Project

Management -
BU6012

Project Proposal

Sarah Jawad
201400800
Fareeda Abdulla
201400925
Mohammed AlBanna
201401301
0
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Table of Contents
Business Need ................................................................................................................................................ 3

Project Description ........................................................................................................................................ 5

Project Rationale............................................................................................................................................ 6

Project Assumptions with Risk Analysis......................................................................................................... 7

Project Constraints with Risk Analysis .........................................................................................................11

Project Stakeholders with Stakeholder Communication Sheet ..................................................................15

Project In-scope and Out-of-scope ..............................................................................................................22

Project Justification (Rationale) ...................................................................................................................24

Project Scope Description ............................................................................................................................25

Project Objectives (Deliverables).................................................................................................................31

Project Assumptions ....................................................................................................................................32

Project Constraints ......................................................................................................................................32

Activity List ...................................................................................................................................................36

Dependency Table .......................................................................................................................................39

Updated Assumptions with Risk Analysis ....................................................................................................40

Updated WBS ...............................................................................................................................................43

Project Network Diagram (PND) ..................................................................................................................44

Critical Path Method (CPM) .........................................................................................................................45

GANTT chart (Microsoft Project) .................................................................................................................47

Personnel Resource Matrix (PRM)...............................................................................................................51

Project Budget .............................................................................................................................................56

Validation .....................................................................................................................................................60

Logo Analysis................................................................................................................................................63

Start-up Meeting..........................................................................................................................................65
Controlling the project .................................................................................................................................71

Administrative Closing .................................................................................................................................78

Contract Closing ...........................................................................................................................................83

Works Cited..................................................................................................................................................87

Appendices ..................................................................................................................................................88

Word-count= 5900

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Page 2
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Business Need
Business need (problem): Lack of entertainment in Bahrain

•Lack of entertainment facilities in Bahrain for people

age 18-35 (the selection criteria table can be found in
appendix one)
•Bahrain lacks entertainment for active gamers who are
into gaming and fantasy worlds. Also, it is also costly to
buy your own VR station as the average cost is around
BHD 250 for the HTC Vive according to TIME magazine
(Eadicicco, 2017).
•Bahrain does not have private VR Cinemas which is an
ooportunity for Planet Xero as we will bring the latest
technology to satisfy the customers and make the
centre a tourist attraction.
•Local artists find it difficult to find places to safely
express themselve in; they find it difficult to connect
with people who have similar interests. For instance,
there are very few artistic coffee shops in Bahrain with
crowded locations and small size. For example, Al
Riwaq in Adliya. However, our coffeeshop will provide
atrists with the safest, biggest and most comfortable
spot to collaborate and express any form of art
(painting, music, live performane...etc.)

•To provide Bahrainis with the best Virtual Reality

experience and to bring artists and people together in a
single place. Our priority is customer satisfaction and the
ability to satisfy all of the curiosity revolving around
Virtual Reality.

•The main hub-spot for active gamers to experience

the ultimate VR journey at a reasonable cost.
•The main creative channel for local Bahraini artists
to safely express themselves and their art.
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Project Description
Project Identification
Name Planet Xero
Develop and implement the newest and hi-tech Virtual Reality Centre
Description accompanied with an Artistic coffee shop
Sponsor Ms Geraldine Cunnane
Project Manager Fareeda Abdulla

Planet Xero is a Hub-spot for active gamers to experience a fantasy Virtual Reality world and local artists
to find a safe and creative space to express themselves and their talent. Located in Argan village (Isa town),
Planet Xero is a two-storey building with 13 VR stations on the first floor and a spacious workspace for
local artists on the second floor. Further details can be found in Project Scope.

Customer Satisfaction

Project Expose young and upcoming

artists to the Bahraini
Results Commuity

Expand the entertainment sector

of Baharin with the First VR
Cinema in Baharin

Our Competitive Advantage:

Planet Xero will provide Bahrainis with the first ever Private VR
Cinema; it is the most advanced in the Virtual Reality Market with
five unqiue special effects including wind, ear tickle and push back
5

and more. Moreover, Planet Xero will bring the latest VR technology
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in many different machines like VR Horse-riding and an interactive

multiplayer shooting and racing VR game.
Project Rationale

By implementing the project, Bahrain’s tourist ranking will improve as tourists will
want to come and try the VR experience. According to the Arabian Travel Market,
around 1.4m people visited Bahrain in the last quarter of 2016 with a
contirubution of 12% to the GDP. Since this centre is a unique tourist attraction, it
will encourage more visitors to visit Bahrain and try the virtual reality experience.
(The non-oil sector development)

The hub-spot will improve the lack of entertainment in Bahrain by

giving active gamers the ability of trying an advanced and exciting
gaming experience at a reasonable cost. (Survey results in appendix
two)

Planet Xero will provide a space where local artists can express
themselves by creating their art. Also, it provides a platform for
them to showcase their creative work.

Since there are few fixed gaming centres in Bahrain (Sitra Mall’s
Ultra Virtual Reality and Amwaj’s Virtual Reality Solutions), active
gamers can only enjoy an advanced VR experience at temporary
events such as Comicon, IGN and Bahrain gaming experience. This
project will provide easy access of the VR experience to the active
gamers all year round in a perfect location (Argan Village).

Planet Xero also allows active gamers in Bahrain to connect with each
other due to the multiplayer option available while enjoying the VR
experience. As mentioned in the survey conducted (appendix two);
Bahrainis want the multiplayer option as over 60% of respondents will
visit the center with friends and family.

Planet Xero is located in an open and quite area where artists can safely create art
and connect with other local artists who have similar interests. Additionally, it also
helps artists to inspire each other by providing a space where they can share their
art, music, poetry etc...unlike other crowded coffee shops such as Al Riwaq.
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Project Assumptions with Risk Analysis
Assumptions in our Project:

Finding a two-storey rental building will cost less than BD 5,000 per
month

The shipment of the VR equipment will arrive within 2 months of

purchasing time

We would be able to find a minimum of 20 local artists who

are willing to share and express their talents

Finding qualified workers who are able to use VR proficiently

before opening would be easy

Bahrainis will be fairly positive and responsive to trying Virtual

Reality

A coffee shop will be willing to acquire to the rental space in the

artistic area

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Risk Analysis

All of the projects’ assumptions have been converted to risks; their implications and probability of
occurrence are expressed in a grid and a risk register. The analysis of the assumptions helps the project
team predict the standard and flow the project is expected to run in. Moreover, it gives the team the
opportunity to create contingency plans so the flow of the project does not get severely impacted.

Risk Impact/Probability Grid

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Risk Register

ID Risk Impact Probability Contingency Assigned

Cause/Event Plan
If we exceed For every BD Decrease
the allocated 1,000 increase order quantity
rental budget in rental in VR
of BD 5,000, budget; it will machines
the project cost the accordingly Fareeda
1 30%
may sacrifice project one Abdulla
purchasing additional VR
additional VR machine
machines

If the VR Each week Rent VR

shipment is shipment equipment
delayed, the delay will from another
project’s VR delay the vendor
2 50% Sarah Jawad
installation installation of (Sharaf DG) to
and training the VR compromise
will be equipment by for the time
postponed one week
Being unable It would affect -Getting
to find local the overall acquaintances
artists would concept of the and artists
affect the artistic space with
activities in as it will only connections Fareeda
the artistic serve as a to support the Abdulla
space waiting area project
3 for the VR 40% -Execute a Mohamed
gamers large AlBanna
marketing
scheme to Sarah Jawad
cover Social
Media to ask
people to
participate
The inability Every bad Provide the
Fareeda
to find service in the unqualified
4 30% Abdulla
9

proficient centre will employees

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employees to decrease the with on-

 operate the customer’s premise Mohamed
VR satisfaction training from AlBanna
equipment, and decrease the VR
will affect the the centre’s suppliers
quality and reputation
reputation of
the centre
If the target Each day with Having
audience is zero to marketing
unresponsive minimal schemes to
to the project, service will encourage
the centre will result in a people (offers Fareeda
be unable to BD500+ loss* for groups, Abdulla
generate one day
5 profit 40% where the Mohamed
ticket price is AlBanna
halved,
surprise Sarah Jawad
giveaways,
celebrity
appearances
…etc.)
If a coffee More money We will keep a
shop will not would be safety budget
rent the spent on of BD1000 to
spacious area, coffee shop purchase
budget will be materials and coffee
affected as equipment. materials Fareeda
6 20%
money will be Therefore, from a local Abdulla
invested budgets for vendor
towards marketing and
purchasing furniture will
the coffee be reduced
equipment

*This is based on the average ticket price of BD15, and with an estimate of 50 customers during a full-
day (10-midnight), then the revenue should be around BD750+
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Project Constraints with Risk Analysis
Project Constraints

It is vital for the team to adhere to the given budget of

BD150,000. It will be a major obstacle if the team exceeds
the allocated budget as it would create future problems
with stakeholders and result in project failure.

Time is a big issue that might hinder the project’s success.

The 9-month period that the project is expected to be
finished within is important as any delays would cause
project failure.

There is a possibility that current VR centres could invest in

similar advanced technology to the one’s we are bringing to
Bahrain.

It is necessary to have complete and constant cooperation

with the stakeholders of the project, such as the VR
equipment suppliers and electricians in order for the
project to run smoothly. Low/No cooperation from major
stakeholders will affect the overall completion of the
project.

Certain government forms from ministry of health and

ministry of housing are required in order to proceed with
the project. If the proper documents are not filled and
signed, then it will affect the project’s implementation
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process negatively.
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Risk Analysis

All of the projects’ constraints have been converted to risks; their implications and probability are
expressed in a grid and a risk register. The analysis of the risks helps the project team predict the standard
and flow the project is expected to run in. Moreover, it gives the team the opportunity to create
contingency plans so the flow of the project does not get severely impacted by the risk occurance.

Risk Impact/Probability Grid

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Risk Register

ID Risk Impact Probability Contingency Assigned to

Cause/Event Plan
If the cost of Increase in
the VR the assigned
equipment budget for the
exceeds the equipment
allocated would affect
budget budget
Find another Mohamed
1 (65,000); it allocations for 25%
vendor AlBanna
will cause the furniture,
overall budget rent, and
to be shifted others.
and may
cause project
failure
If the lighting It will -Hire
setup is postpone the additional
delayed; it opening of the workers to
may delay the project which help with
2 project will delay 15% lighting setup Sarah Jawad
opening profit and to fasten
cause project process
failure -Have backup
generators
If a current VR It will Execute
centre decrease extensive
updates their customers’ marketing
current enthusiasm strategies Sarah Jawad
technology; it and including
would impact excitement offers for Fareeda
3 our project about Planet 55% groups, one Abdulla
negatively as Xero. day where the
we do not ticket price is Mohamed
have the halved, AlBanna
reputation yet surprise
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and people giveaways,

celebrity
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 may support appearances
old centres …etc. to shift
the
customer’s
perspective
If a It will increase -If the owner
stakeholder the time spent is un-
(location on location cooperative
owner) is not searching for two
responsive to which could weeks, we
our attempts delay other would look for
to reach him; processes a different
Fareeda
4 it will delay (government 40% owner.
Abdulla
the search procedures
period and and
the project equipment
might get installation)
delayed if a which could
location is not delay the
found quickly entire project
If the It will cause -Pay
government the project to additional
documents do be postponed fees to get the
not get if we don’t approval in a
Mohamed
5 submitted on receive the 30% shorter time
AlBanna
time, it could approval on period
delay their time
acceptance of
the project

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Project Stakeholders with Stakeholder Communication Sheet
Analysing the stakeholders is important to help the project team differentiate between the different
communication techniques and information to be given to each stakeholder. The stakeholders of our
project can be categorised into four segments:

Authorising Stakeholders
•Ms. Gerladine Cunnane: The sponsor of our project. She is willing to fund the
project BD 150,000.
•Ministry of Industry, Commerce and Tourism: The project requires approval
from the ministry.
•Ministry of Health: To ensure the coffee shop is following the health standards.
•Ministry of Housing: To ensure the location is safe and approved for business
practices.

Internal Prinicpal Stakeholders

•Employees: Those who will operate the VR machines in the VR centre and the
cleaners in the artistic coffee shop
•Project Team: Those who have been chosen to carry out the project's activities
and make sure it is following the project plan

External Principal Stakeholders

•Suppliers: Including the suppliers for the VR equipment, furniture, lights and
everything that is needed for the completion of the project.
•Contractors: Companies who are reponsible for the construction of the building
internally (AlHidaya Contracting company)
•Competitors: Those organisations with a similar business profile. Such as the VR
Hub in Sitra and Virtual Reality Solutions in Amwaj
•Customers of Planet Xero that wish to expereince Virtual Reality

Project Manager
•Planet Xero's project manager is Fareeda Abdulla. She was assgined by the
project owner and she is resposible for leading the project team towards a
successful project completion.
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Power/Influence Grid
We have segmented our stakeholders into four categories on the grid; further explanation behind each
stakeholder, their impact and method of communication can be found in the communications worksheet.

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 Stakeholder Communication Worksheet

Stake- Communic- Key Current Desired Desired Messages Action & Responsibility
holder ations interest Status Support Project needed Communication
Name Approach issues Role

LekeVR Keep Supplying Supporter Medium Suppliers -Quantity Emails and Sarah Jawad
satisfied the VR -Type of skype calls
equipment, machines
Making -Delivery
sure schedule
delivery is
on time, no
damage…
VART Keep Supplying Supporter Medium Suppliers -Quantity Emails and Sarah Jawad
satisfied the VR -Delivery skype calls
equipment, schedule
Making -Types of
sure machines
delivery is
on time, no
damage…
Custo- Manage Interest in Critics High Participator Grand Emails, Text Mohamed
mers closely the project, opening messages and AlBanna
Desire to timings Social Media
benefit Activities
from it provided,
prices…
Top Manage Project Advocate High Managers Details of -Face-to-face Sarah,
mana- closely interest, the update Mohamed and
gement Overall operations meetings Fareeda
operations Goal- -Short Emails
achieveme that include
nts significant news
(completion of a
step)
The Manage Project Advocate High Manager/ Details of Face-to-face Fareeda
project closely interest, Partners operations meetings and Abdulla (PM)
team Detailed Running Emails
operations the daily
operations
Dealing
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with
suppliers…
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 Home Monitor Supplying Supporter Medium Supplier Quantity Emails and Fareeda
Zone for the and type of Skype calls if Abdulla
furniture furniture furniture any inquiries
required Delivery
dates
Ministry Keep Approvals Critics / High Approval -Form with Online Mohamed
of Health Satisfied To provide Advocate Provider general submission AlBanna
food in the info
coffee shop regarding
the project
Ministry Keep Approvals Critics / High Approval -Form with Online Mohamed
of Satisfied to run the Advocate Provider informatio submission AlBanna
Housing project n regarding
dimensions
, location…
Ministry Keep Approve the Critics / High Approval -apply for Online through Mohamed
of Satisfied Commercial Advocate Provider an ekey the commercial AlBanna
Industry, Registration -apply for registration
Commerc an portal (SIJILAT)
e& advanced
Tourism ekey
-apply for a
licence
Lumen Monitor Supplying Neutral Medium Suppliers Providing Scheduled Sarah Jawad
Arts the lighting the Centre meeting (to
with the scan the area)
desired then Emails or
lighting Skype calls
Houzz.co Monitor Supply the Neutral Medium Suppliers Providing Scheduled Sarah Jawad
m for carpets/tile the Centre meeting (to
carpet, s with the scan the area)
tiles... chosen then Emails or
carpets/tile Skype calls
s
Sonder Keep Occupying Neutral High Partner/ -Delivery Weekly email Fareeda
informed the artistic supplier updates updates Abdulla
space to -Rent costs
provide the
customers
with
refreshmen
ts and food
Batelco Monitor Supply the Neutral Medium Supplier -Location Scheduled Fareeda
centre with of centre meeting to Abdulla
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a powerful install WIFI and

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 internet -Size of payment by
connection centre subscription
monthly
London Monitor Supply the Neutral Medium Supplier -Size of Scheduled Sarah jawad
Vision centre with centre meeting to
Tech a powerful -Location install the
security to install security system
system the system in the centre

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Project In-scope and Out-of-scope
In Scope
The project is a Virtual Reality Centre combined with an Artistic Coffee Shop, the Centre will include:

Ticket booth at the reception desk

10 unique Virtual Reality stations (VR Bike, VR Horse-Riding…etc.)

3 private Virtual Reality Cinemas (fits 6 people at once)

A spacious area that will be rented out to serve as an Artistic

Coffee Shop

An online training course for the staff in charge of operating the VR

equipment. Training includes troubleshooting, game start-up, updates
and hardware maintenance.

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Out of scope
The project will not include:

We will not be providing the flying virtual reality machine due to price
restrictions

We will not include Virtual Reality rides (rollercoasters) due to

monetary and time restrictions

We will not be providing a waiting area for the active gamers in

the VR centre; they will be waiting in the coffee shop lounge area

We will not be providing full-meals in the coffee shop, only light

snacks and sandwiches in addition to coffee

We will not be providing any instruments or utensils for the artists,

only the space to get them creative

We will not be constructing the performance stage in the coffee shop

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Project Justification (Rationale)

By implementing the project, Bahrain’s tourist ranking will improve as tourists will
want to come and try the VR experience. According to the Arabian Travel Market,
around 1.4m people visited Bahrain in the last quarter of 2016. Since this centre is
a unique tourist attraction, it will encourage more visitors to visit Bahrain and try
the virtual reality experience. (The non-oil sector development)

The hub-spot will improve the lack of entertainment in Bahrain by

giving active gamers the ability of trying an advanced and exciting
gaming experience at a reasonable cost. (Survey results in appendix
two)

Planet Xero will provide a space where local artists can express
themselves by creating their art. Also, it provides a platform for
them to showcase their creative work.

Since there are few fixed gaming centres in Bahrain (Sitra Mall’s
Ultra Virtual Reality and Amwaj’s Virtual Reality Solutions), active
gamers can only enjoy an advanced VR experience at temporary
events such as Comicon, IGN and Bahrain gaming experience. This
project will provide easy access of the VR experience to the active
gamers all year round in a perfect location (Argan Village).

Planet Xero also allows active gamers in Bahrain to connect with each
other due to the multiplayer option available while enjoying the VR
experience. As mentioned in the survey conducted (appendix two);
Bahrainis want the multiplayer option as over 60% of respondents will
visit the center with friends and family.

Planet Xero is located in an open and quite area where artists can safely create art
and connect with other local artists who have similar interests. Additionally, it also
helps artists to inspire each other by providing a space where they can share their
24

art, music, poetry etc...unlike other crowded coffee shops such as Al Riwaq.
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Project Scope Description
VR Centre

Planet Xero is a Virtual Reality Centre attraction for both active gamers and family to experience Virtual
Reality like never before. The project will be launched in a two-storey building located in Argan village, Isa
Town. This area was selected as a prime location for the project because it has a playground for children
in the centre which is surrounded by famous restaurants like Lezzet, NQ’s Cookery, Baskin Robbins, and
Coffee Republic that are often visited by families (Foodir Restaurant Directory, 2018). Therefore, making
it perfect for the visitors of Planet Xero as they can easily grab a meal from nearby and meet with their
friends for a movie at Planet Xero.

Image 1 Children Playground and restaurants in Argan Village

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The virtual reality centre will contain 13 unique VR stations on the first floor including three private VR
cinemas. The VR equipment are as follows:

Machine VR Glasses Specs. Function Supplying

Description Company
Family six- 6pcs Size: -70 movies installed VART
seat VR Deepon E3 L3.5*W3.4*H2.0m -five effects (face air, push back, ear
Cinema (6 power: 8.5kw wind, vibration and leg sweep)
people) voltage: 220V -includes signal lights
weight: 1000kgs -5.1 audio system
VR Horse 1pcs HTC Size: -four games installed VART
Riding Vive 2K L1.8*W1.25*H2.3m -supports self-service gaming
power: 1.5kw
voltage: 220V
weight: 200kgs
9D VR- 2pcs Size: -70 movies installed VART
2seats (2 Deepon E3 L2.2*W1.15*H2.0m -360-degree rotation
people) power: 4kw voltage: -3-degree freedom
220V weight: 300kgs -Electric servo motion control
platform
-includes 19 inch console
-six kinds of special effects (fog, face
air, push back, leg tickle, ear wind,
vibration)
9D VR- 1pcs Size: -two games installed VART
1seat-2 LC- Deepon E3 L1.2*W1.2*H1.95m -touch-screen control
01-02 power: 2.5kw -speed sensor
voltage: 220V -motion vibration
weight: 100kgs
StarShip 6 pcs Size: -six player shooting and racing VR LekeVR
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Deepon E3 2930*3900*2130mm game

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 Power: 10,000W -multi-dimensional environment
Voltage: 220V simulator
Weight: 1243kgs
Full price for VR equipment: BHD 62,220
Full Delivery fee: BHD 2,500
Total cost: BHD 64,720
Quotations can be found in Appendix four
It includes:
Online technician support
One-year hardware guarantee and a whole-life
software guarantee
Training (online or technician can train here)
Fee for trainer coming to centre (flight ticket, visa fee and accommodation AND 37
BHD as labour fee)

Tickets will be sold for approximately BHD15 per ticket*

*price will differ based on time spent and age (kids will have a special price)

A 3D print of the VR Centre:

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Artistic Coffee Shop

Planet Xero will also provide a space for local artists to find a safe and
creative space to express themselves and their talent. The artistic coffee shop
will be located on the second floor and includes access to a terrace for artists
who want to sit outdoors. The kitchen space will be rented out to a coffee
shop which will provide light food/snacks and beverages to the customers.
The process of outsourcing the coffee shop enables Planet Xero to acquire
additional revenue and cut costs.

The artistic area will be furnished with comfortable chairs, tables and bean
bags along with relaxing music when local artists are not performing. It will
also include a miniature stage where local musicians and poets can perform
and share their masterpieces. Furthermore, the entire area will be
soundproofed so that musicians can freely play their music without disturbing
the active gamers in the VR centre below.

Obtaining the local artists to give live performances on stage will be the
responsibility of the coffee shop manager or staff. A list of 30 possible local
artists and their contact details will be given to the coffee shop manager. The
marketing plan for Planet Xero includes a strategy which involves using an
Instagram account to promote ‘artist call-outs’. The artists can be contacted
through their Instagram accounts.

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List of Bahraini artists that are willing to participate:

Artist Instagram account Talent

The undercurrent @undercurrentband Band

The relocators @therelocators Band
Doyoureallylikeit? @doyoureallylikeitmusic Band
Noora Almoosa @nooraaalmoosa Singer
Ali Malik @acemalik Singer
Roshan Valder @roshan_valder Singer/Poetry
Majd @Majdnotmajed Poetry
Abdulla Khayami @abdulla_khayami Poetry
Lonita Adityarini @lanwrites27 Poetry
Seham Yateem @sehaamm Poetry
Nadeen Yateem @nyateem Poetry
Fajer Taqi @fajertaqi Poetry
Ghazi Alshehabi @the_ghaz Poetry
Mohamed Salem @_mjsalem Poetry
Huda @h6.xx Poetry
Kevin P. Gilday and Weaam @Kevpgilday and Illustrators
Sperinck @weaam_bh

Dani @md6_art Illustrator

Hajer Ghareeb @hajerghareeb Illustrator
Elias Madan @eliasmadan Illustrator/painter
Maryam Jamal @Maryamjamalart Illustrator/painter
Amal Al sheikh
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@amyalshaikh Painter
Sulaf
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@sulafw Painter
 Mai Almoataz @maialmoataz Painter
Amal Khalid @amal.khlid Painter
Nayla @elninz Painter/photographer
Enas sistani @solovagabond Photographer
Mohammed Shehab @mo.shehab Photographer
Talha @xaxo.jpg Photographer
Tahir Mohamed @tahir_photography Photographer
Faris G. Algosaibi @f_algosaibi Photographer

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Project Objectives (Deliverables)
Project deliverables are:
1. Getting approval from the ministry to open the Virtual Reality Centre
2. Getting quotations for the VR equipment, rent and lighting (design) in two weeks
3. After making the purchase order, the VR machines should arrive in 10-15 days (approximately
two weeks)
4. Getting the coffeeshop lounge fully decorated in five weeks
5. Getting the marketing plan completed in four weeks

Product Acceptance Criteria (Deliverables Table)

Deliverable Time Cost Quality
E(time/cost)=
Legal Work O+(ML*4)+P/6 BHD 75 -
(1)+(2)*4+3/6 = 2 weeks
VR Machines research E(time/cost)=
and Quotation receipts O+(ML*4)+P/6 - -
(Equipment) (4)+(5)*4+(9)/6 = 5.5 weeks
E(time/cost)=
Delivery of VR O+(ML*4)+P/6
Machines (20) + (22*4) + BHD 2,000 -
(Equipment) (25)/6 = 22 days/2.5 weeks

E(time/cost)=
Furniture Set-up O+(ML*4)+P/6
BHD 984.200 -
(design) 1+ (1.5*4) + (2)/6 = 1.5
weeks
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Project Assumptions
Can be found in Project Charter

Project Constraints
Can be found in Project Charter

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Page 33
The WBS of Planet Xero lists the project’s major deliverables (1.0, 2.0, 3.0…) and sub-deliverables (1.1,
2.1…) and work packages (1.1.1, 4.1.2…). It is left hanging and it lists all of the major tasks to be carried
out so the project gets implemented successfully; which is what makes it vital for effective project
planning.

This is the Old WBS: The updated one can be found in the planning stage under time management
updates.

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Page 35
Activity List
After creating the WBS; the project team broke-down the work packages into more detailed tasks using
the same unique identifiers. However, verbs were added to all level tasks.

1.0 Obtain Legal work (LW)

1.1 Gather Ministry approvals

1.1.1 Fill process forms

1.1.2 Schedule meeting in the Ministries

2.0 Research and selection (R&S)

2.1 Search and select location

2.1.1 search for possible locations

2.1.2 Schedule a site visit

2.1.3 Meet with building owner and sign the lease

2.2 Search and select Floor design

2.2.1 Conduct search for possible contractors

2.2.2 Meet with suitable contractor and agree on design

2.3 Search and select Bathroom design

2.3.1 Conduct search for possible contractors

2.3.2 Meet with suitable contractor and agree on design

2.4 Search and select Furniture

2.4.1 Conduct search for possible furniture stores

2.4.2 Select and Make order to purchase the chosen furniture

2.5 Search and select Painter

2.5.1 Conduct search for possible contractors/freelance painter

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2.5.2 Select painter and chose paint colour, theme and design
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 2.6 Search and select VR equipment

2.6.1 Conduct search for possible supplier/s

2.6.2 Select supplier/s

2.6.3 Choose and purchase the selected VR equipment

2.7 Search and select Electric works

2.7.1 Conduct search for possible contractors

2.7.2 Select suitable company for security system

2.7.3 Select suitable company for LED system

2.7.4 Select suitable company for WIFI

3.0 Install building requirements (IBR)

3.1 Begin wall construction

3.1.1 Paint inner walls

3.1.2 Paint outdoor logo

3.1.3 Install sound-proof in building (walls, floor and ceiling)

3.2 Install flooring

3.3 Install restrooms

3.4 Install electric work

3.4.1 Install security system

3.4.2 Install LED system

3.4.3 install WIFI

4.0 Prepare Equipment

37

4.1 Set up VR centre area

Page

4.1.1 Receive VR equipment delivery

 4.1.2 Set up VR equipment

4.1.3 Train employees

4.2 Set up coffee shop area

4.2.1 Receive furniture delivery

4.2.2 Set-up performance stage

4.2.3 Set-up Franchise area

5.0 Create marketing plan

5.1 Conduct market research

5.1.1 Make surveys

5.1.1.1 Distribute surveys

5.1.1.2 Analyse surveys

5.1.2 Conduct interviews

5.1.2.1 Analyse interview results

5.2 Generate Integrated Marketing Communication (IMC) Plan

5.2.1 Identify advertising platforms

5.2.2 Produce posting schedule

5.3 Create social media content

5.3.1 Create image and video content

5.3.2 Identify brand theme 38

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Dependency Table
The dependency table of our project contains all major deliverables and some lower-level tasks (sub-
deliverables and work packages). Additionally, the durations were added with their dependencies.

Planet Xero’s Dependency Table

Activity Activity description Dependency Duration

1 Gather ministry approvals N/A 21 days

2 Research and Selection 1 49 days

Install Building Requirements
3 Paint inner walls (IBR) 2,6 30 days
4 Install sound-proof on inner walls (IBR) 3 15 days
5 Paint outdoor logo (IBR) 2 7 days
6 Install flooring (IBR) 2 25 days
7 Install restrooms (IBR) 2,6 21 days
8 Install Electric Work (IBR) 4 14 days
Prepare Equipment
9 Receive VR equipment delivery (PE) 2 2 days

10 Set-up VR equipment (PE) 9,8 21 days

11 Train employees (PE) 10 7 days
12 Receive furniture delivery (PE) 2 1 day

13 Set-up performance stage (PE) 12 5 days

14 Set-up Franchise area (PE) 13 7 days
15 Create Marketing Plan
Make, distribute and analyze surveys
16 1 21 days
(CMP)
17 Conduct and analyze interviews (CMP) 1,16 21 days
18 Generate IMC plan (CMP) 16,17 7 days
19 Create social media content (CMP) 18 7 days
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Updated Assumptions with Risk Analysis
After updating the WBS and creating the activity list; the project team detected two additional
assumptions and they have been added to the project assumptions. The full list of assumptions can be
seen in the Project Charter.

Updated Assumptions
1. The process of painting the walls will take 5 days if done by 3 painters

Risk 7: if the company (houzz) brings 1 or 2 painters; the paint job will take an additional one day per
absent painter.

2. Al Hedaya contracting company will deliver the product in time for the installation of the sound-
proofing system to run smoothly

Risk 8: if the contracting company fails to deliver products on time or bring sufficient material, the
duration of the installment of the sound-proofing system will increase by a minimum of one working
day.

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Risk Analysis
Impact/Probability Grid

41
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Risk Register for the updated assumptions:

ID Risk Cause/Event Impact Probability Contingency Plan Assigned

If the subcontractors Request additional
The paint job will
(colourmaze) bring 1 or 2 labour from another
take an additional Fareeda
7 painters; the paint job will be 35% company at the
day per absent Abdulla
delayed which would delay the expense of 5BD per
painter.
entire project. day per worker.
If the subcontractors
Have an order on
(AlHedaya) brought The installment will
hold for the quantity
insufficient material, the take an additional
required from the Sarah
8 installment will be delayed day depending on 33%
subcontractor; so, it Jawad
which would delay the VR the amount of
can be delivered in a
equipment installment hence material missing.
day.
delaying the entire project.

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Updated WBS
This is the updated WBS. The old WBS can be found above. The changes made included fully transitioning
into the left-hanging theme. Also, the major deliverable (3.0 construction) was removed and (3.0
installment) replaced it as it made more sense that the sub-deliverables were being installed.

Moreover, after applying the 8/80 rule, major-deliverable (2.0 Research and Selection) was added as the
project team realised that researching and selection takes above 80 hours to complete and the work-
packages beneath were the segments that required research like (2.1 location).

Note that the degree of decomposition has been evaluated and it is sufficient for the size of the project;
moreover, the 100% rule has been applied which implies that the updated WBS includes 100% of the work
mentioned in the project scope and it reflects all deliverables to be completed.

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Project Network Diagram (PND)
The PND was applied after the dependency table was finished; the relationships are all represented in
lines and the tasks are represented in the blue boxes (see in image). Moreover, parallel blue boxes mean
that tasks are occurring at the same time and the tasks in sequence can be done one after another (start
to finish relationship).

44
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Critical Path Method (CPM)
CPM has been implemented on the project and after doing the forward-pass and backward-pass, it is
evident that the project ends in 182 days and the critical path is (gather ministry approvals>Research &
Selection>Paint inner walls>install sound-proof>install electric works>set-up VR equipment>train
employees)

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Relationship examples from the PND:

Start to Start
• Making the surveys must start before conducting interviews can start

Finish to Start
• Installing the flooring must finish before instalment of restrooms can start
• Painting the inner walls must finish before installing the sound-proof can start
• Making the surveys and conducting interviews must finish before creating IMC
plan can start

46
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GANTT chart (Microsoft Project)
Task side
All of the High-level activities and sub-activities from the dependency table have been identified in
sequence and milestones have been added after major tasks are completed. After adding the resources
needed, duration and predecessors for each task, the expected duration of the project is 182.25 days.

47
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Example of group name and task name:

GANTT chart side

The activities have been laid out in a chart format; noting the start and end of the project; moreover,
the relationships and milestones in the project are depicted as bars and icons.

48
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Example of milestones and tasks in MS Project GANTT chart:

Explanation of the lines in the GANTT chart:

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Microsoft Project PND

50
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Personnel Resource Matrix (PRM)

51
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Personnel Resource Matrix (PRM)

For the purpose of the PRM, one working day is equal to eight hours. The following steps have been
undertaken to create the matrix that is displayed above:

Firstly, project activities for Planet Xero have been listed on the left-hand-
side of the matrix. For example, painting the inner walls, installing the VR
equipment and conducting market research

Secondly, the types of people needed to work on the project have been
listed across the top of the matrix. For example, members of the project
team (Fareeda, Sarah and Mohamed) and contractors such as Sonder
coffee shop and LekeVR

Next, the effort required from each person to complete the job has been
identified through secondary research and some have been calculated
using the Programme Evaluation Review technique (PERT)

Finally, the hours needed to complete each task has been added together
to identify the total number of hours required to complete the project. As
seen in the image above, the total amount of hours needed to finish the
entire project is 2,487 hours.

Creating the PRM has been very beneficial as it has assisted in identifying the skills need to complete
Planet Xero. It has also helped in calculating the amount/number of person hours required to complete
an activity.

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PERT Effort Estimation

Paint Outdoor Logo

E (Time/cost) = Optimistic (48) + (56) *4 + 64/6 = 56 hours

Set-up VR Equipment
E (Time/cost) = Optimistic (136) + (152) *4 + 170/6 = 152 hours

Create IMC Plan (Banna)

E (Time/cost) = Optimistic (32) + (40) *4 + 48/6 = 40 hours

Create Social Media Content

(Banna)
E (Time/cost) = Optimistic (20) + (28)*4 + 36/6 = 28 hours

PERT is a technique that has been used for the purpose of estimating the accurate time it would take to

complete a given activity. As seen in the table above, it has been applied to four activities; painting the

outdoor logo, setting up the VR equipment, creating the IMC plan and creating social media content.

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Equation:
e = (o + 4m + p) /6
‘e’ is the estimated time for the activity
‘o’ is the optimistic time or the ‘best case’ for the activity
‘m’ is the most likely duration for the activity
‘p’ is the pessimistic time or the ‘worst case’ for the activity

Application and explanation

In order to explain how PERT was applied, the first activity ‘paint
outdoor logo’ has been chosen as the example.
The first step to calculate the estimated time is to take the
optimistic time (48 hours), add it to the most likely duration (56
hours) which has been multiplied by 4 (56 x 4= 224 hours) and the
pessimistic time (64 hours). Next the number derived from the first
step (336 hours) has been divided by 6 since there are six elements
to the equation (336/6). The final answer achieved from the last
step (56 hours) is the estimated time required to complete painting
the outdoor logo.
The PERT equation has been used in a similar manner for the other
activities. By applying this technique, the estimated time required
to complete each activity has been calculated and identified.
54
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Page 55
 Project Budget
Budget estimation
Top-down estimation

Planet Xero's WBS 142,320

1.0 Legal Work 2.0 Research & 3.0 Installement 4.0 Equipment 5.0 Marketing
Selection
100 47,000 68,220 20,000
7,000

2.1 Location 3.1 Walls 4.1 VR Centre 5.1 Market Search

1,000 8,500 65,720 10,000

1.1 Ministry
Approvals 2.2 Floor design 3.1.1 Wall Paint 4.1.1. Delivery 5.1.1 Surveys
100 1,000 4,000 2,500 5,000

2.3 Bathroom 3.1.2 Outdoor 5.1.1.1

4.1.2 Setup
design Logo Distribution
3,500 62,220 4,000
1,000

4.1.3 Employee
2.4 Furniture 3.1.3 Sound-proof 5.1.1.2 Analysis
Training
1,000 1,000
1,000 1,000

2.5 Painter 3.2 Flooring 4.2 Coffeeshop 5.1.2 Interviews

1,000 20,000 2,500 5,000

4.2.1 Furniture
2.6 VR Equipment 3.3 Restrooms 5.1.2.1 Analysis
Delivery
1,000 15,000 1,000 1,000

2.7 Electric Works 3.4 Electric Works 4.2.2 Stage setup 5.2 IMC Plan

1,000 3,500 1,500 5,000

3.4.1 Security 4.2.3 Franchise 5.2.1 Advert

System setup Platforms
2,000
- 3,500

5.2.2 Posting
3.4.2 LED System
Schedule
1,500 1,500

5.3 Create
Content
5,000
56

5.3.1 Video &

Image
Page

2,500

5.3.2 Brand &

Theme
2,500
 Bottom-up estimation

133,269

75 52,000 67,204 10,000

3,990

570 10,000 65,220 4300

570 5000 2,500 2300

75

7000
62,220 300
570

570 2500 2000

500

570 20,000 1,984 2000

18000
570 984 2000

570 4000 1000 4000

2000
- 3000

2000 1000

1700

1000
57 Page

700
Project Budget
Cost estimation was applied in two methods for Planet Xero. The project team applied top-down and
bottom-up to the WBS. It gave us an estimation of the costs for each work package working upwards or
downwards. After taking both cost estimation techniques under consideration for the direct costs, the
final budget was generated. The total budget is BD 152,048 which is slightly above the agreed budget;
however, we have spoken with the authorising stakeholder (Ms Geraldine Cunnane) and she agreed to
increase the limited budget slightly, so the project is still within budget.

Image 2 Planet Xero's Budget

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Contingent Reserves using Expected Monetary Value
Also called known unknowns; it is important to calculate it as this amount (BD 3,142) will be reserved for
future events (risks) that are known to occur, however, accompanied with an uncertain cost. Like delay in
the VR shipment and lighting set-up.

Project Risk Probability Impact (BHD) EMV (probability * Impact)

Delay in VR shipment 50% -3,000 -1,500
Unresponsive Market 40% -3,000 -1,200
Inability to find a sponsor 20% -1,000 -200
Inability to find proficient
30% -592 -117.6
employees
Lighting setup delay 15% -50 -7.5
Government documents
30% -100 -30
delay
Delay in paint job 35% -60 -21
Insufficient material for
33% -200 -66
sound-proofing
Total Contingent Cost -3,142

Indirect Costs Table

The indirect costs must be calculated as adding them to the budget gives a more accurate calculation of
the project’s cost.

Cost Total cost Internal Personnel Contracted Services

Fuel consumption 150 150
Maintenance of equipment 1,000 1,000
Equipment depreciation 3,236 3,236
Electricity and water 200 200
WIFI 50 50
Total indirect cost 4,636 150 4,486
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Validation
To validate the budget; Mr. Charlie Fraser; a Finance Tutor has agreed to approve the project’s budget.
Below is the email exchange between the Accountant and the Purchasing Manager.

Email Request

Accountant’s reply

60
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The document with the accountant’s signature

61
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Page 62
Logo Analysis

Image 3 Final Planet Xero logo

As Planet Xero is a VR centre/coffeeshop, the vibes for the logo must reflect the business. The project
team believe that the final logo represents it well. Studies have shown that 90% of humans’ first
judgement is influenced by the colours used alone (Avotins, n.d). Moreover, colours are the first thing
people notice about your product; therefore, thorough analysis must be conducted to ensure the colours
reflect the product perfectly. According to colour psychology, we chose red, sky-blue, white and grey as
the logo colours for the following reasons:

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 Red is common in the entertainment, food and sport industries. According to Cameron
Chapman from the Smashing Magazine, the colour red represents energy, excitement,
courage and attention (Chapman, 2010). Those are all values we represent in Planet Xero;
we aspire for the customers to feel alive and energised through participating in a virtual
reality of their dreams. We want the customers to be courageous and experiment in a new
world that they are unfamiliar with. That is why we chose red as the accent colour in the (X)
as red is used as a stimulator and it attracts attention; hence why fast food chains and
traffic lights use red, as it creates urgency and increases attention (Avotins, n.d).

Sky blue is a common colour in technology, aerospace, entertainment and

communication industries. The colour is linked with trustworthiness and loyalty; which is
useful to us as we are a new business venturing in Bahrain. Planet Xero must show the
customers that they are trustworthy and loyal to providing them with the best
technology which is demonstrated in the heavy sky-blue presence in the logo. Moreover,
sky-blue is related to expertise which is beneficial for Planet Xero as it depicts
professionalism and proficiency in the virtual reality industry hence generating trust and
loyalty from customers. Also, sky blue is proven to produce a calming effect on the
human body; thus, helping Planet Xero ease the customers in to try the project and
increase customer loyalty as a result. Lastly, sky blue also draws attention; which is why it
is a good option in a logo as the pedestrians of Argan Village will surely notice the centre
and possibly enter or spread the word about the centre (word of mouth marketing).

White is associated with purity and goodness (Chapman, 2010). Also, it represents safety;
which is required for Planet Xero’s coffeeshop area; as snacks will be provided; it is vital to
emphasize cleanness and safety of the food provided. Moreover, safety is an important
aspect of the VR centre as well; since the VR equipment must be operated in safe measures
that protect the customers. Lastly, White is typically used as a neutral backdrop colour that
allows other colours to shine. In this scenario, sky blue and red shine from the white; which
re-emphasizes loyalty, trust and attention.

Grey is a common colour that is used in almost all industries; it is common in

corporate designs as it resembles professionalism and formality. Grey was applied
through the VR headset clipart at the very left. The grey is linked with modern designs
and that is why it was applied. As customers will get a modern outlook from the logo
which is derived from the hi-tech equipment used in the centre.
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Start-up Meeting

Project Vision

The Rationale: Fulfilling the business need (problem) of the lack of entertainment in
Bahrain; can be seen in appendix one. Planet Xero gained encouragement and
support from the survey participants; as the individuals agreed that Bahrain lacked
entertainment variety. Moreover, the project will support Bahrain financially as it
will open a new venture in tourism which will increase the revenue generated from
the non-oil sector (which is 12% of Bahrain’s GDP). Detailed business need and
rationale are included in the Project Charter section of the report.

The Product: Planet Xero is a hub-spot for active gamers to experience a fantasy
Virtual Reality world and a safe and creative place for local artists to express
themselves and their talent. The project is located in Argan village (Isa town). Planet
Xero is a two-storey building that is equipped with 13 VR stations on the first floor
and a spacious workspace for local artists on the second floor.

The Process: As identified in the WBS and Activity List (Planning Stage), the project
will be transitioning between each major deliverable in sequence. Starting with
obtaining legal work, to research and selection, then installation of building
requirements, then set-up of VR equipment and coffeeshop and lastly, creating the
marketing plan. Moreover, the Personnel Resource Matrix (Planning Stage) has the
detailed allocation of each task in person hours for each stakeholder. For instance,
Mohamed (Marketing Manager) is involved for 40 hours in generating IMC plan.
Whereas Sarah (Purchasing Manager) is involved for 40 hours in training employees
and lastly, Fareeda (Project Manager) is involved for 16 hours in installing restrooms.
After all deliverables are achieved; the project will be open to Bahraini active
gamers and international visitors to join and enter a virtual world of their choice.
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Define Roles
The role of each member of Planet Xero’s project team is identified below; the information has been
gathered through searching multiple websites to ensure tasks are distributed evenly.

Name and title Roles and Responsibilities

According to prospects.co.uk, the duties of a
Purchasing Manager include (Prospects.ac.uk,
n.d):
o Searching for reliable suppliers
o Negotiating prices with sub-contractors
and suppliers
o Negotiating contracts and terms with
Sarah Jawad – Purchasing Manager
sub-contractors and suppliers
o Forecasting demand for certain products
like equipment and technologies
o Building and maintaining relationships
with current and future suppliers
o Processing invoices and payments
o Developing purchasing strategies
According to Haughey from Project Smart website,
the duties of a Project Manager include (Haughey,
n.d):

o Mitigate risks and issues that arise in the

project
o Administer the completion of
Fareeda Abdulla – Project Manager
deliverables
o Report and Monitor project progress
o Control the quality and project resources
throughout
o Prepare project, stage and exception
66

plans
Conduct project evaluation reviews
Page

o
 According to Charterselection.com, the roles of a
marketing manager include
(Charterselection.com, n.d):
o Develop a marketing strategy that fits the
project
o Responsible for brand management and
the project’s corporate identity
Mohamed AlBanna – Marketing Manager
o Manage and report the marketing
communications
o Work with design agencies and sub-
contractors if needed
o Prepare and manage marketing
campaigns
o Supervise the marketing budget

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Individual Commitment and Joint Commitment
Planet Xero’s project team believes in equality and joint
collaboration; therefore, this table was generated to showcase
each member’s own individual commitment to the project and
also, the joint commitment. The individual commitment notes
each members’ expertise and level of commitment to the project.
Whereas the joint commitment notes the qualifications and skills
each member has that helps them be collaborative and cross-
functional. Moreover, for the purpose of joint commitment
between Planet Xero’s team; an agreement contract has been
signed at project kick-off and it is attached in appendix three.

Title Individual commitment Joint commitment

Fareeda (Project Use problem solving skills to Possesses intensive and in-depth
Manager) create innovative solutions to marketing knowledge which enables the
complex problems project manager to help in some
marketing activities
Has excellent leadership and
communication skills and can Basic knowledge in finance and
properly motivate team members accounting means that Fareeda can
to achieve common goal assist the purchasing manager in certain
tasks
High time management skills
possessed by project manager The project manager has previous
assists in ensuring that the project experience in organising events so she is
is done in time able to organise public relations (PR)
events for Project Xero
Uses adaptability and flexibility to
overcome uncertainties of the
project and overcome obstacles

Sarah (Purchasing Used SAP as a purchasing manager Sarah is capable of leading the team
Manager) trainee so she has relevant when necessary as she took a course in
68

leadership
Page
 experience to negotiate prices and
find the most suitable suppliers She has excellent numerical Knowledge
to help with the budget as she has done
Passionate about Virtual Reality
and technology, she will bring her Has excellent time management skills to
expertise into researching the help the Project Manager organise tasks
best suppliers that provide the and make sure they are achieved on time
best quality and price for Planet
Xero Sarah has participated in previous
marketing campaigns for restaurants
Has excellent communication and (Frangipani and Lava-Burger). Therefore,
negotiation skills that will assist she has relevant experience which can
her in dealing with international assist the Marketing Manager in
suppliers and obtaining the best campaign related issues
quotations

Mohamed (Marketing Mohammed said “I am very “Along with my marketing experience, I

Manager) passionate about our project as have helped the team in budget related
would like to see our gamers and matters due to my high numerical
local artists develop themselves.” knowledge.”

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Page 70
Controlling the project
Earned value management (EVM), earned value project management, or earned value performance
management (EVPM) is a project management technique for measuring project performance and
progress in an objective manner. EVM was applied to three deliverables in the project; which measured
the progress of each deliverable.

VR Equipment Setup

Task Duration Cost (BD) Status after 10 days Actual cost (BD)
Install Egg-shaped 5 days 12,000 100% completed 12,500
VR Machines
Install Star-ship VR 3 days 12,000 100% completed 10,000
Machine
Install Horse-riding 2 days 8,000 70% completed 4,000
VR machines

Install VR Cinema 10 days 30,220 Not started 0

Indicator Calculation Explanation

Budget at Completion 12,000+12,000+8,000+30,220= 62,220 BD is the amount we should
62,220 BD spend after finishing all tasks (BAC)
Planned Value 12,000+12,000+8,000= 32,000 BD We plan to spend 32,000 BD by the
end of day 10
Actual Cost 12,500+10,000+4,000= 26,500 BD The actual cost for the work
completed is 26,500 BD
Earned Value 12,000+12,000+5,600= 29,600 BD We completed 29,600 BD worth of

(8,000*70%=5,600) work; hence we are behind

schedule
Cost Variance EV-AC The project is under-budget by
29,600-26,500= 3,100 BD 3,100 BD
Schedule Variance EV-PV We are behind schedule by 2,400
29,600-32,000= -2,400 BD BD worth of work
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 Cost Performance Index EV/AC For every 1BD spent; we are getting
29,600/26,500 = 1.12 BD 1.12 BD
Schedule Performance Index EV/PV We are behind schedule; work is
29,600/32,000= 0.925*100= 92.5% progressing at a rate of 92.5%
Estimated Actual Cost BAC/CPI If we continue to progress at this
62,220/1.12= 55,553.57 BD rate; the estimated budget on
completion is 55,553.57 BD. Hence,
we are below-budget
The conclusion to draw from this is that performance is ideal and we are currently within budget; the
project manager must ensure the work performance stays constant or improves for additional cost-
savings.

Plot:

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Install Electric Works (security system, LED system, WIFI)

Task Duration Cost (BD) Status after 10 days Actual cost (BD)
Install security 7 days 2,000 100% completed 2,000
system
Install LED system 7 days 2,000 50% completed 1,500

Install WIFI 1 day 50 Not started 0

Indicator Calculation Explanation

Budget at Completion 2,000+2,000+50=4,050 BD 4,050 BD is the amount we should
spend after finishing all tasks (BAC)
Planned Value 2,000+2,000=4,000 BD We plan to spend 4,000 BD by the
end of day 10
Actual Cost 2,000+1,500=3,500 BD The actual cost for the work
completed is 3,500 BD
Earned Value 2,000+1,000=3,000 BD We completed 3,000 BD worth of

(2,000*50%=1,000) work; hence we are behind

schedule
Cost Variance EV-AC The project is over-budget by 500
3,000-3,500= -500 BD
Schedule Variance EV-PV We are behind schedule by 1,000
3,000-4000= -1,000 BD worth of work
Cost Performance Index EV/AC For every 1BD spent; we are getting
3,000/3,500= 0.86 0.86 BD
Schedule Performance Index EV/PV We are behind schedule; work is
3,000/4,000= 0.75*100= 75% progressing at a rate of 75%
Estimated Actual Cost BAC/CPI If we continue to progress at this
4,050/0.86= 4,709 BD rate; the estimated budget on
completion is 4,709. Hence, we are
over-budget
73

The conclusion to draw from this is that we must motivate employees to work at maximum capacity
Page

(100%) by compensating them for over-time for the project to be within budget and finish on-time.
 Plot:

Page 74
Install Restrooms

No. Task Duration Predecessor Cost (BD) Status after Actual

10 days cost (BD)
1 Install female restroom 10 days N/A 9,000 100% 10,000
completed
2 Install male restroom 10 days N/A 9,000 70% 9,000
completed

3 Do a final check-up 1 day 1,2 50 Not started 0

Indicator Calculation Explanation

Budget at Completion 9,000+9,000+50=18,050 BD 18,050 BD is the amount we should
spend after finishing all tasks (BAC)
Planned Value 9,000+9,000=18,000 BD We plan to spend 18,000 BD by the
end of day 10
Actual Cost 10,000+9,000=19,000 BD The actual cost for the work
completed is 19,000 BD
Earned Value 9,000+6,300=15,300 BD We completed 15,300 BD worth of

(9,000*70%=6,300) work; hence we are behind

schedule
Cost Variance EV-AC The project is over-budget by 3,700
15,300-19,000= -3,700 BD BD
Schedule Variance EV-PV We are behind schedule by 2,70 BD
15,300-18,000= -2,700 BD worth of work
Cost Performance Index EV/AC For every 1BD spent; we are getting
15,300/19,000=0.80 BD 0.80 BD
Schedule Performance Index EV/PV We are behind schedule; work is
15,300/18,000= 0.85*100= 85% progressing at a rate of 85%
Estimated Actual Cost BAC/CPI If we continue to progress at this
18,050/0.80=22,562.5 BD rate; the estimated budget on
completion is 22,562.5 BD. Hence,
75

we are over-budget
Page
The conclusion to draw from this is that we must motivate employees to work at maximum capacity
(100%) by compensating them for over-time and project team must collaborate with the supplier to
reduce further costs so the project finishes within budget and on-time.

Plot:

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Page 77
Administrative Closing
Document Product

We have produced a Hub-spot for active gamers to experience a fantasy Virtual Reality world and have
provided local artists a safe and creative space to express themselves and their talent. The project is
located in Argan village (Isa town), Planet Xero is a two-storey building that has been equipped with 13
VR stations on the first floor and a spacious workspace for local artists on the second floor.

Record Contributions

Sarah Jawad - Purchasing

Manager
Sarah has used her excellent communication skills to contact multiple
Chinese VR equipment suppliers which made the process of acquiring VR
equipment much easier. Her high level of communication resulted in the
project obtaining additional information/resources such as 3D models
and actual live footage from a VR exhibition that was held in China.
Overall this contribution made a significant impact on the project since it
enhanced the delivery and quality of the Virtual Reality centre.

The purchasing manager was responsible for the delivery of all resources
related to the project. She used her time management skills to ensure
that the suppliers were informed about changes in the project which
resulted in timely delivery of the resources such as VR machines and
furniture.
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 Fareeda Abdulla- Project
Manager
As the project manager, Fareeda searched for appropriate locations
around Bahrain for the project and got a number of options. She used
her critical thinking and persuasive skills to obtain an official proposal for
the space in Argan village, which was the teams first choice area for the
project.

Fareeda was able to get a suitable coffee shop to rent the second floor
artistic space of the entertainment centre. She contacted the owner of
‘Sonder’ an established artistic coffee shop and convinced them to take
part in the project. Additionally she negotiated terms and conditions that
reduced costs for the entire project.

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 Mohamed AlBanna -
Marketing Manager
Mohammed Al Banna was an excellent marketing manager as he created
a detailed Integrated Marketing Communication Plan and identified
relevant social media platforms for marketing the project. In addition he
identified free online marketing tools, which Project Xero can use thus
reducing the cost of marketing the project.

The marketing manager also took charge of distributing and analysing

the surveys which was a part of market research, a crucial step for the
project. Additionally, he planned and conducted the interviews to gather
in depth information regarding customer information for the project. By
doing so, he made coordinating with the marketing department easier
and made the marketing process for the project very smooth.

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Document Lessons

+The VR suppliers (VART & LekeVR) -AlHedaya contractors were slow in

were very professional and they were processing the high quality material
flexible with changes in our project. we requested for the sound-proofing.
They managed to deliver the We do not recommend using them
equipment that had been approved for future projects
previously.
-Batelco’s representative was slow to
+ColourMaze brought sufficient reply to our requests; which hindered
employees for the paint job and were the project performance. Moreover,
also very responsive to the project Batelco were not able to support us
needs. They were also able to with our preferred broadband needs
complete the job ahead of time. (fiber-optics) as they could not supply
it in Argan Village. We do not
+ Sonder was very encouraging of recommend using this
the project and they willingly telecommunication provider for
accepted to rent the coffee shop area future projects
upstairs.

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Sign Off

The project stakeholders; project manager, authorizing stakeholder and project team agree that the
project was produced according to the standards and requirements mentioned in the project charter.

Sign off:

Name & Signature:

Fareeda Abdulla Fareeda

Sarah Jawad Sarah

Mohamed AlBanna Mohamed

Geraldine Cunnane Geraldine

Create Archive

All documents related to the project have been saved in Microsoft SharePoint’s document library under
“Project Archive”

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Contract Closing

Check Performance

The quality of work performed by the contractors involved in the project has been checked and met the
high-quality standards required for Planet Xero.

Project Stakeholders

LekeVR

VART

Colourmaze

Sonder coffee shop

Al-hidaya contracting services

Homezone

Houzz

Lumen

London vision technology

Batelco

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Sign Off

The project stakeholders; project manager and contractors agree that the project’s resources and
materials were produced according to the standards and requirements mentioned in the Project Charter.

Sign off:

Name & Signature

Project Manager: Fareeda Abdulla Fareeda

LekeVR Jesse Al-hidaya contracting services Alhidaya

VART Kevin Homezone Homezone

Colourmaze Mohamed Houzz Houzz

Sonder coffee shop Sonder Lumen Fernando

Batelco Ahmed London vision technology LVT

Document Archive

All documents related to the project’s contractors can be found in “Contractors Archive” in Microsoft
SharePoint’s Document Library.
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Authorise Payment

Date Contractors Amount Outstanding Type of Payment

18-12-2018 LekeVR BD 1,750 Money transfer

18-12-2018 VART BD 750 Money transfer

19-12-2018 Ministry of labour BD 37.500 Money transfer

19-12-2018 Ministry of housing BD 37.500 Money transfer

20-12-2018 Colourmaze BD 300 Cheque

N/A Sonder coffee shop BD 0 N/A

20-12-2018 Al-hidaya contracting BD 23,500 Cheque

services

21-12-2018 Houzz BD 2,400 Money transfer

21-12-2018 Homezone BD 984 Cheque

21-12-2018 Lumen BD 1,100 Money transfer

23-12-2018 London vision BD 20,000 Money transfer

technology

23-12-2018 Batelco BD 50 Cash

Total BD 50,909
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The above table has been approved and sent to the accounting department in order to release the final

payments

Accountant’s signature

Project manager’s signature

Fareeda

Planet Xero Completed!

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Works Cited
Avotins, G. (n.d). Color Meaning and Psychology of Red, Blue, Green, Yellow, Orange, Pink and Violet
colors. Retrieved from https://graf1x.com/color-psychology-emotion-meaning-poster/

Chapman, C. (2010, January 28). Color Theory for Designers, Part 1: The Meaning of Color. Retrieved
from https://www.smashingmagazine.com/2010/01/color-theory-for-designers-part-1-the-
meaning-of-color/

Charterselection.com. (n.d). Marketing Manager Job Description. Retrieved from

https://www.charterselection.com/marketing-job-descriptions/marketing-manager-job-
description

Eadicicco, L. (2017, August 21). The Most Realistic VR Headset You Can Buy Is Now Much Cheaper.
Retrieved from Time Magazine: http://time.com/4909216/the-most-realistic-vr-headset-you-
can-buy-is-now-much-cheaper/

Foodir Restaurant Directory. (2018). Location: Al Argan Village. Retrieved from

http://www.foodir.net/location/al-argan-shopping-mall/

Haughey, D. (n.d). The Role of the Project Manager. Retrieved from

https://www.projectsmart.co.uk/the-role-of-the-project-manager.php

Prospects.ac.uk. (n.d). Purchasing Manager - Job Profile. Retrieved from

https://www.prospects.ac.uk/job-profiles/purchasing-manager

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Appendices
Appendix one: Project Selection Criteria table
Business need: lack of entertainment in Bahrain

Limitations: BD 150,000 and 9 months

Options: Cost Time Quality Risk Impact

People might
Tourist attraction
Entertainment be hesitant to
Family friendly
centres for gamers 9 try
500,000 - Improve Bahrain’s
– build from months High
global ranking
scratch maintenance
New experience
cost

People might
be hesitant to
Tourist attraction
Rent a current try
Family friendly
space for the 7 Maintenance
150,000 - Improve Bahrain’s
entertainment months will be
global ranking
centre covered by
New experience
sponsors

Sacrificing
quality by
People can
sticking with
visit the
current
Merge with a Less cheaper, less
Less than technology
current VR centre than 9 advanced Family friendly
150,000 Not enough
(Sitra Mall) months version that is
space to add
a few meters
5+ panels
away
Cannot bring
VR cinema
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 due to space
restrictions

Final idea:
Will consist of two parts:
VR Activity centre: Separate rooms for each gaming panel (12), VR Cinema
Large screen, VR Machines, VR headsets
Ability to host birthdays
Imagination centre (artistic coffee shop) – host artistic nights to support local talent

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Appendix two: Survey Results
Screenshots of the survey questions results; the survey was distributed on 80 people using random
sampling.

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Page 91
Page 92
Page 93
Appendix Three: Agreement Contract

Agreement Contract
This agreement is made and hereby takes effect on 15th of March 2018 between (Sarah Jawad),
(Mohammed AlBanna), and (Fareeda Abdulla) to conduct a team for Project Management.

These Rules of Conduct hence applicable to all members, the convention is necessary for the
systematic operation and flow of the team. The parties have a right to know what is expected of
them. Each member must familiarize himself/herself with all of the rules and regulations in
regards to their responsibilities and duties.

The contract entails each party to faithfully accept these rules and regulations.

Section 1: Looks and appearance

1. Members shall maintain a professional appearance at all times while on duty and shall wear
appropriate clothing. Dress pants and collared shirt (blouse for women) are considered to be
appropriate. Scrub top and bottoms are acceptable. Closed toed shoes must be worn.
Attention to good grooming and neatness is mandatory.

Section 2: Acts of misconduct

2. Smoking is tolerable in the designated smoking area only.

3. Violence, fighting, and other inappropriate conducts are prohibited.
4. Neglect of duty and disobedience will not be tolerated.
5. Members must avoid tardiness, absence, and early leaves without the permission of their
supervisors. Parties must observe time limitations on rest and meal breaks. Sleeping or
loafing on the job is prohibited (For emergencies view clause 13 section 5).
6. In a group meeting, members are excused for no more than ten minutes of being late. Failing
to arrive by then will result in a first warning (view clause 11 section 4).
7. Members are allowed up to two emergency absences from meetings with valid reasons
submitted to other members as soon as possible.

Section 3: Confidentiality

8. Members must be fully aware of the information they submit, as imprecise or deceitful
information shared will not be endured.
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9. Parties understand that he/she will acquire confidential information during their meetings.
The parties hereby agree not to disclose such private information to any other outsider party,
or to use such information for his/her own profit except in ways that are beneficial to the
team (view clause 11-D section 4)

Section 4: Disciplinary actions

10. If conflict arises during meetings, parties shall:

A. Talk through his/her point thoroughly.

B. Parties vote on which idea they support better to reach an agreement.

11. If a member was to commit an act of breach of one or more of the terms, he is subjected to
the following:

A. The party guilty of breach is given a written warning.

B. Party receives the second written warning if it was to occur again plus a verbal warning.
C. If it occurs for the third time, the employee will be dismissed from the team.
D. After dismissal, the released member is not allowed to leak any information acquired
from any meeting with the group.

Section 5: Additional clauses

12. Every member will act upon the safety regulations and procedures.
13. In case a party is unable to attend work/meeting, he/she should inform other members as
soon as possible and give a valid reason for missing.
14. This agreement shall be interpreted and, if necessary, adjudicated in accordance with the
laws of Bahrain.

In witness to their agreement to these terms, the parties affix their signatures below:

Parties Signatures:

Geraldine Cunnane Geraldine

Sarah Jawad Sarah Date: March 15th, 2018

Fareeda Abdulla Fareeda Date: March 15th, 2018
Mohammed AlBanna Mohamed Date: March 15th, 2018
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Appendix Four
Evidence for VR centre (Quotations)
First Supplier: VART

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Second supplier: LekeVR

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