Module operation project management code FINAL ASSIGNMENT

UNIVERSITY OF BEDFORDSHIRE SCHOOL OF BUSINESS FOREIGN TRADE UNIVERSITY HO CHI MINH CITY CAMPUS *** *** END-MODULE ASSIGNMENT Module: Operation project management Code: FINAL ASSIGNMENT FOR EXAMINERS ONLY Student: PHAN HUY TRƯỜNG Student ID: 1805025156 Cohort: K58 BF-B Semester: II Academic year: 2021-2022 Headteacher: Submission date: , 2022 Student’s signature: Grade (in number): ……………… Grade (in words): ……………… Examiner (Signature & Fullname) ……………… Examiner (Signature & Fullname) ……………… Ho Chi Minh City, January, 2022 UNIVERSITY OF BEDFORDSHIRE SCHOOL OF BUSINESS FOREIGN TRADE UNIVERSITY HO CHI MINH CITY CAMPUS *** *** END-MODULE ASSIGNMENT Module: Strategy and Innovation Code: BSS0 29-2 LAST-TERM ASSIGNMENT Student’s fullname: PHAN HUY TRƯỜNG Student ID: 1805025156 Cohort: K58 BF-B Semester: II Academic year: 2021-2022 Lecturer: Assoc Prof Dr Ho Chi Minh City, October 2021 STATUTORY DECLARATION Except for where reference is discussed in the text of the end- module assignment, this assignment does not include materials and technical support published or extracted from any other assignments which I have submitted or qualified for another degree or certificate No other people’s contribution has been used or stolen without any acknowledgement in this assignment I am aware of the fact that violations of copyright can lead to injunctive relief and claims for damages of the author as well as a penalty by the law enforcement agency Hồ Chí Minh, 21th Junuary, 2022 Phan Huy Trường TABLE OF CONTENT: I Introduction I.1 The Coca-Cola Company I.2 The problems the company is facing in Vietnam II III Analysis the process of project selection (the agreed criteria, approaches to project screening) Statement of work III.1 III.2 IV Agree timescales for the management and implementation of a project (project scheduling) IV.1 IV.2 V VI “PP, PE and HDPE granule recycling machine” Plastic Scrap Crusher Definition of work breakdown structure(WBS): Application of WBS in project: Plan an appropriate strategy for the implementation of a project 5.1 Strategy for implementation of Co-BRARS 5.2 Strategies for risk management of Co-BRARS project Match appropriate resources to a project ( OBS, time-phased budeget) 6.1 Definition of organizational breakdown structure 6.2 Organizational breakdown structure in Co-BRARS project VII Cost all resources required for implementing a project (cost estimation and budgeting) VII.1 VII.2 Fixed cost Variable cost VIII Reference FINAL ASSIGNMENT: I Introduction: I.1 The Coca-Cola Company: The Coca-Cola Company is an American multinational beverage corporation incorporated under Delaware's General Corporation Law and headquartered in Atlanta, Georgia The Coca-Cola Company has interests in the manufacturing, retailing, and marketing of non-alcoholic beverage concentrates and syrups, and alcoholic beverages The company produces Coca-Cola, the sugary drink for which it is best known for, invented in 1886 by pharmacist John Stith Pemberton At the time, the product was made with coca leaves, which added an amount of cocaine to the drink, and with kola nuts, which added caffeine, so that the coca and the kola together provided a stimulative effect This stimulative effect is the reason the drink was sold to the public as a healthy "tonic", and the coca and the kola are also the source of the name of the product and of the company The company has operated a franchised distribution system since 1889 The company largely produces syrup concentrate, which is then sold to various bottlers throughout the world who hold exclusive territories  Founder: Asa Griggs Candler  Founded: January 29, 1892, Atlanta, Georgia, USA  CEO: James Quincey (May 1, 2017–)  Headquarters: Atlanta, Georgia, USA  The company's stock is listed on the NYSE (NYSE: KO)  Website: https://www.coca-colacompany.com/ https://www.cocacolavietnam.com/ ( Source: https://en.wikipedia.org/wiki/The_Coca-Cola_Company) I.2 The problems the company is facing in Vietnam: Problems of Coke: In recent years, Coca-Cola has always faced harsh condemnation from the public as well as the press about the level of pollution it brings Let's see what coca has done in this world, specially in Vietnam - We all know that plastic is extremely difficult to break down When burned, plastic waste will produce dioxins, furans, which pollute the air, cause poisoning, affect endocrine glands, reduce immunity, cause cancer, etc When burying, plastic waste will make the soil unable to retain water and nutrients and prevent oxygen from passing through the soil, adversely affecting the growth of plants Furthermore, it can contaminate water sources, causing the death of beneficial microorganisms that live underground Plastic waste causes "white pollution" at tourist destinations, affecting people's rest and relaxation space https://tytxaxuanthoithuong.medinet.gov.vn/ve-sinh-moi-truong/rac-thai-nhua-tac-haiva-hau-qua-doi-voi-moi-truong-c9858-43858.aspx - For example, in Ho Chi Minh City, Vietnam, out of 250,000 tons of plastic waste, 48,000 tons are landfilled, more than 200,000 tons are recycled or discharged directly into the environment https://anphatholdings.com/hoat-dong-moi-truong/thuc-trang-rac-thai-nhua-o-vietnam.html - According to cafebiz, a reputable news site, Coca-Cola is accused of having the highest total amount of plastic waste in beverage brands, even more than the total plastic waste of Nestle, PepsiCo and Mondelez combined.(06.11.2019) https://cafebiz.vn/coca-cola-la-thu-pham-gay-o-nhiem-rac-thai-nhua-nhieu-nhat-thegioi-nhieu-hon-tong-rac-nhua-cua-nestle-pepsico-va-mondelez-cong-lai20191106103351329.chn  Although coca has solutions to limit the amount of plastic waste as well as waste, these solutions are not really effective or bring absolute benefits to the environment Our mission: (Need statement)  Provide high-quality product  Get customer’s satisfaction “from product to society”  Build a plastic and glass bottle recycling system Solutions that Coke applied: Convert plastic products to glass Paying the consumer if the plastic bottle is returned Print "Please recycle me" on the product Most recently, on January 11, 2022, Coke cooperated with the ocean cleanup organization to collect waste by interception 003 system https://zingnews.vn/coca-cola-hop-tac-the-ocean-cleanup-giam-rac-thai-nhuatai-viet-nam-post1289042.html https://www.cocacolavietnam.com/news/Coca-Cola-va-The-Ocean-Cleanuphop-tac-giai-quyet-o-nhiem-nhua-tai-Vietnam-2022  Our project: Coca cola bottle recycling and reuse system(Co-BRARS) in HoChiMinh city II Analysis the process of project selection (the agreed criteria, approaches to project screening) Factors contributing to the project selection process:  Must be friendly with nature: …  Working time: …  Clear life cycle: …  Operating cost: … Besides that, there are many other factors, I will use PESTEL model to illustrate easily:  Political: …  Economic…  Sociacultural:  Technological:  Environmental:  Legal:  Benefit of Coca cola bottle recycling and reuse system (Co-BRARS):     Decontainmination Collection Treatment Recycled Bottles Grinding Chemical process Washing III (https://maynhuavietdai.com/quy-trinh-tai-che-nhua-thanh-cong-nhat-the-gioi) Statement of work(SOW): Because Indonesia is in the top of countries with the largest amount of plastic waste in the world and is also implementing a plastic waste recycling project that will go into operation in 2022 We can rely on that to also implement this project a) Stakeholders:Coca-Cola Vietnam, the Ocean Cleanup and GEF  Investment cost support  Project technical support  Guaranteed uptime b) Consultant engineer: The Ocean Cleanup  Provide system design  Check machine operation  Modification to suit environmental conditions c) Project manager: Coca-ColaVietnam  Human resource management  Cost and time management  Decision of execution  Take care of the rest of the system after the test period d) Project ojectives:  The construction of the project must be before July 2022( About in June,2022)  Operation period starts from September 2022  The collection and recycling of plastic waste must comply with the regulations of the Environmental Protection Agency in Vietnam e) Deliverable:  Contract signed with the Ocean Cleanup and GEF( receive donation)  System and facilities transportation  Installing system  Finishing system  Training and testing the operation of Co-BRARS before handing it over completely to Coca-Cola f) Milestone: Step 1: Meeting about Co-BRARS project and list project specification in detail  Machine type  Small scale system testing  Installation location of system  Installation time, Start date and longevity of machine  Total cost of installation Step 2: Negotiating with investors and fund organization  Pricing and cost calculation  Contract & payment (construction cost payment schedule/timeline)  Issurance( maintainance and warrantly)  A number of workers/managers/contractors/supervisors/ and so on  Finish contract Step 3: Collection and transportion  The Ocean Cleanup is responsible for collection of mixed plastic bottle  GEF supports funds for project operation  Preparation for all related to juridical documents, including tax, worker salary, accounting, costs incurred, risks, and so on  How to save money in transportation procedure Step 4: Operation procedure and installation  Clearing custom  Materials for system  Installation of Co-BRARS unit, crusher, sterilization/fumigation machine and casting machine Step 5: Final part of contract  Training and testing the procedure of system  User manual for management of coca  Handing over the system g) Some machine specifications: 1.1 “PP, PE and HDPE granule recycling machine” Working principle: After sorting, the plastic waste will be put through the crusher, then the plastic will be chopped into small pieces and put into the feeding hopper of the machine Here, the plastic scrap passing through the screw system is heated in an increasing direction, causing the plastic scrap to melt The molten plastic to the end of the tip will pass through or more layers of metal mesh filter and then be pressed through the mold into a long thread Finally, the plastic fiber is cooled suddenly through a cooling water tank and then sent to the cutter system to create regenerated plastic beads with quality nearly equivalent to primary plastic (Source: https://maynhuavietdai.com/may-tai-che-nhua) DESCRIPTION Model Material Extrusion capacity Screw shaf Main extruder Screw diameter Long screw (rotating speed 25-80 r/m) L/D screw Auxiliary extruder Screw diameter Long screw (rotating speed 0-72 r/m) L/D screw Heating system Main extruder Heating capacity Auxiliary extruder Heating capacity Electricity supply SPECIFICATION SY-130 PP/ABS/PET/PC/PS 250-300 UNIT Kg/h φ130 3.2 Mm m 16:1 φ130 12 mm m 12,5:1 Ceramic resistor system, zones 15 Ceramic resistor system, zones 8-10 Phase / 380V / 50HZ KW KW 1.2 Plastic Scrap Crusher: Overview of plastic scrap crusher: Plastic scrap crusher is often used for factories that need to crush PP, PET, PE plastic products that are faulty in the plastic injection process The purpose of the machine is to recycle scrap with a size of - 8mm to put into granulation and plastic injection DESCRIPTION Plastic crushing capacity Incoming scrap size Particle size after mincing Engine Crush knife IV SPECIFICATION 50-300 10-200 6-10 1HP, 3HP, 5HP, 7.5HP, 10HP Heat treatment high hardness, wear resistance, impact UNIT Kg/hour Mm Mm Timescales for management and implementation for a project: IV.1 Definition of work breakdown structure(WBS): According to the Project Management Body of Knowledge (PMBoK), a Work Breakdown Structure (WBS) is “a deliverable-oriented grouping of project elements which organizes and defines the total scope of the project Each descending level represents an increasingly detailed definition of a project component Project components may be products or services.” To rephrase this PMBoK definition, the Work Breakdown Structure is a process that sets a project’s scope by breaking down its overall mission into a cohesive set of synchronous, increasingly specific tasks The result is a comprehensive document reflecting this careful work (Source: project management achieving competitive advantage 4th edition/ Chapter 5: 5.2 the scope statement/ page 153) IV.2 Application of WBS in project: Symbo l Activities A Meeting with two stakeholders, GEF and The Ocean Cleaup Show plastic waste samples and treatment process of machine of The Ocean Cleanup Calculate the installation location of equipment and design the scheme of the system Negotiate the pricing and time in the contract Signing a contract with the Ocean cleanup, sponsor and contractor Payout timeline (60%) Prepare the ground before starting construction according to the designing map Carrying out construction for machine installation Preparation for all related to juridical documents, B C D E F G H I Dependabl e Days A B C D E F G E 30 including tax, worker salary, accounting, costs incurred, risks, and so on 40% payment Custom clearance Transporting Co-BRARS to Vietnam Installing a plastic waste treatment system Training and testing the operation of Co-BRARS Analyze plastic samples after being processed and waiting for a certificate from an appraisal agency in Vietnam System handover J K L M N O P I J K L M N 2 7 10 20 O Total 110 Critical path: A(3)-> B(3)-> C(4)-> D(4)->E(1)->F(2)->G(7)->H(30)->I(7)->J(2)>K(2)->L(7)->M(7)->N(10)->O(20)->P(1) = 110 days Critical path: The Critical Path Method (CPM) is a technique that allows you to identify the tasks needed to complete a project and allow some flexibility in the schedule In project management, the critical path represents the longest sequence of activities to be completed on time for the entire project to be completed Source: https://asana.com/fr/resources/critical-path-method V Plan an appropriate strategy for the implementation of a project V.1 Strategy for implementation of Co-BRARS To be able to carry out the project smoothly, we need to have specific strategies to deal with all possible problems, for example: Accidents, legal regulations, weather , and so on I will divide project into many mission for each team or organization: V.2 Strategies for risk management of Co-BRARS project: In project management, risk management is the practice of identifying, evaluating, and preventing or mitigating risks to a project that have the potential to impact the desired outcomes Project managers are typically responsible for overseeing the risk management process throughout the duration of a given project (Source: https://www.northeastern.edu/graduate/blog/project-risk-management/) I will divide the risk of this project into main parts which are cost, schedule and performance VI a Cost: Cost is one of the important factors that help investors willing to spend money Miscalculation of costs can lead to delays as well as bankruptcy of contractors o Salary of worker o Cost of raising workers o Costs incurred o Cost of transportation o Cost of shortage of materials o Cost of covid-19 pandemic o Cost of accident  With the above problems: we can easily find solutions to reduce the risks as well as ensure the smooth construction process b Schedule: it is also a factor contributing to the cost and process of project It can include: o Weather o Covid-19 pandemic o Problems in transportation process (traffic jams, accidents, and so on) o Conflict among investors o Capital shortage  During the current pandemic, the construction industry continues to develop to ensure construction progress, but contractors will also have isolation measures to ensure workers' health In addition, during transportation, the companies have specified routes for trucks to minimize risks as much as possible In the worst case scenario, there will still be alternative means to ensure the process stays on c Performance: Bad work productivity will lead to bad project results o The conflict between workers and contractor o The strike of workers o The attitude of workers o The attitude and morality of managers and contractors  Unstable productivity will also affect the completion of the project as well as the cost We should choose a reputable contractor in the work to avoid contractors with selfish thoughts Respond to employees' problems and treat them with respect We also look for problems that workers are not satisfied with and fix Match appropriate resources to a project ( OBS, time-phased budget) VI.1 Definition of organizational breakdown structure: OBS (also known as Organizational Breakdown Structure) is used to define the responsibilities for project management, cost reporting, billing, budgeting and project control The OBS provides an organizational rather than a task-based perspective of the project The hierarchical structure of the OBS allows the aggregation (rollup) of project information to higher levels Source: https://uplandsoftware.com/psa/resources/glossary/organizationbreakdown-structure-obs/ VI.2 Organizational breakdown structure in Co-BRARS project: Project team (resources) Project manager-The Ocean Cleanup Accountant ( finance, cost, capital, and so on)GEF Quality and safety supervisor- The Ocean Cleanup Project supervisor- Coca-Cola Vietnam Project contractor- The Ocean Cleanup Construction engineer- The Ocean Cleanup No I 1.1 1.2 1.3 1.4 1.5 1.6 II 2.1 2.2 2.3 2.4 2.5 III No Matching resources to a project Contract discussion: GEF, The Ocean Cleanup, and Coca-Cola Vietnam Meeting with two stakeholders, GEF and The Ocean Cleaup Show plastic waste samples and treatment process of machine of The Ocean Cleanup Calculate the installation location of equipment and design the scheme of the system Negotiate the pricing and time in the contract Signing a contract with the Ocean cleanup, sponsor and contractor Payout timeline (60%) Infrastructure and transportation Prepare the ground before starting construction according to the designing map Carrying out construction for machine installation Preparation for all related to juridical documents, including tax, worker salary, accounting, costs incurred, risks, and so on Transporting Co-BRARS to Vietnam 40% payment Installation procedure 10 team in charge 1,2,4 1,4 1,2,4 1,2 Coca-Cola Vietnam 3.1 3.2 3.3 3.4 3.5 VII Custom clearance Installing a plastic waste treatment system Training and testing the operation of Co-BRARS Analyze plastic samples after being processed and waiting for a certificate from an appraisal agency in Vietnam System handover The Ocean Cleanup 6 3,6, and Coca-Cola Vietnam Cost all resources required for implementing a project (cost estimation and budgeting) 7.1 Fixed cost: i ii HR cost Project manager Financial manager Technical supervisor Main Worker (8.000.000) Extra worker (7.000.000) Meal expenses(30.000 per serving) Quantity 1 Per month 20.000.000 17.000.000 25.000.000 40.000.000 month 60.000.000 51.000.000 75.000.000 120.000.000 10 70.000.000 210.000.000 18 15.120.000 45.360.000 Total 561.360.000 7.2 Variable cost: No Contract signed with The Ocean Cleanup Contract discussion: GEF, The Ocean Cleanup, and Coca-Cola Vietnam Meeting with two stakeholders, GEF and The Ocean Cleaup Show plastic waste samples and treatment process of machine of The Ocean Cleanup Calculate the installation location of equipment and design the scheme of Material Machinery Transportation Other 5.000.000 11 the system Negotiate the pricing and time in the contract Signing a contract with the Ocean cleanup, sponsor and contractor Payout timeline (60%) to contractor Infrastructure and transportation Prepare the ground before starting construction according to the designing map Carrying out construction for machine installation Preparation for all related to juridical documents, including tax, worker salary, accounting, costs incurred, risks, and so on Transporting Co-BRARS to Vietnam 40% payment to contractor Installation procedure Custom clearance Installing a plastic waste treatment system Training and testing the operation of Co-BRARS Analyze plastic samples after being processed and waiting for a certificate from an appraisal agency in Vietnam System handover TOTAL Variale cost Fixed cost 10.000.000 10.000.000 20.000.000 billion 20.000.000 5.000.000 50.000.000 8.000.000 20.000.000 billion 20.000.000 40.000.000 1.030.000.000 2.010.000.000 3.208.000.000 561.360.000 3.769.360.000 12 55.000.000 113.000.000 VIII Reference: https://en.wikipedia.org/wiki/The_Coca-Cola_Company https://tytxaxuanthoithuong.medinet.gov.vn/ve-sinh-moi-truong/rac-thai-nhua-tac-haiva-hau-qua-doi-voi-moi-truong-c9858-43858.aspx https://anphatholdings.com/hoat-dong-moi-truong/thuc-trang-rac-thai-nhua-o-vietnam.html https://cafebiz.vn/coca-cola-la-thu-pham-gay-o-nhiem-rac-thai-nhua-nhieu-nhat-thegioi-nhieu-hon-tong-rac-nhua-cua-nestle-pepsico-va-mondelez-cong-lai20191106103351329.chn https://zingnews.vn/coca-cola-hop-tac-the-ocean-cleanup-giam-rac-thai-nhua-tai-vietnam-post1289042.html https://www.cocacolavietnam.com/news/Coca-Cola-va-The-Ocean-Cleanup-hop-tacgiai-quyet-o-nhiem-nhua-tai-Vietnam-2022 https://www.usaid.gov/vi/vietnam/program-updates/jun-2020-curb-ocean-plasticsvietnam-and-protect-our-home-world-oceans-day https://moit.gov.vn/phat-trien-ben-vung/duc-ho-tro-viet-nam-trien-khai-mo-hinh-phattrien-ben-vung-v.html https://www.jica.go.jp/vietnam/office/information/press/ku57pq00001vkmhaatt/201312_03v.pdf https://baotainguyenmoitruong.vn/gef-to-chuc-cung-cap-nguon-von-cong-lon-nhattoan-cau-cho-cac-du-an-moi-truong-238656.html https://maynhuavietdai.com/quy-trinh-tai-che-nhua-thanh-cong-nhat-the-gioi https://maynhuavietdai.com/may-tai-che-nhua https://asana.com/fr/resources/critical-path-method https://www.northeastern.edu/graduate/blog/project-risk-management/ https://uplandsoftware.com/psa/resources/glossary/organization-breakdown-structureobs/ https://vn.joboko.com/blog/quan-ly-xay-dung-nsi4314 13 ... , and so on I will divide project into many mission for each team or organization: V.2 Strategies for risk management of Co-BRARS project: In project management, risk management is the practice... process of project selection (the agreed criteria, approaches to project screening) Statement of work III.1 III.2 IV Agree timescales for the management and implementation of a project (project. .. UNIVERSITY HO CHI MINH CITY CAMPUS *** *** END -MODULE ASSIGNMENT Module: Strategy and Innovation Code: BSS0 29-2 LAST-TERM ASSIGNMENT Student’s fullname: PHAN HUY TRƯỜNG Student ID: