Reference no: EM132976678

Assessment - Project - Develop project status report

Scenario

This is a continuation of the scenario in Task 2. The project commenced three months ago.
As part of your role as Project Manager, you are required to monitor the project finances, resources and quality.

The quarterly financial report submitted by the centre manager at Brisbane shows that in the first quarter of the project the Centre has not met the financial objectives.

There could be several reasons for this underperformance, as follows.

• The revenue from memberships for December was below the targeted sales.
• On the other hand, expenses had gone up on account of the increase in Advertising and Payroll expenses for the month of December when several full time staff were on annual leave and received leave loading at the rate of 17.5%.
• Casual staff covered employees on annual leave and the additional wages also added to the payroll expense.

The manager of the Brisbane centre is concerned about this performance.

Part A
As Project Manager, you are required to provide support for project team members to boost their motivation levels.

You believe that when full time Brisbane Centre staff return from annual leave, and the centre doesn't have to rely on casual staff, the relationship marketing efforts with corporate clients will improve in January, as full time staff provide potential clients with more engagement.

Conduct a meeting with the Brisbane Centre Manager to discuss the reasons for the poor sales in December, and discuss the forecast for the next quarter, including why you believe it will be positive.

Part B

You must report the December shortfall to the Steering Committee.
In the report, you must also conduct a risk assessment of the situation. Prepare a detailed Project Status Report, which includes:
• A background of the situation
• Any proposed measures to meet the shortfall, if required
• Risk assessment of these measures to ensure project outcomes are met

Scenario

It is now the end of the first year, and the project team has finalised the first phase of the project.

The CEO and Board of Bounce Fitness have decided to engage two marketing executives, one each for Melbourne and Brisbane, to ensure the project targets are met in a more efficient manner.

This will ensure the Centre Managers at Melbourne and Brisbane will be able to manage the operations more effectively.

Therefore, the two Centre Managers have been released from their roles and responsibilities in the Project Team.

Bounce Fitness Corporate Marketing Plan Performance Review

Read the following data, which compares the business performance against the marketing objectives of the Bounce Fitness Corporate Marketing Plan.

The following three (3) aspects of the Corporate Marketing Plan strategy need to be reviewed after the first year of operation, in order to check performance against the objectives set by Bounce Fitness.
1. Sales Forecast

2. Marketing Expenses

Part C - Role play

Conduct a meeting with the managers of the Sydney, Melbourne and Brisbane centres to review the performance of the project at the end of the first year.

During the review, you must seek the input of the project team on:
• Performance of the project against sales objectives
• Performance of the project against budget
• Lessons learned
You must make notes of the feedback provided by the project team. You must also inform the staff of:
• new appointments in the Melbourne and Brisbane offices,
• requirements for the Melbourne and Brisbane centre managers to transition back to their previous roles
• requirements for the Sydney Centre Manager to continue in their current role

This is a role play. Your assessor will organise two volunteers to play the roles of the Sydney and Melbourne Centre Managers. Your assessor will play the role of the Brisbane Centre Manager.

Part D

Prepare a Project Review and Closure Report (using the template in Appendix C) for the 1st year of the project.

In the report you must document:
• Performance against project objectives (e.g., memberships, staff and resources used)
• Performance against project budget (e.g., advertising and payroll)
• Lessons learned (based on feedback from project team)
• New staff appointments for the next phase of the project
• Transition of existing staff to original operations