Running head: KINGSTON-BRYCE BUSINESS CASE
1
Kingston-Bryce Business Case
Rasmussen College
COURSE#: GEB3422CBE Business Project Management
Ashley Cobb
July 22, 2020
KINGSTON-BRYCE BUSINESS CASE 2
Kingston-Bryce Business Case
Project Scope
Project Objectives
Kingston-Bryce limited has an opportunity for expansion on production and offer additional
inventory to customers and consumers. By acquisition of KBL's competitor will allow KBL to
grow and meet the needs of its customers and consumers. KBL will expand operations and
triple its workforce and take 18 months to complete with a projected cost of $5 million with
the success of delivery on project finish. For KBL to be successful in the expansion set of
tasks and sub-tasks, will need to be accomplished first.
Step 1: Project Deliverables
Deliverable NO. Description
1 Purchase Warehouse
2 Establish Project Team
3 Modifying Warehouses
4 Hire Staff
Step 2: List of Project Tasks
Task NO. Description
1 Personnel Training, Formation, and Improvement
2 Establish Policies and Objectives
3 Remodel/Equipment selection for Warehouses
4 Project Budget Monitoring
5 Information and Publicity Activities
6 Marketing Researches
Step 3: Out of Scope
Marketing Researches
Information and Publicity Activities
Step 4: Project Assumptions
NO. Assumption
1 Purchase of Furniture Warehouse from Competitor
2 Budgeted for 5 million US dollars
3 18 Months to complete
KINGSTON-BRYCE BUSINESS CASE 3
Step 5: Project Constraints
Project Start Date 7/20/2020
Project End Date 12/20/2021
List Any Hard
Deadlines
Remodel/Equipment Selection for both Warehouses- 3 weeks
Hiring Employees- 30 days
Mapping all tasks for the project – 1 week
Mapping processes from the Current Warehouse to the New purchased
Warehouse- 2 weeks
List Other Dates/
Descriptions of Key
Milestones
Purchase New Warehouse- Q1
Personnel Training, Formation, and Improvement- Q2
Establish Policies and Objectives- Q3
Budget Constraints Budgeted 5 Million US Dollars
Project Budget Monitoring- Monthly
Quality or
Performance
Constraints
Marketing Researches
Information and Publicity Activities
Equipment /
Personnel
Constraints
Personnel Training, Formation, and Improvement
Remodel/Equipment Selection for both Warehouses
Regulatory
Constraints
Establish Policies and Objectives for both Warehouses
Step 6: Approvals
Team Members and Stakeholders
Board of Directors for Kingston-Bryce Limited
Brittany Wood- Project Manager
Commercial Real Estate Agent
Human Resource Management
Stakeholders
KINGSTON-BRYCE BUSINESS CASE 4
Funding Schedule
Timelines for the Acquisition
- See Attached PDF
Benefits:
With the expansion into the furniture market, KBL will be able to provide additional goods to
customers and consumers, grow the company, increase profitability through multiple furniture
designs, and reduce risk due to various models.
Dis-Benefits
There could be some difficulty with purchasing the Competitor warehouse with other buyers
interested. Could be potential unforeseen costs of the merger, issues with the integration of both
companies, and staffing issues (recruiting and salary competitiveness)
KINGSTON-BRYCE BUSINESS CASE 5
The timetable and cost portion of the business case reviewed in the following sections.
Major risks:
The risks include Budget concerns (keeping cost down), Not meeting the staffing demands,
integrating the two companies into one organization, Difficulties with the current staff adapting
to the new business model, and Quality and safety concerns during the merger. Remodel
complications, or equipment ordered not being delivered and set up on time.
Opportunities:
the opportunities include expansion into new markets gaining market share for KBL, diversity,
growth, and advancement for current employees, and More profitability with lower overhead due
to an updated facility.
Project Description
This project focuses on the merger of two furniture production companies. It entails the purchase
of the competitor's furniture company, merging staff, also hiring more staff. Remodeling and
equipment updated to accommodate the expansion of inventory and staff. Making KBL a
successful organization will entail four milestones and six tasks to finish the project on time
within the 18 months.
Success Criteria
Success for this project will rely on the project manager's ability to maintain governance over the
project and see where budget and quality control may lead to timely deliverables and mitigated
risks. Planning at the early stages is critical for the successful integration of the two corporations
and establishing a diverse work culture within the facility. Further, Marketing research also
researching potential new facility sites is key to the continuance of the project. The seamless
integration of both companies requires clear communication and guidance from the project
