Project Management P&G in India Case Study Help

Project: P&G in India

Description: Procter & Gamble (P&G), established in 1837, is a multinational
company and one of the largest consumer packaged goods companies in the world, providing personal care products, cleaning agents food and beverage. It operates in 80 countries with 129,000 employees worldwide. In 2014, the company reached revenues of $82.6 billion. The company has one of the largest and strongest portfolios of trusted brands, including Pampers, Tide, Ariel, Always, Pantene, Charmin, Downy, Lams, Crest and Olay. P&G has two operating divisions called Global Business Units (GBU): Beauty Grooming and Household care. Each GBU is meant to define and drive its strategy  through the understanding of the consumer needs.
The P&G market is organized geographically: North America, Western Europe,
Central/Eastern Europe, Middle East/Africa, Latin America and Asia. You work in a Project Team, for the Global Business Services Department, in charge of helping GBUs to better answer consumer needs by providing: retailer knowledge for
each market, innovative business plans for each country, technology and processes.
After months of political gridlock, at the end of 2014, the Indian government approved the entry of large international supermarket chains into the country’s retail sector. But there are some issues to be considered: retailing competitors (Carrefour, Tesco, Wal-Mart,…), and the local retail traders (vigorously opposed to compete with foreign giants, pressing the government to establish entry barriers).

In this scenario the required skills are following: International Strategy; Project
Management; Retailing; Emerging markets; International Negotiation and Sales +
Marketing. Since this is a strategic market for the company, the P&G Board has
assigned your Project Team to organize all the work to be done to deliver: a project plan including scope, milestones, resources, risks and stakeholders involved, to perform a report about a Hypermarket Channel Strategy in India. The initial P&G Board requirements are:
– Ensure that the Indian regulatory framework allows the entry of P&G products
in large international supermarket chains.
– Ensure that there is enough market size for the entry of P&G products and
competitors.
– Ensure the need (or not) for adaptation of P&G products to the Indian market
and the buying behavior.
– Ensure distribution channels and local logistics centers.
– Ensure the need for specific marketing programs for the Indian market.
– Identify the resources required to launch this internationalization strategy,
costs, schedule, potential risks and stakeholders.

As a Project Manager, answer the next questions for the development of an
Internationalization Strategy for P&G in India:
a) What are the most important stakeholders of this project and the critical
success factors?
b) What are your estimation of time and your estimation of human resources
(and profile of your project team) to perform this project?
c) How would you organize all the work to be done of this project?

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Assignment Help For Project Management for Science

60903 Project Management for Science

Task 1: Project Assessment Report (15 out of 25 marks)

You have just been employed by a dynamic company as a project manager and your first task is to assess the existing project experiencing delays and lack of overall progress. You are expected to collect the available information, set some realistic expectations with regards to completion and inform the company director.

This project has 15 activities, labelled A through O and is listed in the table below. The table indicates the immediate predecessors of each activity along with each activity’s expected duration, in days.

You managed to collect the following information on project activities:

Activity  Description Predecessors Duration (days)
A Perform needs analysis None 10
B Develop specifications A 6
C Select server B 6
D Select software B 12
E Select cables C 4
F Purchase equipment D, E 3
G Develop user manuals C, D 6
H Wire offices F 12
I Set up server F 3
J Develop training program G 14
K Install software I 4
L Connect network H, K 3
M Train users J, L 8
N Test and debug system L 12
O Get management acceptance M, N 4

Your output to the director should be in a form of a formal status report. The report should include a title, background information, objectives, methodology used (diagrams, if any used) with expected results and recommendations. Any references used should be clearly documented.

There are some specific components that you are expected to include in your report:

  1. Project network diagram.
  2. Project schedule and duration
  3. Critical path identification – highlighting the tasks that cannot be delayed

The following change scenarios need to be considered and questions answered:

  1. What would be the consequence of delaying the start of activity C only, by two days?
  2. What will happen to the project duration time if the duration of only the activity D will have to be increased by one day?
  3. In this project, activities C and D can be done concurrently. Suppose instead that activity C is an immediate predecessor of activity D. (the same employees to be used due to cost restrictions, and these employees can perform only one activity at a time.) Will this affect the project completion time you obtained in part #2? Will there be a change in the critical path?
  4. Two new activities are being added to the original list: P and Q. Activity P moves selected employees to temporary offices while installation occurs, and activity Q moves them back after installation is finished. Activity P has immediate predecessors D and E, immediate successor H, and duration three days. Activity Q has immediate predecessor L, immediate successor O, and duration three days. You can assume that activity E is still an immediate successor of activity C. That is, it doesn’t need to wait for activity D to finish. Will these changes affect the duration of the project and/or the critical path you obtained in question #2?
  5. Due to work commitments employees cannot go for training on the schedule date expected in part #2. Training of users, activity M cannot start until three weeks after the start of activity J, which is the development of training program. What effect will this have on the project?

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Task 2: Work Breakdown Structure (10 out of 25 marks)

Consider the following scenario:

You are a member of a youth soccer club that helps bring recreational players to a higher level of competition and preparing them for the Olympic Development Program and/or A-League tournaments. The club currently has 123 boys and girls (ranging in age from 5 to 16).

The club’s board of directors decided to sponsor a winter invitational soccer tournament to generate revenue. Given the boom in youth soccer, hosting winter tournaments has become a popular method for raising funds. The club needs funds to refurbish and expand the number of soccer fields in their home ground. Funds would also be used to provide partial or full scholarships to youths who need financial assistance in paying the annual club membership fee of $450.

You are a soccer enthusiast and a long-time associate of the club who had been elected as the tournament director and is responsible for organising the club’s first winter tournament. A committee meeting planned for a two-hour duration, was held on a Thursday evening at 6 pm, after you election to gather the members’ opinion.

You started the meeting by having everyone introduce themselves and by proclaiming how excited you were that the club was going to sponsor its own tournament. You then suggested that the committee brainstorm what needed to be done to pull off the event; you would record their ideas on a flipchart.

What emerged was a free-for-all of ideas and suggestions. One member immediately stressed the importance of having qualified referees and spent several minutes describing in detail how his son’s team was robbed in a poorly officiated championship game. This was followed by other stories of injustice on the soccer field. Another member suggested that they needed to quickly contact the local colleges to see if they could use their fields.

The committee spent more than 30 minutes talking about how they should screen teams and how much they should charge as an entry fee. An argument broke out over whether they should reward the winning teams in each age bracket with medals or trophies. Many members felt that medals were too cheap, while others thought the trophies would be too expensive. Someone suggested that they seek local corporate sponsors to help fund the tournament.

The proposed sale of tournament T-shirts and sweatshirts was followed by a general critique of the different shirts parents had acquired at different tournaments. One member advocated that they recruit an artist he knew to develop a unique silk-screen design for the tournament. The meeting adjourned 30 minutes late with only half of the members remaining until the end. Jane drove home with seven sheets of ideas and a headache.

You realised that organising this tournament would be a big project and will need proper planning. The first thing you wanted to do was to develop a WBS for the project.

You need to do the following:

  1. Make a list of the major deliverables for the project and use them to develop a draft of the work breakdown structure for the tournament that contains at least three levels of detail.
  2. Provide short answers to the following questions:
    1. How would developing a WBS alleviate some of the problems that occurred during the first meeting and help you organise and plan the project?
    2. Where can you find additional information to help you develop a WBS for the tournament?
    3. How could you and your committee members use the WBS to generate cost estimates for the tournament? Why would this be useful information?

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