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Overview of the Investment Idea Being Implemented

Describe about the Operation Implementation Plan For Eagle Nest?

This implementation plan exemplifies the operation plan of Eagles Nest Inc related to its new investment strategy. This investment option under consideration of:

  • Launch of the MoTravel Franchise in Europe;

Here, total available budget for such new investment strategy is US $80 million. The operation plan mainly considered the below mentioned objectives:

  • Provide resources;
  • Initiate actions;
  • Monitoring launch;
  • Control further activities; and
  • Act in emergencies;

The timeline is 12 months involving launch of the Franchise in Europe. This implementation plan also explores the risk aspects, human resources requirements and financial activities over the implementation period (Keller 2013).

The operation department is one of the active departments during project execution. Starting from understanding the role and responsibility of each stakeholder, controlling change orders to benchmarking and documenting the project details, operation department is playing crucial role (Niknam, Golestaneh and Malekpour 2012). In this specific case, since the organization, Eagles Nest Inc aims to consider one new investment strategy which is franchise launching project, the operation department needs to make active project management teams for this project. Since this project will be implemented simultaneously, the operation head will monitor the project (Moghaddam et al. 2012). So, it will be a challenge for the operation head. However, the project manager of this project as well as the respective team will provide enough support to successful implementation. As a result of that an expected outcome will be generated. There are several challenges faced by the operation department are following:

  • Financial management control
  • Safety management activities during project implementation
  • Regarding advance information technologies
  • Changes in regulatory and compliance activities

As mentioned by Wright (2014), time planning or scheduling prior to implementing the operation plan ensures the success of the project. It ensures timely completion of project and arranging all the available resources. The implementation of operation plan involves four phases, Phase 1: Project Initiation; Phase 2: launch; Phase 3: Managing installations, monitoring and training; and Phase 4: Completion of launching franchises.

  • Purpose: Prior to implement the operation plan, finalisation of time plan will facilitate the operation department to review the process of operation. At the same time it will provide an indication about the expected finish date of the project.

  • Structure: The plan is established to demonstrate the activities will be performed by the operation department in a chronological order along with the start date, finish date and allowable delay if any.

  • Comments: It is noted that the plan was prepared to implement the new investment strategy. In order to implement this investment strategy the entire operation plan has been divided into four different phase (Hill and Hill 2012). According to the planning, each phase will take 3 months (12 weeks) time. Each of the phases includes several sub activities.

 Activities

Start Date

Duration Day

End Date

Flexibility period

Implementation of operation plan

Wed 12/30/15

348 days

Fri 4/28/17

None

Project Initiation

Wed 12/30/15

90 days

Tue 5/3/16

None

Review of Plan

Wed 12/30/15

22 days

Thu 1/28/16

None

Selection of systems and RFPs

Fri 1/29/16

22 days

Mon 2/29/16

None

Allocation of resources

Tue 3/1/16

24 days

Fri 4/1/16

None

Distribution of responsibilities among team

Mon 4/4/16

22 days

Tue 5/3/16

None

Engagement of team members

Wed 5/4/16

90 days

Tue 9/6/16

None

Site preparation

Wed 5/4/16

10 days

Tue 5/17/16

None

Launch

Wed 5/18/16

20 days

Tue 6/14/16

None

Finalizing Budgets

Wed 6/15/16

15 days

Tue 7/5/16

None

Executing contracts and PO's

Wed 7/6/16

15 days

Tue 7/26/16

None

Site construction start

Wed 7/27/16

20 days

Tue 8/23/16

None

Firm up install and schedule

Wed 8/24/16

10 days

Tue 9/6/16

None

Engagement of team in launch of franchise

Wed 9/7/16

88 days

Fri 1/6/17

None

Managing installations, monitoring and training

Wed 9/7/16

22 days

Thu 10/6/16

None

Monitor installation

Fri 10/7/16

22 days

Mon 11/7/16

None

Collaboration with vendors and construction team

Tue 11/8/16

22 days

Wed 12/7/16

None

Trained construction team

Thu 12/8/16

22 days

Fri 1/6/17

None

Completion of launching franchises

Mon 1/9/17

90 days

Fri 4/28/17

None

Verification

Mon 1/9/17

45 days

Fri 2/3/17

None

Compliance

Mon 2/6/17

45days

Fri 4/28/17

None

 

This section of this implementation has explored the link and dependencies between the different phases in operation plan for Eagle’s Nest Hotels new investment strategy. As mentioned by Stevenson (2011), identification of dependencies and linkage in activities involved in different phases supports the operation head to deal understand what activities needs to perform at the prior stage. In this context, it is noted that any deviation of the activities during each phase can easily identifiable through this links and dependency table. The links and dependencies with other Eagle’s Nest operation departments include:

Activity

Depend on:

Precursor to:

Project Initiation

Project managers, Operation head

Effective use of resources and site preparation

Launch

Project Managers, team members

Budget allocations, resource utilization, and start work according to schedule

Managing installations, monitoring and training

Operation head, project managers

Monitor installations, collaboration with vendors

Completion of launching franchises

Operation head, management of Eagle's Nest

Verification, Testing

 

As mentioned by Burke (2013), identifying milestones helps in monitoring the project in terms of completion. This also helps in analyzing the variances during implementation if any. The below mentioned table explains the milestone used in this operation plan expected completion date and responsibilities.

 

End Date

Lead Responsibility

Project Initiation

Tue 5/3/16

Operation Head

Review of Plan

Thu 1/28/16

Project managers

Selection of systems and RFPs

Mon 2/29/16

Project managers

Allocation of resources

Fri 4/1/16

Project managers

Distribution of responsibilities among team

Tue 5/3/16

Project managers

Engagement of team members

Tue 9/6/16

Project managers

Site preparation

Tue 5/17/16

Project managers

Launch

Tue 6/14/16

Operation Head, Project Managers

Finalizing Budgets

Tue 7/5/16

team members

Executing contracts and PO's

Tue 7/26/16

team members

Site construction start

Tue 8/23/16

team members

Firm up install and schedule

Tue 9/6/16

team members

Engagement of team in launch of franchise

Fri 1/6/17

team members

Managing installations, monitoring and training

Thu 10/6/16

Operation Head, Project Managers

Monitor installation

Mon 11/7/16

team members

Collaboration with vendors and construction team

Wed 12/7/16

team members

Trained construction team

Fri 1/6/17

team members

Completion of launching franchises

Fri 4/28/17

Operation Head and Management

Verification

Fri 2/3/17

Project managers

Compliance

Fri 4/28/17

Project managers

The risk management plan has helped the operation head to deal with the risk identified prior to implement this operation plan (Slack 2015).

  • Purpose: The risk plan helps in identifying risk, practising them and providing solution to mitigate;
  • Structure: Description of the risk identified, prioritisation, possible actions;
  • Comments: The risk plan needs to be audited with the frequent interval (Burke 2013)

Risk Description

Priority

Advance Warning Signs

Actions to Avoid

Actions to Mitigate

Inadequate staffing

A

Delay in implementation of operation plan

Review of existing staffing prior to implementation

Frequent audit

Changes in technology

B

The existing supportive system [CRM] will not be functional

Auditing technological requirement prior to implementation

Frequent audit

New regulation related to building renovation

A

Delay in implementation of operation plan

reviewing policies prior to implement operation plan

Frequent audit

This section of the operation plan has dealt with the staffing needs for the new investment strategy. As mentioned by Stoppato (2012), prior to implement the operation plan identification of human resource needs will support to avoid the possible risk related to this implementation.

  • Purpose: The purpose of this section will be set out the human resource requirements for the operation department.

  • Structure: Job activity, designation, recruitment required or not, date of recruitment and skill set;

  • Comments: It can be said that prior to implement the operation plan, identification of human resource needs supports the financial decision making and therefore assessment of feasibility of the investment strategies (Slack 2015);

Job Activity

Title

Recruitment Required

Date of Recruitment

Up skilling Requirement

Overall responsibility of the operation department

Operation head

No

NA

NA

Managing project

Project Manager

Yes

Manager Immediate.

Training in Eagles Nest Policies/Procedures and Systems

Supporting project activities

Team members

No

NA

NA

  • Purpose: The purpose of the financial plan is to set out the cost associated with each of the three projects;

  • Structure: The cost incurred in each of the three projects have shown individually;

  • Comments: This plan will help the operation head to manage any deviation in term of expenditure during the implementation (Bozarth and Handfield 2015).

Fixed Cost [year 1] for 50 franchisees

Project Initiation

Launch

Managing installation, monitoring and training

Completion of launching franchisee

Total

Operation

$50.00

$61.00

$49.42

$31.21

$191.63

Resource costs

($25.00)

($30.50)

($24.71)

($15.61)

($95.82)

Staffing costs

($10.00)

($12.20)

($9.88)

($6.24)

($38.33)

Distribution Costs

 $   (5.00)

($6.10)

($4.94)

($3.12)

($19.16)

Marketing Team Costs

($5.00)

($6.10)

($4.94)

($3.12)

($19.16)

Launch Costs

($5.00)

($6.10)

($4.94)

($3.12)

($19.16)

Advertising and Publicity Costs

 $        -  

 $        -  

 $                  -  

 $        -  

$0.00

Balance($k)

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

9. References

Bozarth, C.C. and Handfield, R.B., 2015. Introduction to operations and supply chain management. Prentice Hall.

Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.

Hill, A. and Hill, T., 2012. Operations management. Palgrave Macmillan.

Keller, K., 2013. Strategic Brand Management: Global Edition. Pearson Higher Ed.

Krajewski, L.J., Malhotra, M.K. and Ritzman, L.P., 2015. Operations management: processes and supply chains. Prentice Hall.

Moghaddam, A.A., Seifi, A., Niknam, T. and Pahlavani, M.R.A., 2011. Multi-objective operation management of a renewable MG (micro-grid) with back-up micro-turbine/fuel cell/battery hybrid power source. Energy, 36(11), pp.6490-6507.

Niknam, T., Golestaneh, F. and Malekpour, A., 2012. Probabilistic energy and operation management of a microgrid containing wind/photovoltaic/fuel cell generation and energy storage devices based on point estimate method and self-adaptive gravitational search algorithm. Energy, 43(1), pp.427-437.

Slack, N., 2015. Operations strategy. John Wiley & Sons, Ltd.

Stevenson, W., 2011. Operations management. McGraw-Hill/Irwin.

Stoppato, A., 2012. Energetic and economic investigation of the operation management of an Organic Rankine Cycle cogeneration plant. Energy, 41(1), pp.3-9.

Tayur, S., Ganeshan, R. and Magazine, M. eds., 2012. Quantitative models for supply chain management (Vol. 17). Springer Science & Business Media.

Wright, L., 2014. Principles of service marketing and management.

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