms of selecting a project of strategic relevance, challenging your assumptions and integrity of data; guidance towards a holistic and balanced approach; and lastly, general management inputs. The mentor will also act as your first examiner of the field study.
The goodwill and cooperation of your chosen organisation.

Outcome
You have to submit a 50-page management report, plus appendices.
Two bound copies must be given to the course administrator for marking.

Confidentiality
If confidentiality is expected of you from your chosen organisation, please contact the course administrator.
Some practical guidelines
Please select a project that is not classified as top secret — you do not wish to enter into a confidentiality nightmare!
Ensure that your chosen project is of strategic significance. A minimum capital value of +US$1 million may be used as a benchmark.
Your chosen project may either be “hard” (e.g. building a plant) or “soft” (e.g. doing a merger transaction). It may also be on the corporate, business or functional levels of strategy implementation.
Secure the goodwill and interest of your contact person in your chosen organisation. Ideally, this person should become your in-house mentor!

What this field study is not
It’s not about the evaluation of a company.
It’s not about evaluating the “insides” of the project itself.
It’s not about supplying a consulting service to the organisation to solve its strategy, financial, leadership or value chain problems.
It’s not a one-dimensional evaluation of the project (e.g. not only a financial analysis of the project).
It’s not an assessment of any organisational issue or initiative that does not comply with the definition of a project.

Layout of the management report on the field study
The following generic layout will guide you towards applying a holistic approach:
Executive summary

Approach taken to do this field study — How was optimality assured?

Profiles of the chosen organisation and project.

Compliance assessment of the project to key definitions of a project.

Theory and practice of the assignment theme.

Issues under Phase 1.

Issues under Phase 2.

Issues under Phase 3.

Issues under Phase 4.

References

Appendices

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