#35602 Milestone 2

Operations Management: Project Initiation

Student’s Name

Institutional Affiliation

Economic, Technical and organizational Feasibility of the Project

Technical Feasibility

A big part of determining the resources that would be used in the project include assessing the technical feasibility of the project (Friedman, 2006). The technical feasibility deliberates the technical necessities of the project which are later compared with the ability or the organization to operate technically. The project is considered technically feasible if the internal technical competence can support the requirements of the project. The project analyst must determine whether the existing technical resources can be modified to meet the technical expectations for the project.

Organizational Feasibility

Organizational feasibility is the ability of the proposed project to solve the organizational problems and explore the identified opportunities during the analysis of the project phases (Pinto, 2012). Organizational feasibility will determine the willingness of the administration to support the project. It is imperative to understand the commitment of the management to determine the organizational feasibility of the project.

Economic Feasibility

The economic feasibility of this plan will be determined through the assessment of the projected costs to be used in the project and deciding whether these costs go in hand with the calculated budget (Bourne, 2016). The project manager will first calculate a rough estimate of the projected costs. This rough estimate will not be used in the determination of economic feasibility. The project manager will then revise the rough estimate then come up with the final cost estimate for the project which will figure out the economic feasibility of the plan.

Aligning the Strategic Organizational Goals to the Project

The project should ideally support the organizational strategy as well as the management framework identified within the project scope to help in following on through the projects (Andersen, 2013). The project team should be ideally onboard with the organizational strategy to be able to align a common direction to each member of the team. To achieve this, the project manager should continuously review the strategy and ensure that the team is aligned. The project manager can then prioritize the initiative of the project to determine which problems to address first. He or she can then break then down into workable steps and ensure the project team understands the project scope. Finally, the project team can then choose the framework or the approach that would best suit the deliverables of the project.

Project Charted Including a High-Level Scope

Project Title	Operation management project
Date	22 October 2018
Purpose of the project	Improve the operations in the organization
Objectives of the project	To continue to be a leader in operation management To improve the efficiency of the operation within the organization.
Project personnel	· CEO · program manager · strategic planner · logistics and distribution manager · transport specialist · IT Director · Environmental manager
Risks	· The costs may exceed the proposed budget for the project · Inadequate skills from the project team members · Replacement work may disrupt the normal operations of the organization. · New technologies may be challenging to use.
Budget summary	The estimated cost for the project is $200,000
Project Schedule summary	Four months from the commencement
Criteria for measuring project success	· Demonstration of improved operations within the organization. · Increased efficiency in operations within the organization.

High-Level Timeline and Cost Estimate

Cost		Cost Factors
1	Cost estimates for high-level milestone	Cost Factors · Material - Vendor Quotes · Labor - Labor Rates · Material - Platform Site Cost · Training Cost
2	Continuous maintenance and support costs	Support costs Maintenance costs
3	Cost estimates at different project levels	Daily costs Weekly costs Monthly costs Annual cost

Concerns of the Internal and the External Project Stakeholders

Internal Stakeholders	External Stakeholders
· Concerned about the formal hierarchy of the project.	· Regulation of the project resources such as money, labor and materials.
· The leadership style in developing the project.	· Engagement in the strategic implementation of the project.
· Regulating the strategic resources.	· Cooperation.
· Ownership of skills and knowledge that form the core competence for the delivery of the project.	· Networking and creating internal links with the internal stakeholders.
· Regulation of the environment such as the network and the negotiation of the relationship to the external stakeholders.
· Engagement in the strategic execution of the project.

Level of Support from the Key Stakeholders of the Project that could lead to the Success of the Project

First, the customers provide support as the direct users of the services in the project both internally and externally to the organization implementing the project (Andersen, 2013). The project manager will offer support through his or her effective leadership skills to ensure the success of the execution process. Third, the team members of the project support the project by implementing the project under the leadership and the influence of the manager. Fourth, the stakeholders will support the project through provision of the capital and resources needed to drive the project. Finally, the executives of the project including the top management in the company provide support through directing the strategy of the organization and aligning this strategy to the project goals.

Stakeholder Analysis Template

Name	Role	Interest	Power	Classification
Louise Stephanie	CEO	High	High	Positive
Andrew Jones	Strategic Planner	Medium	Medium	Positive
Victor Brian	Program manager	High	Medium	Positive
Jacqueline Thomson	Logistics and distribution manager	high	Medium	Positive
David Brown	Transportation specialist	High	Low	Neutral
John Paul Thomson	IT Director/ systems advisor	Medium	Low	Neutral
Corazon Obrien		High	Medium	Neutral
Leonard Lee	Environmental manager	Medium	low	Neutral

References

Andersen, E. S. (2013). Understanding your project organization's character. Project Management Journal, 34(4), 4 – 11.

Bourne, L. (2016). Project relationships and the Stakeholder Circle. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute.

Friedman, L. and Miles, S. (2006) Stakeholders Theory and Practice Oxford University Press

Pinto, J. K., & Prescott, J. E. (2012). Planning and tactical factors in project implementation success. The Journal of Management Studies, 27(3), 305 – 328.