Prepare a Final Project Report

Finalize Project Schedule and Mitigate Any Delays

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This is a project that is involved in manufacturing of military backpacks. They are more advanced than what they previously used. The backpack will have an inbuilt refrigerating module that will have a capacity of five liters of liquid foods and drinks. Solders are forced to take meals that are not fresh or lack cold drinks while in hot areas. It will also have an inbuilt radio module. This will help in communication when the military will be deployed to remote areas. So many solders have been wounded or lost in the remote areas due to poor communication. After the project had begun, there were some unexpected events that came up (Söderholm 2008).

On March 1, 2016, the project engineering team discovered that the refrigerated module is too large for the designed refrigerated backpacks pouch (Floricel and Miller 2001). This was a major set back to the project. The project designer had to instruct the manufacturing team to increase the size of the refrigerators’ pouch because the previous size happens to be small. This meant that all the pouches that had been manufactured had to be readjusted to fit the module. The personnel employed by the company had to be paid for the extra work load.

The budget that was set for the manufacturing and for purchasing the materials had to be readjusted. The project had to cater for the excess money. This meant that the company will not make as much profit as it was supposed to make. The pouches that had already been manufactured had to be taken back to be manufactured afresh. This was an indication that the scheduled date to deliver the will have to change. The company will be caused to cater for the late deliveries. The project manger will have to consult with the military to be added more time for the delivery. If the military will not accept to push the delivery time, then this will cause intense pressure to the company to work extra time. This will mean extra pay to the persons who work in this company.

On May 27, 2016, the subcontractors assigned to build the radio module for the backpacks has shut down (Floricel and Miller 2001). This was going to cost the company time. The company had to call for an interview to hire a new subcontractor. This will cost the company a lot of time because the new subcontractor had to take time to learn from the whole project and what is required. The time will be wasted in the period. There will be delay in delivery of the backpacks.

The new subcontractor will need to be paid afresh; hence there will be a change in the budget. The company will go at a loss because they have to pay for the previous subcontractor and also the new subcontractor. The man power will also need new training because there can be new rule from the new servicer provider. The will mean extra days from the estimated time hence new budget. If the military will not accept to push the delivery time, then this will cause intense pressure to the company to work extra time. This will mean extra pay to the persons who work in this company.

In conclusion, the main hold back in the company to accomplish the what they had agreed with the military about the project are, the project engineering team discovered that the refrigerated module is too large for the designed refrigerated backpacks pouch and the subcontractors assigned to build the radio module for the backpacks has shut down. These unexpected events caused a delay in the delivering of the backpacks. There was also a change in the budget. The persons employed to work in the company will have to be compensated on the labor they provide to the company. The company will be under intense pressure if the military will still need the backpacks on the same day the deliveries were to be made.

Reference

Floricel, S. and R. Miller (2001). "Strategizing for anticipated risks and turbulence in large-scale engineering projects." International journal of project management 19(8): 445-455.

Söderholm, A. (2008). "Project management of unexpected events." International journal of project management 26(1): 80-86.