Company description

The (fictitious) company PPC currently is a 100% subsidiary of an Australian company and is a direct competitor of e.g. Courier Post, NZ Courier, Fastway Couriers.

PPC is located near Auckland International Airport and has some large NZ and international e-tailers (such as Bamazon, tIKEA, and Farehouse) as regular business customers. PPC has distribution centres (depots) for all incoming parcels (inbound logistics) in Auckland, Wellington and in Christchurch, and delivers (outbound logistics) parcels to customers in these cities. These (end) customers are private households and small businesses. For a national coverage PPC cooperates with NZ Post, who delivers parcels to customers in rural areas and in the other urban areas. Hence NZ Post acts as a distribution channel but has no direct contacts with PPCs business customers (the e-tailers). PPC currently has no larger businesses or governmental organisations as end customers. These customer segments are not considered profitable enough, and PPCs e-tailers uses the direct competitors to serve these segment.

In PPC they run all types of projects, either directly aimed at improving customer satisfaction via new services, or aimed at increasing PPCs internal efficiency, or improve the inbound logistics with e-tailers or the outbound logistics with NZ Post. PPC headquarter is in Auckland, but most people either work in the distribution centres or are on the road in the typical black PPC vans. Especially after COVID19, the market is booming. However, fulfilment for the e-tailers has quite come challenges in the NZ context. Tracking and tracing is an issue, and the reverse logistics of (household) customers wanting to return parcels back to the e-tailers can give some headaches from a sustainability and profitability perspective.

In general, competition is said to be stiff, and profitability has steadily decreased over the past years. There is talk of consolidation in the market, or at least more integration and cooperation between companies in this parcel supply chain. There is also increasing pressure from government to reduce CO2 emissions. The management team recently did a strategic analysis: the value chain, Porter 5Forces etc etc towards a SWOT analysis gave relevant insights for PPC management and also for project managers.

PPC is still discussing its strategic options, though. Being a large company from a NZ perspective, PPC has a low overhead ratio, but responsibilities are not always clear. There is some discussion whether PPC should have more specialised staff with a bachelor education, although they already have some IT specialists with a BCIS degree from AUT.

The director of Marketing & Sales (M&S) manages the M&S to NZ end customers, and also handles the strategic relations with the e-tailers. The Finance Director keeps telling M&S that PPC has an operational excellence strategy, whereas M&S wants to realise a customer intimacy strategy, especially to the e-tailers. The General Manager is very experienced in the parcel business and has been working for NZ Post for almost 4 decades before he was asked to manage PPC. The IT manager reports to the Finance Director; the HR manager to the General Manager.

The Operations Director has a masters degree in Logistics & Distribution and is a people manager. And that is good, because she has to manage her six team managers. Three for each of the three distribution centres (depots) with 50 temporary & permanent staff, and three for the three transport teams of approx. 120 temporary & permanent staff driving 100 vans. (Part of these vans are owned by the temporary staff who have been hired as contractors). The Auckland distribution centre is the largest with approx. 20 staff.

Likewise the Auckland transport team has approx. 50 staff. These contractors are managed via the team managers of Operations. Bigger vans (trucks) are used to collect the parcels either from Auckland Airport or from NZ e-tailers.

You are one out of five project managers and report to the Operations director. Staff members of PPC may act as a project member on a need-basis; consultancy firms & suppliers, and staff from the e-tailers or NZ Post often also provide project members. As a project manager you will have these four projects as described below.

Project 3

PROJECT 3: WORK-SMARTER PROJECTS IN PPC (15 marks)

After several weeks of hard work, desk research and some interviews with colleagues and experts, you have presented your preferred project method. Note: this method differs from the material in the text book.

The Management team is satisfied with your proposal and now asks you to 3 - 4 (!) draft templates for your selected project method. Also, management wants you to describe how PPC should manage their portfolio of projects via a stage-gate methods.

It is clear, that the templates and recommendations for the governance of all projects cannot be a copy-paste from the Internet, as they need to be adapted to the PPC context. The management team wants you to:

1. Define 3 basic templates including a small number of best practices. You could come up with many templates, motivate why you select these 3 templates. (3 marks)
2. Motivate & define a process mapping for stage-gate managing individual projects and the portfolio of projects. Make it easy for management to take decisions but keep it clear and simple. (3 marks)
3. Define the user groups of the templates and the stage-gate decision management process. Motivate whether there should also be light versions of these templates or not (3 marks).
4. Define a basic excel template for (a) the financial aspects of managing a project and (b) the financial aspects of business cases in a project. Motivate why this template is essential for the several decision makers within PPC. (3 marks)
5. Summarise how Health & Safety and one other critical aspect of your own choice needs to be addressed in your PPC project method. (2 marks)
6. Select your own reporting format for this assignment. However, the main text must be between 300 - 500 words. (This excludes any text / words in your templates). Additionally, provide a well-written management summary (50 - 70 words), use appendices! The report should look business-like and help management take decisions. (1 Marks)

Format

Project 3: Work-Smarter Projects in PPC As an Example, 4 different PM Templets are shown (Refer article 7,8,9,10) VISION & GOALS RESOURCES REPORTING OWNERSHIP KLMNOPQRSTUVWXY Project Name Project Schedule We We We We Wie ...... SM TETESTET * Cugal PROJECT SCOPE . RISK & ISSUES SUCCESS CRITERIA Tascal . www Tash Curl TIMEFRAME BUDGET DELIVERABLES Maske Project Proposal Template Gantt Chart Template A Hot Gam Dom Hone AG Partner se layout from the ** EE V... 53 $-%Cold on fogo Good IY 04 for fo Set C 41 x sweden 04 C. N 1 2 PROJECTMANAGER.com Project Name Omega Kipha Department Supervisar Nang Oliver Jones Over PROJECTMANAGER.com Labor Planned At 9 Materials UNTS SUNITS Sla Troll bet Fland M Lessons Learned Template Today's Date: 2017-023 Project Name My Project Project Manager George Washington Notes add any erinohen How Does The Change Itna Bjelkeltet Weimated energie with the tanto tiether or not productivity Wesed 200 ton of time and delivered will col but searching to all mine. Perchasebecenses for dilemployees WW would 2 wees narty Send email glang why indig is sy Our IT manager for the project was sick for 2 The project was delayed 4 rokande is and there we will recentes A $25.000 de ledendency in the desert SUL wwad to wait for heren to ensure there was someone with CEO and shout having and help X 55.00 10 It 0 Amped Duelo Sarah Gold Melih Melisah 10 10 350 310000 BALANCE BUDGETED ACTUAL UNDER OVER 700.00 $1.580.00 0.00 79 1000 28 5000 16.00 ABS 10 20 14 11 32 11 300 501 511.30 Tack Task Task Sudok ST Sub Sul Task Task 11 13 36 The die was with 49 10 12 ww che con This contracting to doble ested in person client presentation prothes the stan should be mad on monjects, while share the station formatotherm TURTO AL SUSI 10.00 Lessons Learned Template Project Budget Template Project 3: Work-Smarter Projects in PPC Stage-Gate Decision Management (Refer YT video 8) Stage-Gate Process DISCOVERY DRIVING NEW PRODUCTS TO MARKET IDEA SCREEN GATE 1 SECOND SCREEN GO TO DEVELOPMENT GO TO TESTING GO TO LAUNCH STAGE 1 GATE 2 STAGE 2 GATE 3 STAGE 3 GATE 4 STAGE 4 GATE 5 STAGE 5 SCOPING DEVELOPMENT LAUNCH BUILD BUSINESS CASE TESTING & VALIDATION POST- LAUNCH REVIEW Project 3: Work-Smarter Projects in PPC Health and Safety, and Communication Plan NOTE: a health and safety risk assessment should always be undertaken by a professional. This template is a guide for what an assessment may include and is based on guidance issued by WorkSafe. This template should be used in conjunction with Appendix 2: Risk Assessments. Amore complex risk assessment table may be required for multiple risks and multiple or complex productions, Health and safety risk assessment PRODUCTION TITLE PRODUCTION DATES RISK ASSESSMENT COMPLETED BY DATE OF RISK ASSESSMENT LOCATION ID Event Description Purpose Frequency Date(s) 3 Project Team Meeting Meeting involving all team members , to To keep the team informed of the Weekly XXWW/ZZ discuss the work in progress / recently project status and ensure that issues, completed / coming up risks or changes are raised early on. 4 Project Board Meeting Formal meetings held with the Project To determine whether the project has End of XXWW/ZZ Board to assess the overall status of the been completed and met the final project project requirements of the customer. 15 Phase Review Meeting Formal meeting held at the end of each To control the progress of the project End of each XXWIZZ phase , to determine whether the quality of through each phase in the lifecycle and major phase the deliverables produced is satisfactory boost its chance of success. STEP 1 STEP 2 IDENTIFY HAZARDS ASSESS THE RISKS Think about your work Think about the work risks most likely to occur activities, and identify what and/or cause injury, illness, or death to workers could harm the health or others. endanger the safety of your Who might be exposed to the hazard? workers and others Consequence: what could happen if the harm does You don't have to identity occur? How severe could the harm be? every hazard-identity those Likelihood: how likely could harm occur from the you can reasonably expect hazard? to occur Assessing your risks will help you prioritise them. STEP 3 STEP MANAGE THE RISK MONITOR Some risks must be managed in a specific way, these are detailed in You should check the way you health and safety regulations. Check with worksafe or a health and are managing the risk and if you safety professional you need assistance need to make changes. This will What controls are you going to use? All risks must be managed using vary dependent on the length of the hierarchy of control - you must first try to eliminate the risk so the production and change of far as is reasonably practicable.arisk can't be eliminated it must locations/sets be minimised so far as is reasonably practicable You should record how you manage your risk Working at height Crew could be harmed 1. Someone could fall-consequence is major, likelihood is moderate 2. An object could fall on someone-consequence is moderate likelihood is moderate Scaffolding falling over Crew could be harmed consequence is major kelihood is unlikely Working at night Cast crew may trip over or walk into something consequence is moderate, kelihood is likely Follow WorkSafe best practice guide for working at height. Check cont easures are No person to work at height without appropriate PPE-eg. hamess. being used by all crew No person to work below person at height without appropriate PPE - og hard hat Al equipment at height to be secured. Scaffold erected by competent person Scaffold to be regularly inspected by competent person Adequate work lighting to be set up for on set and offset at all times. Check power supply and ensure Crew to carry own personal headlamp / torch crew check battery power of personal lighting devices. Loose cables removed risk eliminated) and used elsewhere Location set checked daily by Crew briefed to watch for any trip hazards such as loose cables health and safety advisor Cables should be covered in thoroughtares Engage traffic control professional who will provide Check all control measures are appropriate controls being used correctly Loose cables on floor Communication Plan (Refer article 8,9,10) Trip hazard - consequence is moderate; likelihood is likely Filming alongside public road Crew could be hit by a vehicle.consequence is major likelihood is moderate. ScreenSale advice on health and safety documents and templates should not be used as a substitute for professional or legal advice. Health and safety documentation should always be customised to suit the production Just because you have health and safety documentation doesn't mean you are exempt from liability Consult a professional in the relevant field for advice on any specific situation or issue ScreenSafe.co.nz Health and Safety Project 3: Work-Smarter Projects in PPC As an Example, 4 different PM Templets are shown (Refer article 7,8,9,10) VISION & GOALS RESOURCES REPORTING OWNERSHIP KLMNOPQRSTUVWXY Project Name Project Schedule We We We We Wie ...... SM TETESTET * Cugal PROJECT SCOPE . RISK & ISSUES SUCCESS CRITERIA Tascal . www Tash Curl TIMEFRAME BUDGET DELIVERABLES Maske Project Proposal Template Gantt Chart Template A Hot Gam Dom Hone AG Partner se layout from the ** EE V... 53 $-%Cold on fogo Good IY 04 for fo Set C 41 x sweden 04 C. N 1 2 PROJECTMANAGER.com Project Name Omega Kipha Department Supervisar Nang Oliver Jones Over PROJECTMANAGER.com Labor Planned At 9 Materials UNTS SUNITS Sla Troll bet Fland M Lessons Learned Template Today's Date: 2017-023 Project Name My Project Project Manager George Washington Notes add any erinohen How Does The Change Itna Bjelkeltet Weimated energie with the tanto tiether or not productivity Wesed 200 ton of time and delivered will col but searching to all mine. Perchasebecenses for dilemployees WW would 2 wees narty Send email glang why indig is sy Our IT manager for the project was sick for 2 The project was delayed 4 rokande is and there we will recentes A $25.000 de ledendency in the desert SUL wwad to wait for heren to ensure there was someone with CEO and shout having and help X 55.00 10 It 0 Amped Duelo Sarah Gold Melih Melisah 10 10 350 310000 BALANCE BUDGETED ACTUAL UNDER OVER 700.00 $1.580.00 0.00 79 1000 28 5000 16.00 ABS 10 20 14 11 32 11 300 501 511.30 Tack Task Task Sudok ST Sub Sul Task Task 11 13 36 The die was with 49 10 12 ww che con This contracting to doble ested in person client presentation prothes the stan should be mad on monjects, while share the station formatotherm TURTO AL SUSI 10.00 Lessons Learned Template Project Budget Template Project 3: Work-Smarter Projects in PPC Stage-Gate Decision Management (Refer YT video 8) Stage-Gate Process DISCOVERY DRIVING NEW PRODUCTS TO MARKET IDEA SCREEN GATE 1 SECOND SCREEN GO TO DEVELOPMENT GO TO TESTING GO TO LAUNCH STAGE 1 GATE 2 STAGE 2 GATE 3 STAGE 3 GATE 4 STAGE 4 GATE 5 STAGE 5 SCOPING DEVELOPMENT LAUNCH BUILD BUSINESS CASE TESTING & VALIDATION POST- LAUNCH REVIEW Project 3: Work-Smarter Projects in PPC Health and Safety, and Communication Plan NOTE: a health and safety risk assessment should always be undertaken by a professional. This template is a guide for what an assessment may include and is based on guidance issued by WorkSafe. This template should be used in conjunction with Appendix 2: Risk Assessments. Amore complex risk assessment table may be required for multiple risks and multiple or complex productions, Health and safety risk assessment PRODUCTION TITLE PRODUCTION DATES RISK ASSESSMENT COMPLETED BY DATE OF RISK ASSESSMENT LOCATION ID Event Description Purpose Frequency Date(s) 3 Project Team Meeting Meeting involving all team members , to To keep the team informed of the Weekly XXWW/ZZ discuss the work in progress / recently project status and ensure that issues, completed / coming up risks or changes are raised early on. 4 Project Board Meeting Formal meetings held with the Project To determine whether the project has End of XXWW/ZZ Board to assess the overall status of the been completed and met the final project project requirements of the customer. 15 Phase Review Meeting Formal meeting held at the end of each To control the progress of the project End of each XXWIZZ phase , to determine whether the quality of through each phase in the lifecycle and major phase the deliverables produced is satisfactory boost its chance of success. STEP 1 STEP 2 IDENTIFY HAZARDS ASSESS THE RISKS Think about your work Think about the work risks most likely to occur activities, and identify what and/or cause injury, illness, or death to workers could harm the health or others. endanger the safety of your Who might be exposed to the hazard? workers and others Consequence: what could happen if the harm does You don't have to identity occur? How severe could the harm be? every hazard-identity those Likelihood: how likely could harm occur from the you can reasonably expect hazard? to occur Assessing your risks will help you prioritise them. STEP 3 STEP MANAGE THE RISK MONITOR Some risks must be managed in a specific way, these are detailed in You should check the way you health and safety regulations. Check with worksafe or a health and are managing the risk and if you safety professional you need assistance need to make changes. This will What controls are you going to use? All risks must be managed using vary dependent on the length of the hierarchy of control - you must first try to eliminate the risk so the production and change of far as is reasonably practicable.arisk can't be eliminated it must locations/sets be minimised so far as is reasonably practicable You should record how you manage your risk Working at height Crew could be harmed 1. Someone could fall-consequence is major, likelihood is moderate 2. An object could fall on someone-consequence is moderate likelihood is moderate Scaffolding falling over Crew could be harmed consequence is major kelihood is unlikely Working at night Cast crew may trip over or walk into something consequence is moderate, kelihood is likely Follow WorkSafe best practice guide for working at height. Check cont easures are No person to work at height without appropriate PPE-eg. hamess. being used by all crew No person to work below person at height without appropriate PPE - og hard hat Al equipment at height to be secured. Scaffold erected by competent person Scaffold to be regularly inspected by competent person Adequate work lighting to be set up for on set and offset at all times. Check power supply and ensure Crew to carry own personal headlamp / torch crew check battery power of personal lighting devices. Loose cables removed risk eliminated) and used elsewhere Location set checked daily by Crew briefed to watch for any trip hazards such as loose cables health and safety advisor Cables should be covered in thoroughtares Engage traffic control professional who will provide Check all control measures are appropriate controls being used correctly Loose cables on floor Communication Plan (Refer article 8,9,10) Trip hazard - consequence is moderate; likelihood is likely Filming alongside public road Crew could be hit by a vehicle.consequence is major likelihood is moderate. ScreenSale advice on health and safety documents and templates should not be used as a substitute for professional or legal advice. Health and safety documentation should always be customised to suit the production Just because you have health and safety documentation doesn't mean you are exempt from liability Consult a professional in the relevant field for advice on any specific situation or issue ScreenSafe.co.nz Health and Safety