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Executive Summary

This project is for Little Bang Brewery that currently operates in Adelaide, Australia. Owing to its massive popularity in the industry, the company has decided to expand the business and open a new office in Canberra. As a part of the plan, the company will rent a new property in the selected city and will set up a bar cum restaurant along with a brewery. The new office will help the business to grow and will allow the company to consider further expansion in other cities and possible other countries like New Zealand. It is estimated that the project will require approximately nine months for completion and the company expects a total budget of $10 million to complete the project.

1. Introduction

1.1 Overview and Operations of the Company

Little Bang Brewery is a bar cum restaurant that operates in the suburb of Adelaide, Australia. It is one of the largest and the most popular brewery in the country and has received multiple awards and recognitions in the restaurant sector. In addition to food and various brands of alcohol, the company also sells its own variety of brands of alcoholic drinks that are prepared in its own brewery (Demirkesen and Ozorhon 2017). With the rapidly growing popularity and the demands from the customers around the country, the company has decided to open a new branch in Canberra, the capital city of the country. It is expected that if it is set up in a popular location, it will be a massive success for the company and will be able to expand beyond its current limits (Ika et al. 2020). The company plans to construct a brewery along with the new bar just like the Adelaide branch. However, this will require considerable amount of funding for the company.

1.2 Identification of Essential Requirements of the Move

The company has decided to open a new office at Canberra that is the start of the expansion plan for the business. The main requirement for this project is a large property space where the new office can be opened. However, in order to avoid unnecessary huge costs, the company has decided to use a rented space for the time being. As per the requirement, the rented space should be large enough to support the restaurant area and the brewery (Radujković and Sjekavica 2017). Additionally, various machineries, equipments and furniture will have to be purchased to set up the entire bar and restaurant before it is ready to be opened for public. Marketing and promotions will done once the furnishing of the restaurant is complete.

2. Project Plan

2.1 Project Scope and Objectives

The primary scope of the project is to open a new office i.e. a bar cum restaurant at Canberra, Australia. The scope of the project also includes renting of property, purchase and setting up of machineries, equipments and furniture for the bar and restaurant. The objectives of the project are listed as follows.

To expand and grow the business beyond Adelaide, Australia
To increase the customer base of the brewery
To earn a strong hold on the national market so that a possible international expansion is on the cards
To provide employment to more people in the hospitality industry

2.2 Project Work Breakdown Structure

WBS	Task Name
0	Opening of New Office for Little Bang Brewery
1	Preliminary Survey and Planning
1.1	Initial survey of current business
1.2	Conduct survey regarding new office in Canberra
1.3	Review survey results
1.4	Undertake feasibility analysis for new office
1.5	Develop project proposal
1.6	Send the proposal to the company management
1.7	Milestone: Receive approval to proceed with planning
2	Project Planning and Estimations
2.1	Develop project scope
2.2	Identify the objectives of the project
2.3	Estimate time required for the project
2.4	Estimate approximate budget for the project
2.5	Undertake risk analysis for the project
2.6	Develop plan for risk management
2.7	Develop plan for quality management
2.8	Survey site for new office
2.9	Select office space for new brewery
2.10	Finalise the project plan
2.11	Milestone: Receive approval of the project plan and funding
3	Project Execution and Setting Up Office
3.1	Contact owner of the office space
3.2	Rent the new space
3.3	Hire furnishing team
3.4	Purchase machines for the brewery
3.5	Purchase furniture for the brewery
3.6	Purchase equipments for the brewery
3.7	Installation of the machines
3.8	Setting up electric and water connections
3.9	Installation of furniture
3.10	Installation of equipments
3.11	Hiring waiters, bartenders and chef
3.12	Creating menu and other essential requirements
3.13	Finalise salary structure and prices
3.14	Furnish the guests’ dining area
3.15	Final works
3.16	Milestone: Completion of the project and handover
4	Review, Sign Off and Closing
4.1	Develop project report document
4.2	Review the entire project
4.3	Suggest modifications if any
4.4	Finalise payments for project team
4.5	Plan for grand opening
4.6	Sign off from all stakeholders
4.7	Milestone: Official closing of the project

The diagrammatic representation of the work breakdown structure is as follows.

Figure 1: Work Breakdown Structure of the Project

2.3 Gantt Chart with Main Tasks and Overall Schedule

Figure 2: Gantt Chart of the Project

2.4 Scheduling Flowchart with Links and Connections

ID	WBS	Task Name	Duration	Predecessors
0	0	Opening of New Office for Little Bang Brewery	189 days
1	1	Preliminary Survey and Planning	41 days
2	1.1	Intial survey of current business	5 days
3	1.2	Conduct survey regarding new office in Canberra	15 days	2
4	1.3	Review survey results	5 days	3
5	1.4	Undertake feasibility analysis for new office	10 days	4
6	1.5	Develop project proposal	5 days	5
7	1.6	Send the proposal to the company management	1 day	6
8	1.7	Milestone: Receive approval to proceed with planning	0 days	7
9	2	Project Planning and Estimations	41 days
10	2.1	Develop project scope	4 days	8
11	2.2	Identify the objectives of the project	3 days	10
12	2.3	Estimate time required for the project	3 days	11
13	2.4	Estimate approximate budget for the project	4 days	12
14	2.5	Undertake risk analysis for the project	6 days	13
15	2.6	Develop plan for risk management	4 days	14
16	2.7	Develop plan for quality management	5 days	15
17	2.8	Survey site for new office	5 days	16
18	2.9	Select office space for new brewery	5 days	17
19	2.10	Finalise the project plan	2 days	18
20	2.11	Milestone: Receive approval of the project plan and funding	0 days	19
21	3	Project Execution and Setting Up Office	78 days
22	3.1	Contact owner of the office space	2 days	20
23	3.2	Rent the new space	10 days	22
24	3.3	Hire furnishing team	2 days	23
25	3.4	Purchase machines for the brewery	4 days	24
26	3.5	Purchase furniture for the brewery	4 days	24
27	3.6	Purchase equipments for the brewery	4 days	24
28	3.7	Installation of the machines	15 days	25
29	3.8	Setting up electric and water connections	16 days	24
30	3.9	Installation of furniture	10 days	26
31	3.10	Installation of equipments	10 days	27
32	3.11	Hiring waiters, bartenders and chef	15 days	28,29,30,31
33	3.12	Creating menu and other essential requirements	10 days	32
34	3.13	Finalise salary structure and prices	5 days	33
35	3.14	Furnish the guests’ dining area	10 days	34
36	3.15	Final works	5 days	35
37	3.16	Milestone: Completion of the project and handover	0 days	36
38	4	Review, Sign Off and Closing	29 days
39	4.1	Develop project report document	15 days	37
40	4.2	Review the entire project	5 days	39
41	4.3	Suggest modifications if any	2 days	40
42	4.4	Finalise payments for project team	4 days	41
43	4.5	Plan for grand opening	2 days	42
44	4.6	Sign off from all stakeholders	1 day	43
45	4.7	Milestone: Official closing of the project	0 days	44

2.5 Risk Assessment Matrix

The risk assessment matrix is developed as follows.

Risk Description	Likelihood	Severity	Mitigation Plan
One of the main risks associated is the financial risk; since opening a new office for this company will incur huge amount of costs that may not even be financially feasible (Papke-Shields and Boyer-Wright 2017).	High	High	Before proceeding with the project, the company should undertake detailed feasibility analysis and also ensure sufficient funding is available for the project.
Market competition is a significant risk for the company as there are already a large number of popular bars and restaurants in Canberra (Müller, Drouin and Sankaran 2019).	High	Medium	The company should use its brand value as well as suitable marketing measures in order to compete in the Canberra market (Bjorvatn and Wald 2018).
Finding a suitable property space for bar and brewery can be a major risk for the company as there are very few vacant spaces in the city (Rodríguez-Rivero et al. 2020).	Medium	Medium	If a single large property is not available, the company should consider two properties in separate locations; however, this will add additional logistics costs for the operations.
Poor quality chefs and waiters might be risk once the restaurant is ready for operations; local chefs and bartenders may be competent enough to work in a branded restaurant like Little Bang (Kivilä, Martinsuo and Vuorinen 2017).	Low	High	Training of new employees is an option (Borkovskaya 2018). Another option is to employ the chefs and bartenders from a different city of the country through online recruitment and interviews.
Political issues and dispute over properties might pose significant risk for the company (Tereso et al. 2019).	Medium	High	Before finalising the project, it must be ensured that it fulfils all the political and legal guidelines and requirements associated with the new location.

References

Bjorvatn, T. and Wald, A., 2018. Project complexity and team-level absorptive capacity as drivers of project management performance. International Journal of Project Management, 36(6), pp.876-888.

Borkovskaya, V., 2018. Project management risks in the sphere of housing and communal services. In MATEC Web of Conferences (Vol. 251, p. 06025). EDP Sciences.

Demirkesen, S. and Ozorhon, B., 2017. Impact of integration management on construction project management performance. International Journal of Project Management, 35(8), pp.1639-1654.

Ika, L.A., Söderlund, J., Munro, L.T. and Landoni, P., 2020. Cross-learning between project management and international development: Analysis and research agenda. International Journal of Project Management, 38(8), pp.548-558.

Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), pp.1167-1183.

Müller, R., Drouin, N. and Sankaran, S., 2019. Modeling organizational project management. Project Management Journal, 50(4), pp.499-513.

Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), pp.169-179.

Radujković, M. and Sjekavica, M., 2017. Project management success factors. Procedia engineering, 196, pp.607-615.

Rodríguez-Rivero, R., Ortiz-Marcos, I., Díaz-Barcos, V. and Lozano, S.A., 2020. Applying the strategic prospective approach to project management in a development project in Colombia. International Journal of Project Management, 38(8), pp.534-547.

Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I. and Ferreira, M., 2019. Project management practices in private organizations. Project Management Journal, 50(1), pp.6-22.