Quality Approach Description

The quality of the project is managed by placing priority to the communication conducted among the business owner, business staffs and the customers. Even there is required to have participation of all the stakeholders and embrace changes to take ownership of the project planning. The implementation of business improvements required to manage the large-scale changes in the project planning.

Applicable Quality Standards

ISO 14000: It is the quality standard for the environmental system. This standard helps the business to reduce the environmental impacts as well as waste so that the business can maintain hygiene in the business.

ISO 9001: The organizations are using this standard to demonstrate capability to provide the products as well as services to meet with the customers plus regulatory needs of the business.

ISO 22000: This standard demonstrates the commitment to ensure safe as well as sustainable food safety through the food safety certifications.

Quality Control

Deliverable	Standard	Acceptance Criteria	Quality Control Activity Details	Assessment Intervals
Project management plan	Iso 9004	Success of the project work	Process checklistsReview of the project deliverables	5 days
Quality plan	ISO 9000:2015	Management of the quality of the project	Quality testing process	9 days
Food and safety management plan	ISO 22000	Hygienic foods provided to the customers	Quality testing process of food	4 days
Environmental regulations	ISO 14000	Management of waste so that the business can maintain hygiene	Process documentation and project audit	5days
Customer regulatory	ISO 9001	Meeting with the customer’s requirements and expectations	Process checklistsReview of the customer feedback	7 days

Manage Quality (Quality Assurance)

Associated Deliverable	Process	Applicable Process Requirement	Quality Assurance Activity Details	Assessment Intervals
Project management plan	Measurement and criteria of the project quality	Documents and records and information management	Process checklistsReview of the project deliverables	9 days
Quality plan	Management of the profitability plus resources	Continual improvement	Quality testing process	12 days
Food and safety management plan	Manage and resolve the food risks	Internal processes and attributes of food items	Quality testing process of food	14 days
Environmental regulations	Manage and resolve the environmental risks	Internal processes and attributes of food items	Process documentation and project audit	9 days
Customer regulatory	Feedback review and maintain the customer’s requirements	Expectations of the customers for quality	Process checklistsReview of the customer feedback	10 days

Bibliography

Ashuri, B., Jallan, Y., & Lee, J. H. (2018). Materials Quality Management for Alternative Project Delivery (No. FHWA-GA-2018-1622). Georgia. Dept. of Transporation. Office of Performance-Based Management and Research.

Baker, B. (2018). Project Quality Management Practice & Theory. American Journal of Management, 18(3).

Ceptureanu, E. G., Ceptureanu, S. I., Luchian, C. E., & Luchian, I. (2017). Quality management in project management consulting. A case study in an international consulting company. Amfiteatru Economic, 19(44), 215.

Radujković, M., & Sjekavica, M. (2017). Project management success factors. Procedia engineering, 196, 607-615.

Risk Register

Project Name: Re-opening of The Tandoor Oven Restaurant  Project Manager: Please enter your name

Risk Identification	Risk Analysis	Risk Implementation and Monitoring
ID	Risk Statement	Probability of Occurrence	Impact of Occurrence	Risk Score	Dimension (Scope, Cost, Schedule, Etc.)	Response Strategy	Trigger	Response Plan	Assigned To	Status (Open, Closed)
1	Risk of lack of funds for the project capital	Moderate (3)	Major (4)	12	Cost	Accept	Lack of funds collected	There should require doing proper budget planning for the project so that the project will not exceed $15,000 funds.	Financial Manager	Open
2	Risk of low sales of the foods	Moderate (3)	Moderate (3)	9	Scope	Reduce	Health regulations	It should require taking feedback of the customers regarding the food quality standard (Olechowski et al., 2016).	H&S Manager	Open
3	Risk of health and hygiene of the food during COVID-19 pandemic	Likely (4)	Major (4)	16	Health	Accept	Health regulations	Before re-opening of the restaurant, the business owner is required to do proper quality get and contract with quality manager.	H&S Manager	Open
4	Legal risks to re-open the restaurant during pandemic	Moderate (4)	Minor (2)	8	Legal	Reduce	Rules and regulations of Toronto during COVID-19	It should require going to phase 2 COVID-19 guidelines before planning for re-opening of the restaurant.	Legal Officer	Open
5	Lack of resources in the project	Moderate (3)	Major (4)	12	Resource	Reduce	Project management knowledge	Project management students should require hiring of experts in planning and executing of the plan (Tupa, Simota, & Steiner, 2017).	Program Coordinator	Open
6	Lack of time to take decisions in restaurant re-opening	Moderate (3)	Major (4)	12	Schedule	Reduce	Project management knowledge	It should require doing time management of the entire project work.	Program Coordinator	Open
7	Risk of customers not coming to the restaurant	Moderate (3)	Moderate (3)	9	Scope	Accept	Rules and regulations of Toronto during COVID-19	Customer analysis is required to be done to know the expectations and requirements of the customers (Fan, & Stevenson, 2018).	Project Manager	Open
8	Competitor risk if any other business is also re-opening the business at same time	Moderate (3)	Major (4)	12	Competitor	Accept	Market research	The market analysis is performed on the competitors so that there is getting idea (Borkovskaya, Degaev, & Burkova, 2018).	Research Analyst	Open
9	Scope creep due to sudden change in the plan	Likely (4)	Major (4)	16	Scope	Reduce	Not approval of the scope before kicking off plan	Approval from the project sponsor is required to take before project execution.	Program Coordinator	Open
10	Lack of support from the management to plan the activities	Moderate (3)	Major (4)	12	Scope	Accept	Lack of interest in plan	The management team is required to involve in planning activities of the project work (Araz et al., 2020).	Program Coordinator	Open

Proposed Review Dates:

Date	Reason	Required Reviewers
15/8/2020	Funds checking	Financial Manager
09/9/2020	Market analysis	Research Analyst

References

Araz, O. M., Choi, T. M., Olson, D., & Salman, F. S. (2020). Data analytics for operational risk management. Decision Sciences.

Borkovskaya, V., Degaev, E., & Burkova, I. (2018). Environmental economic model of risk management and costs in the framework of the quality management system. In MATEC Web of Conferences (Vol. 193, p. 05027). EDP Sciences.

Fan, Y., & Stevenson, M. (2018). A review of supply chain risk management: definition, theory, and research agenda. International Journal of Physical Distribution & Logistics Management.

Olechowski, A., Oehmen, J., Seering, W., & Ben-Daya, M. (2016). The professionalization of risk management: What role can the ISO 31000 risk management principles play?. International Journal of Project Management, 34(8), 1568-1578.

Tupa, J., Simota, J., & Steiner, F. (2017). Aspects of risk management implementation for Industry 4.0. Procedia Manufacturing, 11, 1223-1230.

Scope Baseline

Project Scope Statement

The components of the project scope statement are listed as:

• Project Scope Description – The project will accomplish with planning and executing of the project with a small budget to pay up to $15,000 for the re-opening of the restaurant. The in-scope items for this project are materials gathering and purchasing, project management activities and the marketing of the restaurant among the customers.

• Project Deliverables –The list of the key deliverables for the project are listed as:
• Statement of the work
• Work breakdown structure (WBS)
• Scope statement of the project
• WBS dictionary
• Project plan contains the constraints and assumptions included

• Project Acceptance Criteria – The project is accepted that if Amandeep can be able to re-open the province of the business which was temporality closed due to COVID-19. The acceptance criteria is when the Toronto will permit to move to phase 2 up to June 12, 2020 and for this there is required to progress in positive way. The take-out services of the restaurant is going well to increase in profits of business again.

• Project Exclusions – The training provided to the staffs those are going to attend the customers are out of the scope of the project. The staff’s training is required to maintain high food standards that the customers are expecting.

• Project Constraints –
• Capital: The project capital is a constraint as the budget of the project is limited to $15,000, if the project capital goes above the budget then it is capital limitation.
• Resource: The resource is a constraint for the project as there is very low resources involved in the project to re-open the restaurant and provide services to the customers.
• Time: The time is limited as the stage 2 of COVID-19 will require to progress from June 12, otherwise it would be big loss for the business.

• Project Assumptions – It is assumed that the restaurant will re-open on time and even the project will finish within the budget of $15,000.

 

Roles and Responsibilities

Name	Role	Responsibilities
Amandeep Kaur	Business Owner	The owner plays a strategic role in the project to manage daily activities of managing restaurant re-opening services. They have authority to take decisions of the financial challenges.
John Smith	Project Team	Carry out the regular technical work of the project and produce the deliverables of the plan
Jeremy Spencley	Program Coordinator	Managing the project management program of the project plus handle the administrative activities
Please enter your name	Project Manager	Accountable to manage the scope of the plan, resources and the success of the project

Table 1.1, Scope Management Roles and Responsibilities

Major Milestones

Milestone Activities	Start date	Finish date
Initiation of the plan	8/5/2020	8/5/2020
Planning of the activities	28/5/2020	28/5/2020
Execution of the plan	12/6/2020	12/6/2020
Monitoring and controlling	19/7/2020	19/7/2020
Closure and handover	29/8/2020	29/8/2020

Work Breakdown Structure

WBS Dictionary

Level	WBS Code	WBS Item	Definition	Resource and responsibility assignment
Level 1	1	Initiation of the plan
Level 2	1.1	Reflect on new idea of business	After closing of the business, the owner comes with innovative idea to re-open	Business Owner
Level 2	1.2	Learn about the business
Level 3	1.2.1	Learning about the customers	Market research is done on the customers to learn their needs	Market researcher
Level 3	1.2.2	Learn about other business in the industry	market research is done on competitor’s having same business goals	Market researcher
Level 1	2	Planning
Level 2	2.1	Funds collection	Collecting enough capital for the project	Financial officer,Project sponsor
Level 2	2.2	Time scheduling	Managing the time required for the team to implement new processes	Project manager
Level 2	2.3	Implement processes for social distancing
Level 3	2.3.1	Reviewing of COVID-19 guidelines	Guidelines review help to improve the business	Program coordinator
Level 3	2.3.2	New business model implement	Coming out with lockdown new business model	Legal officer
Level 1	3	Execution
Level 2	3.1	Focus area of the business
Level 3	3.1.1	Financing	Collecting funds for the business	Financial officer
Level 3	3.1.2	Supply chain	Managing the supply of the materials and equipment	Project manager
Level 3	3.1.3	Shipping and logistics	Shipping of the food items	Project manager
Level 3	3.1.4	Workforce	Management of the expert’s workforces for planning	Program coordinator
Level 3	3.1.5	Change in regulations	Management of the food regulations required for pandemic	Legal officer
Level 3	3.1.6	Customers	Review of the customer needs	Market researcher
Level 2	3.2	Workplace safe principles
Level 3	3.2.1	Details of the financial assets	Amount required for re-open the business	Financial officer
Level 3	3.2.2	Document plan for rehiring	Bringing of project management experts to the location	Program coordinator
Level 1	4	Monitoring and controlling
Level 2	4.1	Measure performance of the new process
Level 3	4.1.1	Quality management standard	Implement business quality standards	Business Owner,Financial officer
Level 3	4.1.2	Identify the risks	Risks management occurred to mitigate and take possible steps	Program coordinator,Project manager
Level 3	4.1.3	Track project progress	Monitor the project progress by scheduling software	Project manager
Level 1	5	Closure
Level 2	5.1	Handover of the plan	Plan is handover to the business owner	Project manager
Level 2	5.2	Customer feedback	Taking feedback from the customers on business re-opening	Market researcher
Level 2	5.3	Release of team members	Stakeholders and members are released after completion	Program coordinator,Project manager

 

 

Validate Scope

The process required to validate the scope of the project included completion of the work and validated the project deliverables. Approved scope or scope baseline is also checked for the project if there is possibility of Toronto to go to phase 2 of COVID-19. Requirement traceability matrix is required to show the project requirements achieved to validate the project deliverables.

The output of validate the project scope process is accepted project deliverables, change requests, project document updates and the work-related information on project performance.

bibliography

Demirkesen, S., & Ozorhon, B. (2017). Impact of integration management on construction project management performance. International Journal of Project Management, 35(8), 1639-1654.

Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), 1167-1183.

Ma, X., Xiong, F., Olawumi, T. O., Dong, N., & Chan, A. P. (2018). Conceptual framework and roadmap approach for integrating BIM into lifecycle project management. Journal of Management in Engineering, 34(6), 05018011.

Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), 169-179.