Project Management Plan

In Partial Fulfilment of the Course:

Project Management (CA-SCPMT)

Program: Logistics and Supply Chain

Management

Submitted to: Maria Bojoiu

Reeves College

By
Tamiru Yilma
Student ID: 472-242039

June 2020
Calgary, AB

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 Table of Contents

1. Introduction.................................................................................................................................1
2. Goals and Objectives.................................................................................................................1
2.1. Objective...................................................................................................................................1
2.2. Goals.........................................................................................................................................1
3. Organizational Structure...........................................................................................................2
4. Project Team...............................................................................................................................3
4.1. Project Manager......................................................................................................................3
4.2. Project Team Member............................................................................................................3
4.3. Project Sponsor......................................................................................................................3
4.4. Executive Sponsor.................................................................................................................4
4.5. Business Analyst....................................................................................................................4
5. Project Life Cycle.......................................................................................................................4
5.1. Project initiation phase..........................................................................................................5
5.2. Planning phase........................................................................................................................5
5.3. Execution phase.....................................................................................................................6
5.4. Project Monitoring and Control............................................................................................6
5.5. Project Closure........................................................................................................................6
6. RACI Matrix..................................................................................................................................7
7. Conflict Management.................................................................................................................7
8. Communications Management................................................................................................8
9. Change Management Plan........................................................................................................8
9.1. Definitions of Change............................................................................................................9
9.2. Change Control Board...........................................................................................................9
9.3. Roles and Responsibilities...................................................................................................9
9.4. Change Control Process.......................................................................................................9
10. References..................................................................................................................................10

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 1. Introduction
Marriott International, Inc. is one of the leading hospitality companies in the world with
more than 2,400 properties in 68 countries and territories. As a management company,
Marriott is responsible for daily operations in both company-operated and franchised
properties. Marriott has an extensive portfolio of brands including full-service hotels and
resorts, limited-service hotels like Fairfield Inn by Marriott and corporate housing such
as Marriott ExecuStay. In 2004, Marriott International set out to upgrade their bedding
across all Marriott brands by providing new sheeted duvet covers, soft linens, down
pillows and pillow-top mattresses for their customers.
The Marriott Bedding Program set out to develop and implement a bedding package for
over 628,000 beds across 10 Marriott lodging brands in two years, giving Marriott a new
look and more comfortable amenities. The US$190 million global renovation required
seamless coordination of resources from interior design, operations, finance, owner
relations and public relations.
In addition to transforming the Marriott brand, the finished product gave the company an
important advantage and unique selling point over competitors. As bedding choices
became a focal point of lodging industry competition, it is imperative for Marriott to
conform to a tight project timeline with strong compliance across the Marriott system in
order to reap the rewards of competitive advantage.
The new bedding is part of a comprehensive initiative to transform the look and feel of
all Marriott brands to create a more comfortable hotel experience for all guests Thus the
project team, composed of Project Management Professional (PMP®)-certified project
managers managed by a program manager out of Marriott’s Lodging Program
Management Office (PMO), conducted extensive market, product development and
product and operational testing research to get inside the minds of their customers and
affirm that the linens products adhered to their requirements.

2. Goals and Objectives

2.1. Objective
To transform the look and feel of all Marriott brands to create a more comfortable hotel
experience for all guests.

2.2. Goals
i. The Marriott Bedding Program will set out to develop and implement a bedding
package for over 628,000 beds across 10 Marriott lodging brands in two years,
giving Marriott a new look and more comfortable amenities.

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 ii. Through the linen reuse program, individual properties will achieve 11 – 17%
savings on hot water and sewer bills in addition to helping conserve energy and
water.
iii. The Marriott Bedding Program will be a top three finalist for Project Management
Institute’s 2007 Project of the Year award.

3. Organizational Structure
The organizational complexity of Marriott International, Inc. fits its structural
configuration and the classification the company falls under are in sync. The company
uses a matrix structure through the combination of functional and divisional
configuration in its matrix form due to having many levels both horizontally and vertically
(Figure 1). This form enables a global firm to achieve aspects of both global uniformity
and local diversification and responsiveness. Marriott’s matrix structure works with
having regional executives in control of regions, and each region has a functional
division with each hotel/property managing its own functional structure. With this
structure each of Marriott’s brands and locations can focus on different markets across
the world relatively independently. [7]

Figure 1. Marriott International Inc. organizational structure

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 4. Project Team
Successful projects are usually the result of careful planning and the talent and
collaboration of a project’s team members. Projects can’t move forward without each of
its key team members, but it’s not always clear who those members are, or what roles
they play. Here, we’ll describe five roles – project manager, project team member,
project sponsor, executive sponsor and business analyst – and describe their
associated duties.

4.1. Project Manager

The project manager plays a primary role in the project, and is responsible for its
successful completion. The manager’s job is to ensure that the project proceeds within
the specified time frame and under the established budget, while achieving its
objectives. Project managers make sure that projects are given sufficient resources,
while managing relationships with contributors and stakeholders.
Project manager duties:
 Develop a project plan
 Manage deliverables according to the plan
 Recruit project staff
 Lead and manage the project team
 Determine the methodology used on the project
 Establish a project schedule and determine each phase
 Assign tasks to project team members
 Provide regular updates to upper management.

4.2. Project Team Member

Project team members are the individuals who actively work on one or more phases of
the project. They may be in-house staff or external consultants, working on the project
on a full-time or part-time basis. Team member roles can vary according to each
project.
Project team member duties may include:
 Contributing to overall project objectives
 Completing individual deliverables
 Providing expertise
 Working with users to establish and meet business needs
 Documenting the process.

4.3. Project Sponsor

The project sponsor is the driver and in-house champion of the project. They are
typically members of senior management – those with a stake in the project’s outcome.
Project sponsors work closely with the project manager. They legitimize the project’s
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objectives and participate in high-level project planning. In addition, they often help
resolve conflicts and remove obstacles that occur throughout the project, and they sign
off on approvals needed to advance each phase.
Project sponsor duties:
 Make key business decisions for the project
 Approve the project budget
 Ensure availability of resources
 Communicate the project’s goals throughout the organization.

4.4. Executive Sponsor

The executive sponsor is ideally a high-ranking member of management. He or she is
the visible champion of the project with the management team and is the ultimate
decision-maker, with final approval on all phases, deliverables and scope changes.
Executive sponsor duties typically include:
 Carry ultimate responsibility for the project
 Approve all changes to the project scope
 Provide additional funds for scope changes
 Approve project deliverables.

4.5. Business Analyst

The business analyst defines needs and recommends solutions to make an
organization better. When part of a project team, they ensure that the project’s
objectives solve existing problems or enhance performance and add value to the
organization. They can also help maximize the value of the project deliverables.
Business analyst duties:
 Assist in defining the project
 Gather requirements from business units or users
 Document technical and business requirements
 Verify that project deliverables meet the requirements
 Test solutions to validate objectives. [2]

5. Project Life Cycle

The primary competency of a project manager is to gain a thorough understanding of
project management stages. Knowledge and planning for the five project management
steps will help you plan and organize your projects so that it goes off without any
hitches (Figure 2).

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It is simpler for a project manager to handle all the current details of the project when
the project is broken down into various phases. Each phase of the cycle is goal-oriented
having its own set of characteristics and contains product deliverables, which are
reviewed at the end of the project management steps.

Figure 2. Project life cycle

Description of the 5-phases of project life cycle is presented in the following section.

5.1. Project initiation phase

Project initiation is the phase where the project starts. It provides an overview of the
project, along with the strategies required to attain desired results. It is the phase where
the feasibility and business value of the project are determined.
The project manager kicks-off a meeting to understand the client and stakeholders
requirements, goals, and objectives. It is essential to go into minute details to have a
better understanding of the project. Upon taking a final decision to proceed, the project
can move on to the next step: that is, assembling a project team.

5.2. Planning phase

A lot of planning related to the project takes place during this phase. On defining project
objectives, it is time to develop a project plan for everyone to follow.

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The planning phase frames a set of plans which helps to guide your team through the
implementation phase and closing phase. The program created at this point will surely
help you to manage cost, quality, risk, changes, and time.
The project plan developed should include all the essential details related to the project
goals and objectives and should also detail how to achieve it. It is the most complex
phase in which project managers take care of operational requirements, design
limitations, and functional requirements.

5.3. Execution phase

Project execution is the phase where project-related processes are implemented, tasks
are assigned, and resources allocated. The method also involves building deliverables
and satisfying customer requirements. Project managers or team leaders accomplish
the task through resource allocation and by keeping the team members focused.
The team involved will start creating project deliverables and seek to achieve project
goals and objectives as outlined in the project plan. This phase determines whether
your project will succeed or not. The success of the project mainly depends on project
execution phase. The final project, deliverable also takes shape during the project
execution phase.

5.4. Project Monitoring and Control

The project monitoring and control phase is all about measuring the performance of the
project and tracking progress. It is implemented during the execution phase. The main
goal of this phase is to check whether everything aligns with the project management
plan, especially concerning financial parameters and timelines.
It is the responsibility of the project manager to make necessary adjustments related to
resource allocation and ensure that everything is on track. To aid this, a project
manager may conduct review meetings and get regular performance reports.
Monitoring project activity after project execution phase will allow the project manager to
take corrective actions. Meanwhile, considering the quality of work will also help to
make the necessary improvements. Keeping an eye on the budget will help to avoid
unnecessary expenses resources.

5.5. Project Closure

With much time and effort invested in the project planning phase, it is often forgotten
that the final stage of the project is equally important.
Project closure phase represents the final phase of the project, which is also known as
“follow-up” phase. Around this time, the final product is ready for delivery. Here the main
focus of the project manager and the team should be on product release and product
delivery. In this stage, all the activities related to the project are wrapped up. The
closure phase is not necessarily after a successful completion phase alone. Sometimes
a project may have to be closed due to project failure.

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Upon project completion and timely delivery to clients, it is the role of the project
manager to highlight strengths, list the takeaways of the project, identify the ambiguities
and suggest how they could be rectified for future projects. Taking time to recognize the
strengths and weaknesses will help to handle projects with more dedication; this, in
turn, builds the project manager’s credibility.
Once the product is handed to the customers, the documentation is finalized, the project
team is disbanded, and the project is closed.[6]

6. RACI Matrix
A responsibility assignment matrix (RAM), also known as RACI matrix, describes the
participation by various roles in completing tasks or deliverables for
a project or business process. RACI is an acronym derived from the four key
responsibilities most typically used: responsible, accountable, consulted, and informed.
It is used for clarifying and defining roles and responsibilities in cross-functional or
departmental projects and processes. [4]

Therefore the project team of members of Marriott International Inc., viz., project
manager, project team member, project sponsor, executive sponsor and business
analyst are assigned in RACI matrix in Table 1.

Table 6.1. Responsibility assignment (or RACI) matrix

Project Business Project Executive Project team
manager analyst sponsor sponsor member
Assess job A C I I R
Initiate project A C A I R
Security governance A C C I R
Functional requirements A R A C I
Business acceptance
I R A C I
criteria
Conduct market & product
A R C I R
development research
R=responsible, A=accountable, C=consulted, and I=informed

7. Conflict Management
Conflict is inevitable in a project environment. Sources of conflict include scarce
resources, scheduling priorities, and personal work styles. Team ground rules, group
norms, and solid project management practices, like communication planning and role
definition, reduce the amount of conflict.

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Successful conflict management results in greater productivity and positive working
relationships. When managed properly, differences of opinion can lead to increased
creativity and better decision making. If the differences become a negative factor,
project team members are initially responsible for their resolution. If conflict escalates,
the project manager should help facilitate a satisfactory resolution. Conflict should be
addressed early and usually in private, using a direct, collaborative approach. If
disruptive conflict continues, formal procedures may be used, including disciplinary
actions. [1]

8. Communications Management
In order to address the challenges brought on by such a multifaceted project, Marriott’s
PMO needed to set forth specific processes and procedures to keep the lines of
communication open between the different departments and levels of involvement in the
project. The massive scope of the Bedding Program presented a challenge in itself. To
bring the project down to size, the team will implement several project management
techniques.
Project teams will use meetings, emails, status reports, memos, conference calls,
conferences, wordless videos, how-to videos and pamphlets, photos, the internet and
Marriott intranet to communicate to the global audiences affected by the program. Solid
record keeping and documentation will also play a large part in keeping the team
organized with the numerous elements of the project.

9. Change Management Plan

Change Management is an important part of any project. Changes must be vetted and
managed to ensure that they are within the scope of the project and are communicated
to all stakeholders if they are approved. The process for submitting, reviewing, and
approving changes must also be communicated to all stakeholders in order to properly
set expectations.
Throughout a project’s lifecycle there may be very few or very many submitted changes.
The approach taken to manage these changes must be consistent and repeatable in
order to provide a quality change management plan and process.
The Change Management approach for a project will ensure that all proposed changes
are defined, reviewed, and agreed upon so they can be properly implemented and
communicated to all stakeholders. This approach will also ensure that only changes
within the scope of this project are approved and implemented. The Change
Management approach consists of three areas:
 Ensure changes are within scope and beneficial to the project
 Determine how the change will be implemented

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  Manage the change as it is implemented.
The Change Management process has been designed to make sure this approach is
followed for all changes. By using this approach methodology, the Project Team will
prevent unnecessary change from occurring and focus its resources only on beneficial
changes within the project scope. Change Management Plan has got four parts.

9.1. Definitions of Change

This section of the Change Management Plan defines the different types of changes
that may be requested and considered for the project. These changes may include
schedule change, budget change, scope change, or project document changes. Most
changes will impact at least one of these areas and it is important to consider these
impacts and how they will affect the project.

9.2. Change Control Board

Here the Change Management Plan describes the Change Control Board, the purpose
of the board, and the members and their roles on the board. The change control board
is the approval authority for all proposed project changes. If a change is not approved
by the control board then it will not be implemented with the project. The size and
function of change control boards may vary depending on the organization, but their
purpose and the roles and responsibilities are consistent.

9.3. Roles and Responsibilities

This section of the Change Management Plan describes the roles and responsibilities of
project team members in regards to the change management process. It is important
that everyone understands these roles and responsibilities as they work through the
change management process. These roles and responsibilities must be communicated
as part of the change management plan to all project stakeholders.

9.4. Change Control Process

This part of the Change Management Plan should describe the change control process
from beginning to end. Typically, a change control process should be an organizational
standard and repeatable. This process is the tool which is used to ensure adherence to
the organization’s change management approach which was discussed in an earlier
section. By following all of the steps, the project team can successfully incorporate
approved changes, communicate the changes, and update project documentation. [5]

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10. References
[1] PMI (Project Management Institute) (2017). A Guide to the Project Management
Body of Knowledge (PMBOK® GUIDE) 6th Ed. Pennsylvania, USA.
[2] Villanova University (2020). Project Team Roles and Responsibilities.
https://www.villanovau.com/
[3] University of Calgary (2020). RACI Matrix. https://www.ucalgary.ca/
[4] Wikipedia (2020). Responsibility assignment matrix.
https://en.wikipedia.org/wiki/Main_Page
[5] Project Management Doc (2020). Change Management Plan.
https://www.projectmanagementdocs.com/template/project-planning/change-
management-plan/#ixzz6QEQHKrjv
[6] Arvind R. (2019). 5 Phases of Project Management Life Cycle You Need to Know.
https://www.invensislearning.com/blog/
[7] MBA617 Blog (2017). Marriott International, Inc. – Organizational Complexity.
https://hnkroll.wordpress.com/

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