Project management case study

The Case: Mode Sante

With 30 outlets throughout France and a proven business model that they feel sure has potential elsewhere, a (fictitious) French firm called Mode Santé has attracted new investment funds and wishes to undertake expansion in the UK. As part of the strategy Mode Santé has identified the need for a commercial partner to undertake the project management of the planned set of 20 new leisure complexes so that the owners are free to concentrate on the operational and marketing aspects of their business. However they have not identified a specific contractor to undertake this project work as yet, and thus they have commissioned a number of firms to tender for the business. In order to create a standard by which competencies can be evaluated, each firm’s team is asked to provide documentation on how it would approach project planning for a pilot leisure complex in Uxbridge. From these submissions ‘preferred supplier status’ will be adjudged. Needless to say the quality of the submission will reflect the quality of project planning and thinking undertaken by each team.

Capital for the project is limited to £300,000 and the costs for all projected activities in the establishment of the new ‘ActiveBeing’complex must be cognisant of this. Provision must be made for all materials and equipment (with one exception) required by the project and to meet all labour costs and the hiring and scheduling of specialists such as a health and safety expert, IT expert, etc. The firm has secured a 10-year lease on what was a small manufacturing enterprise located near the town centre with some 400 sq metres on two floors (i.e. 800 sq metres in all), and a further 200 sq metres on a top floor. Floor to ceiling dimensions are 5 metres for the ground floor, 4 metres for the first floor, and 3 metres for the second floor. There is access to the street on two sides of the building. The general ‘look’ of the premises is somewhat dowdy with the utilities last ‘updated’ in 1981 and the relative quality of the fabric showing signs of decay such that a major refurbishment of the building is required before anything new can be done with it. The Mode Santé strategists are keen to tap into imaginative thinking in the development of this new leisure complex so the actual design of the facility is up to the team concerned. However projects must expect to include the planning and costs of installing new electrics, telecoms, plumbing, heating and ventilation systems on all floors. Mode Santé also expect the installation of a new alarm/security system, a local IT system with access to the Internet (and hence to their server near Lyon) using web-based applications, and a music and public address system. The complex will have a gymnasium on the ground floor complete with changing rooms, toilets and a reception area. The first floor has other facilities typical of a leisure centre in addition to a small cafeteria. The second floor is given over to offices and staff quarters. Though the installation of standard gym equipment is to be planned for, the capital costs for such equipment are to be met by Mode Santé.  Apart from the preparation of the premises, the project plan should also account for recruitment and training of 22 staff (including a manager and three deputy managers). The project should account for a marketing campaign using a number of different media to help launch the new ‘ActiveBeing’ complex in addition to a supporting launch event at the ‘grand opening’. Teams are expected to identify realistic market prices for all activities and resources from secondary sources (i.e. DO NOT approach professional firms for prices, etc – you must source such data from the Web or through personal observation in retail outlets, etc). A risk assessment evaluation and a quality plan for the project are advisable. No provision for costs of staff salaries (i.e. staff recruited to run the leisure centre) is required in the project budget as these will be met by the operations side of the business. 

                                                                                                                                                                                                                                                                                                                                                                                             

The launch date for the ‘ActiveBeing’ complex is targeted for May 1st 2015 with access to premises gained at 12.00 midday on April 1st when the old leaseholders hand over the keys.

Assumptions

You are expected to organise yourselves into teams of between 4 and 6 people by which to undertake the task, making use of the MG2130 Discussion Board on Blackboard Learn to facilitate these processes where necessary. How each team approaches the task is up to the team itself but all team members are expected to take an active part in the work. Teams do not have to come from the same lab group. Project planning will require the use of Microsoft Project. Be prepared to look at notices placed on Blackboard Learn and to read and to contribute to discussions about the course work. Your team can assume that planning permission for the new complex has been granted by the London Borough of Hillingdon.

PLEASE NOTE: you are expected to find realistic market prices for activities and resources but – VERY IMPORTANT – NOT through direct engagement with supplier or service provider personnel.

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