Project Himalayan Java

Project Himalayan Java

Pratik Shrestha (21240206)

(Picture Courtesy of Himalayan Java Coffee Lounge Nepal)

University of West London

Plagiarism Statement

I declare that this project and refl ective essay was written by me
and in my own words, except for quotations from published and
unpublished sources, which are clearly indicated and
acknowledged as such.

Pratik Shrestha
 1.Project Summary

The Purpose of this project is to open a new vintage specialty coffee shop
in the heart of London, in Trafalgar Square, City of London, Due to the
increasing demand of high quality coffee and its popularity. This project
focuses on marketing high quality, freshly roasted coffee beans from Nepal
into the UK with high quality beans and warming hospitality. Since London
is a booming economic platform, doing so would forecast the Nepalese
coffee beans onto the milts of the world.

The Project will begin 1st of January 2016 and will be completed, up and
running till the end of November 2016. Himalayan Java Coffee lounge has
approved the bids from the team and the authorities. The Team will consist
of eight people Pranish Maharjan, Tisha Maharjan, Suzeena Shrestha,
Soniya Shrestha, George Newman, Ellie Saunders, Victoria Waltham and
Devesh Bajracharya. The project manager leading the team will be Pratik
Shrestha.
Pranish will be the Financial Officer; George is a Civil and Construction
engineer who will be responsible for all fittings and fixtures in the site. To
help him Soniya is responsible for Interior design. Ellie and Victoria will be
handling marketing and sales. Devesh and Suzeena are Supply managers
handling all raw materials and global trading for our product.

The Cost and Budget for the project is planned at 521,000.00, which is
covered, totally by individual investment and equity of the Team Members.
70% of which has been contributed by the Project Manager.

As mentioned earlier the store will be located at Duncannon Street,

Trafalgar Square, and London. The stores position will be located near a
landmark, which will attract a lot of customers nationally and
internationally. The location is considered one of the top sites in the UK as
well as having very high spending capabilities. The store will be 2075 sq.
ft. which will include a bar, a mini roastery, a lounge , a kitchen and a back
office., Also three individual toilets for men, women and disabled. The
interior of the store will be themed very old school and the bar will be
using similar equipment as well.

The project will be a success when we have completed all the interiors and
fitting are completed within the 6 months of commencement and when all
the coffee has been pre sorted and stored onto the stock with all the hiring
of the required staff and team members at the end of October.
Picture 1: Store Location

Picture
2:
Coffee
Shop
Store
Floor
Plan

2.

Project Initiation
2.1 Aims and Objectives

The main aim of this project is to open a high quality vintage themed
specialty coffee shop that promotes freshly roasted Nepalese coffee in the
UK Market.

The main objectives of the project have been addressed below:

Complete interior redesign of a restaurant to reconstruct it as

a old school living room vibe.
 Installation of see through a mini roastery near by the bar with
vintage Italian drum roasters and a custom painted vintage
strada La marzocco espresso machine.
To sell almost two batch of roasted coffee per week at the first
few months of opening the store
Offer High quality coffee and a hearty, warm environment with
a high standard Customer service.

2.2 Constraints

The modern approach of constraints towards a project considers 4

different dimensions, which are further elaborated below.

2.2.1 Scope

The projects main scope is to promote Nepalese coffee internationally and

showcase their hospitality with high standard services.

2.2.2 Time

The time frame for which the project is to be completed in is 11 months.

The project is to begin in New years 2016 and the goal is for it to be
finished until November.

2.2.3 Cost

The Budget for the project is 521,000. The majority of equity has been
invested i.e. 70% by the project manager.

2.2.4 Customer Expectation

The Customers that we are mostly focusing are international tourists, as

its centered in a tourist site and as well as near the heart of London. They
expect High standard in our product and great customer service as they
would be able to experience in Nepal itself.

2.3 Assumptions

The project will be accomplished during the given period.

The Store will operate 7 days a week from 6am to 10pm.
The project will meet the demands of the targeted customers.
There is constant availability of green coffee beans.
The local public authorities have granted all the permissions.
 3.Project Definition
3.1 Business Case

The project definition process begins with a business case. It is a

document that captures the justification of a business to initiate a project.
Appendix 1 shows the business case for The Himalayan Java Project.
Further it can be elaborated into the financial appraisal in Appendix 2. As
we can see from the financial appraisal the project has forecasted payback
in less than 2 years with an ROI of 9.25%.

3.2 Stakeholders

One objective of the project is to handsomely repay the investment of the

stakeholders and successfully meet the requirements of the stakeholders.
Hence and important role of the Project manager is to carefully plan ahead
and identify all the relationship with all the stakeholders involved in the
project. Refer to Appendix 3 for a detailed description of stakeholders
register and their analysis in Appendix 4.The objective of the documents
are to identify and analyze the needs of the stakeholders so that we can
successfully meet their expectations. Carefully analyzing the appendices
we can see that some are in need of more motivation than others. Such as
Devesh, who might need that frequent push to get him motivated and
focused. Hence the project manager needs to commence regular meetings
and keep track of the progress so that he is careful with meeting the
projects supply needs.

3.3 Kick-Off Meeting

Inorder to maintain a level of participation from everyone a kick-off

meeting is held. The project manager takes this opportunity to initiate a
unity of purpose. This is further required to achieve the required goals of
the project. An agenda has to be issued so that the meeting has an
objective as well. This also gives the team members some time to prepare
and plan ahead. Also according to Young(2010), he states that it is
recommended that the attendees of the meeting should be kept to a
minimum. This is so as to keep everyone focused and involved. These
points can be further elaborated in Appendix 5, which shoes the agenda as
well as all the goals and objectives of the Kick-off meeting for the project.

4.Project Planning
At this stage it gets very delicate for the project manager, as the planning
process has been known to be underestimated in a lot of occasions. If a
project happens to fail, the key reason for that might be its lack of
planning ahead and not taking enough time to do so. Hence, this phase is
very important for successfully completing the project without any hiccups
or bad outcomes. The main purpose of project planning is to schedule all
the contents of a project portfolio into a organized and seamless action
log. If this is achieved, it is possible to accomplish the goals and objectives
within the given time frame, allocated within the cost budgeted and also
maintaining the desired level of quality.

4.1 Project Management Integration

A contract binds a written obligation between any given parties. A team

contract is therefore an important part of integration management. It
encourages communication within the team itself as well as enhancing
teamwork. For Project Himalayan Java, Appendix 6. Shows the team
contract and all its points.

4.2 Project Work Breakdown Structure

A structured layer of all the tasks and events required to complete a

project is known as a work break down structure. The initial layer consists
the main work packages. Further
Levels follow more detailed structure that reaches out to smaller
components and also bring out smaller projects within. A concept of the
WBS has been created for the project in Appendix 7.

4.3 Project Time Management

As mentioned earlier, it is always better to plan ahead and plan further. A

good project manager always keeps track of his time and it is absolutely
essential to have good time management skills. Lock (2007) states that it
is very important to have an idea about the time allowed and the time
needed for the project. Our project needs to be completed within the end
of November 2016; there has been a allocated time frame of a month and
a week so that any unplanned activities may be carried out during that
time. Every execution of project planning has to be done within its
allocated time frame. Only then we can assure that all the tasks have been
properly been done and we can complete the project in time. Refer to the
Gant chart in appendix 8. Which illustrates the relationships between
activities and time of the project.

4.4 Cost Management

For every project there is an allocated budget. Exceeding the budget will
hamper the entire project and may lead to failure. The financial manager
has the responsibility of managing all the internal and external coasts to
be bared during the whole project. The main part of the budget is covered
by the Project managers investment and furthermore added by the
project team. The total budget of 521,000 should be allocated into each
of their own expense groups and this should also include a minimum
amount of 21,000 of unplanned expenses. The Cash flow statement in
Appendix 9. Breaks down all the costs in each of their categories. Only the
suppliers with the best price-performance ratios have been chosen and
evaluated which can referred in the Evaluation matrix in Appendix 10.

5.Project Execution
5.1 Project Quality Management

A very important component according to Rose (2010) for a projects

success is quality. A quality project depends upon how it satisfies the
needs for which it was undertaken (Shwalbe, 2010). Quality planning
should provide key outputs of quality control standards and quality
assurance.it identifies the relevant standards, allocates and executes them
properly. The document used for this can be referred to Appendix 11 which
is the quality management plan that discusses all the quality standards
chosen for different individual projects and also how they are to be
maintained and executed. Project Himalayan Java is subject to various
quality control and assurance standards such as Supplier selection
standards, communication standards, contractor selection standards,
Product quality standards and Brand excellence standards.

5.2 Project Communication Management

According to Dow et al (2008) good communication has been taken for

granted nowadays and is one of the biggest blunders a project manager
can make. A project communication plan helps to pre plan and execute all
tasks and information smoothly between the team and helps to develop
good communication in a centralized manner. Refer to Appendix 13. Where
a communication plan has been created to give an overall view of the
communication tools and also the methods of sharing information and
activities.

5.3 Project Human Resource Management

A responsibility (RACI) matrix is used (refer Appendix 15) for Himalayan

Java Project in order to identify the personnel requirements and required
staff and workers to carry put the WBS tasks. It helps the project manager
to keep record of all the relationships and responsibilities of the team
members. Refer to Appendix 14. For their organizational chart.
 5.4 Project Risk Management

A contingency plan and a risk management plan have been set up

(Appendix 19 and 20.) and the project manager will be responsible for
mitigating and analyzing the risks upon Project Himalayan java. The
succession of a project is always likely to rise with an effective risk
management plan (Schwalbe, 2010). Meetings will be held regularly to
help analyze all planning stages and their risks.

6.Monitoring and Controlling

Schwalbe (2010) states that collecting, measuring and broadcasting
performance information such as costs and time are important factors for
Monitoring and controlling the project. Hence a communication plan has
been set up that is to be monitored and updated daily. This will be a
helpful tool for the project manager to be updated daily via the team
members and ensure the projects success.

7.Closing The Project

Pratik will close the project formally on The 29th of November with the
preparation of a finalized report; Weather the project was a success or not
will be determined at this stage. It will be judged upon the completion of
each and every project objectives. After the store has been successfully
opened an official Opening ceremony will be held on 15th of December
after two weeks of the projects completion. The two weeks will run a test
phase for how the customers and guests react to the brand new store.

8.Recommendations
The recommendations for the project to gain future prosperity and
continue its vision statements and objectives are as follows.

All fixtures and fittings are to be maintained on a weekly basis as

some of the interiors are very old and fragile.
Source green coffee beans from a particular geographic region to
maintain quality standard
Menus are to be revised on a monthly basis and seasonal products
to be added and removed accordingly.
Consideration of a membership card. Exclusive for premium
customers.
 Constant revision of Baristas and team members training regime to
maintain standard of customer service and product quality.