project management report topic festive flavor introducing limited edition oatside products for christmas

Luong's guidance, we embarked on the research and completion of our report titled, "Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas.” While we acknowledge that

VIETNAM GENERAL CONFEDERATION OF LABOUR

TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION

DAI HOC TON ĐỨC THẮNG

HO CHI MINH CITY OCTOBER, 2023

VIETNAM GENERAL CONFEDERATION OF LABOUR

TON DUC THANG UNIVERSITY

FACULTY OF BUSINESS ADMINISTRATION

DAI HOC TON DUC THANG

HO CHI MINH CITY OCTOBER, 2023

GROUP EVALUATION

e Prepare the content of Chapter 2 section 2.1 + Chapter 3 section 3.6

e Present

100%

e Prepare the content of Chapter 3 section 3.2

e Present

e Do the report

100%

e Prepare the content of Chapter 3 section 3.2

e Do the report

100%

Tran Ngoc Minh Nhat

721V0050

e Prepare the content of Chapter 3 section 3.7

e Do the PowerPoint slide

e Synthesize and browse the content of chapter 3.1

Chapter | + Chapter 3 section 3.1

e Synthesize and browse all the content

Lê Cung Như 721K0223

e Prepare the content of Chapter 3 section 3.7

e Do the PowerPoint slide

e Synthesize and browse the content of chapter 3.1

100%

e Prepare the content of Chapter 3 section 3.3 + 3.5 and Conclusion

100%

Chau Don Phat 7210229 e Prepare the content of

Chapter 2 section 2.2+ 2.3 and Chapter 3 section 3.4 100%

of knowledge have been instrumental in our academic development

With Mr Luong's guidance, we embarked on the research and completion of our report titled,

"Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas.” While we acknowledge that our understanding of this subject may have limitations, we are committed

to continuous improvement

We wholeheartedly thank Mr Luong for his support and encouragement and look forward to receiving his valuable insights and constructive feedback as we continue to learn and grow in our respective careers

Sincerely, Group 4

TABLE OF CONTENTS CHAPTER 1: GENERAL INEORMATION ABOUT THE PRO.JECT 1 1.1 Overview about the pTOJ€CK L2 2 121112111212 2112 215158115811 511 11111111111 1

1.4 Coding table ofthe relationship between WBS and Network diagram 5 CHAPTER2: OVERVIEW OF RESOURCE SCHEDULING -«<<<- 6 2.1 Overview of the Resource Scheduling Problem - 2c 211221122 re 6 2.1.1 Resource Smoothing -.- c2 1121111111 211 15 1181121111115 112 1E nh 6 2.1.2 Resource COnSÍTAITẨS S1 12h SY S2 11111111111 1111111110111 HH 6 2.1.3 Technical or Logical ConsfTa1nfS óc 221122112111 111 E2 2 tr ớ 6 2.1.4 Resource-Constraimned Scheduling - 2c 2221222112111 11121111 rerrerres 7 2.2 Types of Resource CoOnSÍTA1TES L2 2121112111211 22112 115712211 51118111111 9 2.2.1 People 2 c1 2 121112112 121211011151 551 15111111111 Hàn ch 9

2.3 Classification of a Scheduling Problem - 2 1222122112 1121 1e 9 CHAPTER 3: RESOURCE SCHEDULING APPLICA TIONS ««- 12 3.1 Resource Allocation Methods .- c nnnnnsn HH HH He 12 3.1.1 Limifing AsSumpHON§ - 12c 12122112211 1211 1211551151 111111 1811 ke 12 3.1.2 Risk AssumpHOP& - 2 220122211211 121 11 111110115 118 2E tr nà 12 3.1.3 Resource-Constrained PToJ€CfS - n 2.1221 H vn HH Hye 13 3.2 Computer Demonstration of Resource-Constrained Scheduling 19 3.2.1 Network diapram using MS ProJ€et( - c : 1c 222 t2 trà ớ 19 3.2.1.1 Festive Flavor proJect n MS ProJect cá c2 c2 c2 HH re 20

3.2.1.3 Solving Problem - 122 1211221122121 115211511 1511111111 1118111 re 24 3.2.2 The Impacts oFResource-Constrained Scheduling :-s.c c2 26 3.3 Spliting ACtIVII€S 2Q 2n S12 1n HH HH TH HH HH HH HH Hệ 29 3.4 Benefits of Scheduling Resources -.- c2 12.121 tre 30 3.5 Asslgning ProJect WOFK c c1 1n TH TH 111k non nà 31

3.6 Multi ProJect Resource Schedules - - 0 2212211221122 112 re 31 3.6.1 Overall schedule slippage 00 00cccccccccceccectecteceteceseeeeeeeseaeesteseeteeseeniees 32 3.6.2 Inefficient resource utilization ee ceeececeeeeeeenensenecenceseeeeneeeneeteceeseaes 32 3.6.3 Resource bottlenecks§ ác nh HH HH HH HH HH He 32 3.7 Using the Resource Schedule to Develop a ProJect Cost Baseline 34 3.7.1 Why a Time-Phased Budget Baseline Is Needed co 34 3.7.2 Creating a ITime-Phased Budget 0 2211211121112 2 tre 34 3.7.2.1 Time-Phased Labor Budget c2 12222211121 1211 12211 1u 35 3.7.2.2 Materials and EquIipment Ïescription - c c2 sctsstsrrrsrrrsrres 36 3.7.2.3 Timme-Phased Material and Equipment Budget -. c c2 s2: 38 3.7.3 Time-Phased Budget 0 0.00ccc ccc cecccececceseeseeesseeeceeecisseetsesesnsecnseneeseees 39 3.7.3.1 Time-Phased Budget( 0 0.11211212212212 282281 HH re 39

TABLE OF FIGURES AND TABLES Flgure l: ChrIstmas Oatside Milk Brand Theme .- 5: S1 2 21 22125122122121 111111111 x2 1

Figure 3: PERT ID1agBTAT1 C0 211211211211 21 1211111111111 11 1111111111111 11111 k TH TH TH Hà Hà tt 7 Figure 4: Forecasted Timeframe of ÁCIVIẨIGS 12.1211 v1 1111111111111 111 1111011 11H Hệ, 8 Figure 5: Activity on-node Network .0 0.ccccccccccccccceescesccnscseeeeeeeeceecsecsecssessessenseneeeseereeaees 14 Figure 6: ES resource load CHaTẲ - 1 21121121111 151 1111111111113 13111111111 01 11 11111 T1 HH 15 Figure 7: Final resource-constrained schedulÏe - - 2321321121191 151 151111115313 151E51 xxx l6 Figure 8: Fmal Activtfy on-node NetWOrK - c1 21112 191111111111 111 11111111 TH Tnhh hay 18 Figure 9: Project Network View Schedule before Resources Leveled - Page l 20 Figure 10: Project Network View Schedule before Resources Leveled - Page 2 20 Figure 11: Project Network View Schedule before Resources Leveled - Page 3 21 Figure 12: Festive Flavor Project before Resources Added .cccccccccccseccesseseeeeeeteeees 21 Figure 13: Resource usage tabÌ€ C21 1121121121121 111 1111111111111 11111111111 1111111 tk kg 23 Figure 14: Resource bar graphh - - 2c 1212212121211 1151111115111 1111 Hàn 23 Figure 15: Project Network View Schedule after Resources Leveled - Page l 24 FIigure I6: ProJect Network View Schedule after Resources Leveled - Page 2 25 Figure 17: Project Network View Schedule after Resources Leveled - Page 3 25 FIigure I8: Festive Flavor ProJect after Resources Added - c2 serey 26 Figure 19: Activrty duratlon w1thout spÏIffIE .- c2 3123121111151 111 1111111111 8x tre 29 Figure 20: Activity duration splitting 1mfo 8 seØømenfS: 2c 222 222cc csrxcsxes 29 Figure 21: Activity duration split wIth shutdown and starf-up ¿c2 30 Figure 22: Time-phased Labor Budỹef - - :- c2 121121111111 1151111111211211111 101101 11 H1 re 35 Figure 23: Materials and EquIipment Ï)escTIpfIoñi 222 2221211212 xe 37 Eigure 24: Time-phased Materials and Equipment Budget : 5c 2c 22c ccccscscseses 38 Figure 25: Final Time-phased budget c0 1 2 121221122111 12521 1221121121111 re 39 Figure 26: Cumulative Baseline Budget - 2: 2 2 n1 1121121111111 111 1111111111181 8x ray 40 Table 1: Coding table of the relationship between WBS and Network diagram 5 Table 2: ProJect Management Trade-ofÍS Q2 0121112122112 12 215 222811 Ha 10

CHAPTER 1: GENERAL INFORMATION ABOUT THE PROJECT

e Name: Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas

e Product: OATSIDE Milk

e Time: 02/10/2023 - 05/01/2024

e Estimate Budget: 3.000.000.000 VND

e Location: Ho Chi Minh city

e Target Customer: Everyone especially vegetarians, people on diets or eat clean

e Theme: Xmas - Color design: Red, Green and White

Figure 1: Christmas Oatside Milk Brand Theme OATSIDE MILK is launching a limited-edition Festive Flavor in Ho Chi Minh City, Vietnam The project "Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas" will run from October 2nd, 2023 to January Sth, 2024

Ho Chi Minh City is the perfect place for the launch of new OATSIDE MILK products The city's vibrant energy and strong market make it an ideal location for introducing new brands and flavors The project has been allocated a substantial budget of 3 billion VND, this significant investment demonstrates the importance and potential of the project The budget will be used for product development, marketing, distribution, and other operational costs

1

The strategic timing of the project takes advantage of the festive season, when consumers are more likely to try new products OATSIDE MILK is confident that the Festive Flavor will be

a hit with consumers in Ho Chi Minh City

In conclusion, the project is a significant step forward for OATSIDE MILK in expanding its product range and strengthening its presence in the Vietnamese market With careful planning, execution, and investment, the project is primed for success

STATEMENT OF WORK

GENERAL PROJECT INFORMATION

Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas

PROJECT SCOPE STATEMENT

PROJECT PURPOSE

The purpose of the project "Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas" is to introduce a special limited edition of OATSIDE milk products during the Christmas season, creating a memorable and festive experience for customers while promoting the brand and expanding its market presence

OBJECTIVES

The project aims to successfully execute a dynamic and effective Christmas season campaign in Ho Chi Minh city This campaign aims to introduce new products and packaging tailored for the Christmas season to attract customers, promote the OATSIDE brand The initiative is set to run from October 02nd, 2023 to January O5th, 2024, covering the entire Christmas season, with a budget not exceeding 3 billion VND

DELIVERABLES

e Reliable source of ingredients for new flavor milk product

e Real Limited Edition New Flavor Product

e Marketing campaign with Christmas-themed packaging for the new flavor to leave a

e lasting impression on customers including effective strategies for brand recognition.\

MILESTONES

LIMIT AND EXCLUSIVE

e This project exclusively takes place in Ho Chi Minh City

1.3 WBS chart

FESTIVE FLAVOR INTRODUCING LIMITED EDITION OATSIDE PRODUCTS FOR CHRISTMAS

Figure 2: WBS Chart

A work breakdown structure (WBS) effectively organizes a project's deliverables, sub- deliverables, and work packages into a hierarchical structure The WBS of our project commences with the overall project objective, known as the top level or level 1, which is

"Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas.” This level proves particularly valuable to top management At the second level of the chart, seven deliverables provide a comprehensive overview of the project's scope, aiding middle management in organizing and planning effectively

Subsequent levels further decompose the project into smaller, more manageable components These tasks are further broken down into work packages, the most granular level of detail First-line managers oversee these work packages, ensuring their timely completion within the allocated budget

1.4 Coding table of the relationship between WBS and Network diagram

CHAPTER 2: OVERVIEW OF RESOURCE SCHEDULING

Resource and cost scheduling is a crucial step in project planning It involves assigning time- phased costs to the project resource schedule, creating a project budget baseline for comparison with actual and planned schedule and costs

Resource smoothing is a project management technique that adjusts project activities to dealing with conflicts and over-allocation of resources that may occur during project execution It is an essential part of project scheduling and planning, especially when resources are limited or shared by several projects Resource smoothing aims to optimize resources to deliver a project without changing the delivery date while balancing the supply and demand for resources It helps to prevent resource saturation during peak hours and ensures an equal distribution of workload by leveling the use of resources throughout the project

Shortages or limitations in key personnel, equipment, or ingredients may cause the Festive Flavor activity sequences and timelines to change Due to resource constraints, tasks that were assumed to occur in parallel may become dependent The scheduling of the Festive Flavor launch is complicated by resource availability Potential resource constraints could have a significant impact on activity timelines, slack, and critical paths When planning the project schedule, it is critical to account for resources carefully

The lack of resources has the potential to significantly modify technical constraints In a project network plan, there might be an initial assumption of sufficient resources, allowing for the depiction of activities happening simultaneously However, concurrent activities pose the risk of resource conflicts Additionally, if a single individual is responsible for executing all activities, the resource constraint dictates that these activities must be conducted sequentially

or in series It's important to highlight that prioritizing resource dependency over technological dependency does not breach technological dependencies In other words, certain activities may now need to occur sequentially instead of concurrently

Figure 3: PERT Diagram

In the Festive Flavor project we use technical and resource constraints because of the shortage

of resources, our team will use resource constraints and technical constraints At this time, some project activities can be performed in parallel For example, E (recipe testing and adjusting the recipe), D (build the "Christmas" season concept) and C (selecting packaging materials) can be performed in parallel because they may assume adequate resources However, some activities can only be performed sequentially because of the lack of resources

at that time and the urgency of that activity For example, activity B (conduct customer surveys) can only start after activity A (identifying target customers) is completed and only after completing B(conduct customer surveys) parallel activities can be continued afterward

Resource-Constrained Scheduling, also known as resource leveling, is a term used in project management to create a project schedule while taking into account the limited availability of resources such as labor, equipment, and materials In this part, tasks and activities are planned and scheduled based on the finite resources available, to ensure that these resources are allocated efficiently without overloading or underutilizing Resource-constrained scheduling aims to develop a feasible project timeline that considers the constraints of the available resources, allowing project managers to optimize resource utilization and meet project objectives within the given limitations

0GT NOV DEC JAN

1 2 3 4 5 6 7 8 9 1011121314 Identify target customer

customer surveys

Selecting packaging materials

Build the “Christmas” season concept

Recipe testing and adjusting the recipe

a detailed list of ingredients

Manufacturing

Develop Marketing Strategy

Evaluate the finished product

Getting product & distribute to parties

Launch marketing campaign across online platforms

with Influencers/ KOLs

Marketing collateral

customer responses and feedback

Evaluate the project performance

Figure 4: Forecasted Timeframe of Activities Festive Flavor project activities begin with identifying target customers to set a direction that suits consumer needs After determining customer goals, the company can conduct customer surveys Along with selecting packaging materials, the company can also build the

"Christmas" season concept and recipe testing and adjust the recipe In this stage, the company must ensure that the test formula has no problems before going to the step of creating a detailed list of ingredients After determining the previous steps are complete, the company can manufacture and develop marketing strategies Once halfway through these two steps, the company can begin evaluating the finished product After evaluating the possible results of the finished product, the company can proceed to getting product & distribution to parties and then | week later the company can begin launching marketing campaign across online platforms while collaborating with influencers/KOLs and marketing collateral During this stage collecting customer responses and feedback can also begin In the last week of the project the company can evaluate the project performance

2.2 Types of Resource Constraints

People resource constraints are a common challenge in project management They can cause delays in productivity, poor quality of work, and severe impacts on employees Resource constraints occur when project managers do not have enough resources to meet the demands and outcome of a project

In the Festive Flavor project, due to the limited number of employees, including 9 employees, sometimes the amount of work will not keep up with the project schedule (14 weeks) There are different departments and different roles so a large number of employees is needed to complete the project but due to the company's lack of numbers, it causes a shortage of specialized skills other needs of other departments

Material resource constraints involve limitations on the physical resources required for a project, encompassing raw materials, components, and supplies These constraints can be caused by a variety of factors, including supply chain disruptions, natural disasters, and changes in demand Managing material resource constraints requires careful planning and coordination with suppliers to ensure that the necessary materials are available when needed The Festive Flavor project faces potential challenges due to raw material availability, processing capacity limitations, and manufacturing delays The company should explore alternative suppliers to secure essential ingredients like oats, water, and flavorings, as seasonal variations or supply chain disruptions could hinder production Additionally, weak processing facilities for converting raw oats into oat milk could limit output A lack of processing plants may further delay manufacturing and hinder project progress

2.3 Classification of a Scheduling Problem

Traditional scheduling methods often categorize projects as either time-constrained or resource-constrained Project managers can use their priority matrix to determine the appropriate classification A quick check to determine the project type is to ask, "If the critical path is delayed, will resources be added to get back on track?" If yes, the project is likely time- constrained; if no, it's likely resource-constrained

e Time-constrained project: A time-constrained project is a project that has a fixed or constrained completion date or deadline In other words, the project must be completed within a specific timeframe Time constraints are a critical aspect of project management and can have a significant impact on planning, resource allocation, and overall project success

e Resource-constrained project: A resource-constrained project is a project that has limited resources available to complete the project Resources can include people, equipment, materials, and time Managing resources effectively is crucial for project success It involves managing workload, resource allocation, and deadlines

(1) The cost has been fixed and can be changed

(2) The project's timeline must be strictly adhered to, spanning 2,5 months and aligning with the holiday season The project's completion is set for December 31, 2023 Given the importance of the upcoming holiday season, meeting this deadline is vital for the project's overall success

(3) Employees should get extensive training on quality standards, including the importance of ingredient quality, processing procedures, and regulatory compliance Employees must have a solid awareness of quality criteria in order to make educated production decisions

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(4) Limits in the product's design and operation that have an impact on the overall user experience Customers may get frustrated and dissatisfied if they have a negative user experience

(5) Human resource constraints in an OATSIDE project can have an influence on many areas of the project, including team relationships, expertise, and overall project efficiency Employees have to Conduct a skills gap study to determine which areas require further training or recruiting Provide existing team members with training sessions to help them improve their abilities

The Festive Flavor project faces challenges due to resource constraints The limited number

of employees hinders effective workflow management Additionally, the restricted range of product designs and operations negatively impacts customer satisfaction Consequently, the project falls under the category of resource-constrained projects

II

CHAPTER 3: RESOURCE SCHEDULING APPLICATIONS

A limiting assumption in project management is a constraint that simplifies the planning and execution of a project by assuming that certain conditions will always be true These assumptions may not always reflect reality, but they can be useful for making decisions and developing a project plan

Two common limiting assumptions in project management are:

e Splitting activities will not be allowed: This assumption states that once an activity 1s started, it must be worked on continuously until it is finished This means that activities cannot be interrupted or paused, which can simplify the scheduling process

For instance, the Festive Flavor project initiates after the completion of the customer survey activities Subsequently, the “Christmas” season concept construction will commence, followed by the activities of selecting packaging materials and recipe testing, with these tasks being carried out sequentially after the completion of the preceding ones Executing these activities in a sequential manner may potentially result in delays in the timeline, extending the project duration beyond the anticipated schedule and causing a waste of resources

e Level of resources allocated to an activity cannot be changed: The same amount of resources must be used throughout the duration of the activity, which can simplify the budgeting process

For example, during the “Christmas” season concept construction phase, a team of designers and marketers may be assigned to develop the campaign's visual identity and promotional materials Once their work is complete, the packaging materials selection and recipe testing activities can commence However, if the packaging materials selection process takes longer than expected due to unforeseen challenges, the recipe testing team may need to adjust its schedule to accommodate the delay

the planning process and are typically grounded in experience and knowledge, the project team's comprehension of the undertaking, its surrounding context, and the various factors that influence it The consideration of various effects is crucial in the process of project planning Simultaneously, risk assumptions serve project managers and teams in assessing the magnitude of risks associated with a project, considering their potential validity or realization, and formulating corresponding strategies for risk mitigation In the event that these assumptions are found to be inaccurate, they have the potential to impose limitations or constraints, thereby resulting in significant delays in project completion

Activities that possess a higher degree of slack are associated with a lower level of risk Let

us consider activity A, which pertains to identifying target customers This particular activity assumes the responsibility of identifying potential customers with zero slack count In the event of a delay in the identification of the target customer, there will be a direct impact on the overall project system that has been established In contrast, other activity, such as Activity

E, exhibits a slack amount of 3, indicating that a delay of up to two days in its progress relative

to the specified time will not impede the project plan

Resource-constrained projects occur when resources are limited, leading to scheduling challenges Project managers must prioritize and allocate resources effectively to minimize delays while maintaining technical dependencies Heuristics, or rules of thumb, are often used

to solve complex resource scheduling problems The parallel method, a widely used heuristic approach, involves prioritizing activities based on minimum slack, smallest duration, and lowest activity identification number When resource limits are reached, subsequent activities are delayed accordingly

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The team used the Activity on-node Network method to depict precise initiation and termination times According to the illustrated visual representation, it can be observed that the project titled "Introducing Limited Edition OATSIDE Products for Christmas” is anticipated to reach completion within 14 weeks with 15 activities, which is based on the Work Breakdown Structure (WBS) throughout the project As can be seen on the figure, Activities A, D, F, I, and O have a duration of one (1) week each Activities B, C, E, G, H, and J require two (2) weeks each However, activity E has a longer duration of three (3) weeks Lastly, activity L has the most extended four (4) weeks The critical path of the feasibility study encompasses a series of activities, namely A-B-E-F-G-I-J-N-O, that collectively require the least amount of time to complete the majority of tasks associated with the feasibility study

Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas

A, H, K, L, M, and N, three people for Activities D, G, and J, and four workers for Activities

B and E The project is currently constrained by a resource limit of 9 individuals per week, which poses limitations and increases the potential risks of resource scarcity and project

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delays During the transition from week 3 to week 4, activities E and C required a workforce

of 4 individuals each, whereas activity D necessitated 3 individuals Consequently, the allocation of resources during this timeframe exceeded the designated personnel capacity by

a surplus of 11 individuals out of a total of 9 individuals In addition, during weeks 9-10, concurrent execution of activities J, K, L, and M results in a depletion of available human resources Consequently, the project manager 1s compelled to revise the planning table

Festive Flavor: Introducing Limited Edition OATSIDE Products for Christmas

to 10 After thorough assessment, the project team has decided to formulate a final resource- constrained schedule that entails rescheduling Activity D to the fifth week to accomplish it within one week This strategic adjustment guarantees an adequate allocation of labor resources, thereby facilitating concurrent work on the activity mentioned above In week 10, there will be a modification to the schedule such that the M activity will commence in week

10 instead of its intended initial conclusion in week 10 Consequently, the revised plan is for the M activity to commence in week 10 and end in week 13

Upon reassessing the timelines for executing the tasks, the project management team ultimately established the diagram, ensuring the project would be successfully concluded

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within the stipulated initial time frame The duration of the observed period was 14 weeks Activities A, B, D, E, F, G, L, J, N, and O constitute the critical path of the project titled

“Introducing Limited Edition OATSIDE Products for Christmas”, ensuring the minimum duration required to accomplish most of its tasks

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