1. Background and principles of project management (Task 1.

1)
1.1 Project definition
A project is a collection of all task, duties, missions, goals and objectives to be achieved in
long term and short term developed by individual or organization. It is the strategically oriental
vision to develop a business or an organization. A standard project must contain clearly indicated
purpose, aim, objective, time, budget, key performance indicators (for assessment), related
stakeholding parties.
1.2 Project resources
Depend on specific scope and requirement of a project, which can have many other sub
project to be supporting and conducting tactically in long-term or short-term period. Also based on
the project scale and typicals, it can be done individually or teamwork or even largely
organizationally. Main resources for a project include human, finance, technology and
management; which are coming from mutually involved stakeholders such as investors,
employees, outsource agencies, supplier, professional parties or other related outside services.
1.3 Project management
Project management is the study of how to management, control, allocate, assess and
harmonize related resources of a project for the best effectiveness and the most optimizing
benefits and profits that well serve involved stakeholder, especially the investors. Project
management include four basic steps or stages know as planning, organizing, supervising and
assessing, of which:
-

Planning is to set up project agenda and tasks as well as delegate responsibility and
assessing standard for work performance.
Organizing is to deploy the planned schedule and tasks to achieve targets.
Supervising is to follow up and tactically react to handle arising issues or problem for
prompt and accurate solutions.
Assessing is to collect report for general consideration and draw out lesson for
innovation and improvement.

1.4 Introduction of chosen project - Delloween

Delloween is a project invested and developed by Aeroswings Ltd., since early 2013,
specializing in Food and Beverage (F&B) combined with soft alcoholic drinks. Delloween is chains
of restaurants in the form of coffee-bar. Delloween is a combined name originated from Devil and
Halloween, which means the party for devils and monster. The project Delloween is developed
based on the idea to bring the customers new style and concept when visiting a coffee shop.
Delloween coffee bar is designed westernly and devilly with evil cartoon-stylized concept to reduce
the thrilling feeling and make customers have interesting and funny impression about cute and
funny evil at Delloween, instead. Delloween is developed to aim at youngsters who love something
strange and funny related to western devil style and curious for new experience from traditional
coffee shop.
Purposes, aims/goals and objective
Purposes of the project are to
-

Create nich segment in F&B market, coffee bar portion.

Cover new market portion to maximize profits and benefits.

Create commercial competitive edges with no competitors.

Develop chains of new style coffee bar through out the nation.
Develop brand name of chain coffee bar Delloween.

Aims/Goals in middle-term development, within first 3 years, are to

-

Develop new model of coffee bar in Ho Chi Minh City.

Orient new entertainment demand for young customers.
Build up chain of 3 coffee bar Delloween in Ho Chi Minh City.

Aim/Goals in long-term development, within 5 7 years, are to

-

Build up nationwide chain coffee bar Delloween in Vietnam.

Establish long-term reputation of brand name Delloween.
Frenchise the trade mark for more profit.
Average growth of profit margin is 30 45% per year.
Sales volumn increase 80 120% coinciding with profit margin increase 50 70% on
holidays and seasonal events.

Objectives of Delloween project are to

-

Attract target customers as youngsters who want to have curiosity, adventurous

experience when relaxing
Bring target customers new style and concept of unique coffee store space by interrior
decoration and service
Develop business in blue ocean market successfully in experimental period (within first
2 years)
Increase sales volumn quickly with seasonal and holiday events

Project satkeholders
Included stakeholder of the project are classified into 2 sources as follow.

Internal Stakeholders:
o Investors: Aeroswings Ltd., and finance partners as Vina Capital, SGVF Saigon
Viet Finance.
o Suppliers: related material suppliers for drinking subtances such as Coca Cola,
Pepsi, Asahoo, Saigon Liquor; suppliers for related interrior dcor material and
customs for organized events; outside human service for cleaning department.
o Functional employees for functional department such as Human Resources,
Finance, Marketing, Public Relation, Office Service, Site Service, and Management
Band.
External Stakeholders:
o Government agencies who control the legalization of Delloweens activities.
o Public parties like famous newspaper, mass media companies, journalist, and
outsource advertising agents.
o Community parties such as interested groups of customers participating in
Delloweens organized events and service.

Performance and control measures for the project KPIs (Key Performance Indicators)
The most important KPI for this project is Sales KPIs including:
-

Monthly average sales volumn.

Daily average spend per person.

The next KPI is Service KPIs including:

-

Monthly up-selling volumn per waiter/ waitress.

Average visits per day.
Average percentage of customer satisfaction.

Other related KPIs are functional KPIs such as saving cost KPIs, employee retainment KPIs,
profit margin KPIs, growth KPIs, and expansion KPIs.
Project life cycle
Project life cycle includes 4 phases as defining/innitiation, planning, execution and closure;
of which specific activities and project related elements are described as in the following picture.

Picture 1.1 Project life cycle and detailed stage activites including changing related
factors.

Project defining/initiation involve key job as to define the projects purposes/missions/aims,

scope, key role and responsibilities of partner parties, predicted risks and alternative
solution.

Project planning involves designing an overview developing direction for the project such as
risk management plan, public communication plan, human resource plan, quality control
plan and resource plan - for eg. Material suppliers, finiancial budget.
Project execution involvesall over the project time from starting up to the end. This stage is
to controll the set-up project plans via reports and comparison with required KPI (key
performance indicators) onto projects scope, cost, quality, risks management for necessary
tactic adjustments to be adaptable to practical case.
Project closure involes posting documents, releasing human resouce, conducting project
evaluation, handing over delivered values to customers and implementation review for next
project improvement.

2. Appraise the viability of the project and Develop success/failure criteria (Task 1.2)
Basic criteria to appraise the viability of a project are Benefits, Time, Scope, Cost, Risk,
andQuality; of which:

Benefits are the target profit margin to be achieve monthly, quarterly and yearly as well as
acquiring target sales volumn per month, quarter, and year. Moreover, benefit criteria is also
counted for creating works and income for employees.
Time includes operational time and developing miletones through out the projects life time.
Scope include how large the square of each coffee bar and the number of coffee bar to be
open until current time following the planned developing milestones.
Cost includes the average expense quota allocated for each coffee bar when starting up
and retaining operation per month.
Risk includes management risk, cultural risk, government policy of foreign culture activities
in Vietnam and companys reaction policy against arising risks.
Quality criteria for this project include Payback time, Growth speed, Products and services,
Average customer visits per day, month, and year, and functional structure.

Picture 2.1 Six criteria to appraise viability of a project

(Source: Mantel, S, Meredith, J, Shafer, S & Sutton, M 2011., Project management in practic, 4th
ed., USA: JOHN WILEY & SONS.)
Followings are certain description applied to the chosen project Delloween
Benefitsthe finance data is from the last 4 quarters of 2013 to the first 2 quarters of 2014.
Table 2.1 Quarterly growth of Profit margin in 2013 and 2014 of Delloween project
Year
2013 No. of coffee bar: 1
QI
QII
QIII
QIV
Net profit (VND)
250,426,3 375,852,6
525,610,00
950,045,23
00
00
0
0
Profit margin (%)
50.08%
39.85%
80.75%
Average growth speed in
56.89%
2013
Year
2014 No. of coffee bar: 2
Forecast Productivities
QI
QII
QIII
QIV
Net profit (VND)
600,452,1 950,852,0 1,328,531,6 2,023,421,5
50
00
00
00
Profit margin (%)
58.36%
39.72%
52.31%
Average growth speed in
50.12%
2013
Timeincludes:
-

Project definning time is 2012.

Operational time, up to now, has been almost 2 years since early 2013, 23 months in
particular.
Project life time: 5 7 years development.
Development milestone: chain of 3 coffee bar Delloween within first 3 years in Ho Chi
Minh City, expand 5 more coffee bar Delloween, 2 in Hanoi, 1 Da Nang, 2 in Southern
Region within the next 3. The 7th year is for frechising Delloween trademark.

Scope includes:
-

Estimated invesment capital quota for one coffee bar is 2 billion VND.
Operation square of each coffee bar is 100 square meter divided into 3 areas as per
required designed.
Maximum capacity for 100 customers at the same time.
Site service staff including waiters/waitresses, service leader, cashier, SU manager (SU =
sales unit) for each coffee bar is 20 employees.
Number of Delloween coffee bar after the project is 8 as per the development timescale.
Estimated number of total employees is 200 official staff nationwide and 500 1000
part-time or contract employees.
Estimated service productivity is to serve about 200 250 visits per day.

Cost includes the most two basic types of cost as fix cost and variable cost; of which
-

Fix cost consists of rent fee and interrior design expenses

Variable cost consists of employee salary, decoration expense for special and
promotional events, input material cost such as liquor, and subtances for blending drinks
like milk powder, cream, coffee, jelly, beverage syrup, etc.
Overall cost detail for 1 Delloween coffee bar is as follow.

Table 2.2 Estimation of invested capital for each Delloween coffee bar.
Fix cost
VND
Rent fee (1 year)
600,000,000
Interrior design expense
500,000,000
Outsource cleaning and
180,000,000
security service (1 year)
Total fix cost
1,280,000,000
Variable cost (per
VND
month)
Employee salary
100,000,000
Drink blending material
550,000,000
subtances
Special event budget
70,000,000
Total variable cost
720,000,000
Risk includes
-

Risk of culture conflicts: Vietnamese people, although nowadays people, especially

youngsters have become more open for new culture practice from western countries, still
remain barrier against pure foreign culture practice. Delloween is oriented with the idea
of Halloween and devils originating from Western culture, which is still limited in Vietnam
by government policy of culture and practice. Solution to this risk is to stylize Delloween
design concept with cartoon image to decrease the freaky feature of the idea and create
cute and funny dcor, which will help attract and inspire young customers at the age of
20 30.
Risk of legal system: the government agencies such as Ministry of Information, Culture
and Tourism who control and manage paper documentation may not approve or
postpone certain promotional programs of Delloween due to crime accusing that
Delloweens business content is culturally violated. Solution is to create and prepare
event copywrite with suitable content for profile folder to be censored and permitted.
Risk of finance management: the risk is just in the form of alternative plan due to
huge financial support from VinaCapital and SGVF mentioned above.
Risk of management: the risk related to capably arising managing issues like
organization, execution, lack of necessary human resource or project finishing later than
expected. Solution to these issues is to build up professional and subtainable managing
team who can flexibly react and work problems out with many year experiences in
hospitality industry.

Quality Quality of this project is decided based on two main criteria as follow
Table 2.3 KPIs index to qualify Delloween projects quality.
Projects KPIs
Index
Each Delloween Coffee Bar will recover invested capital within 1 year
Payback time
operation
Growth of Profit
30 45% per year
Growth of Sales volumn
70% per year and 80% - 120% on holidays and promotional events
Customers satisfaction
70 80%
Product
Unique, hygiene, interesting and delicious blended drinks
Service
Hot, impressive, interesting and attracting events and good serving
Risk management
80% arising issues to be completely solved
Sub-Projects KPIs
Index
Visits per day
200 250
Number
of
loyalty 65% of member card list

customers
Managing structure
Core employee retaining

Transparent and throught-out information flow

80%

3. Principles behind the project management system and procedure (Task 1.3)
Alongside with the development of information technology, MIS (Management Information
System) have been developed to be easily and flexibily used by convenient commercial softwares
designed and programmed only for project management workload. Choice for MIS depends on
scope and characteristics of particular organization and conducted project. In this chosen project,
the project is in F&B and hospitality industry with sales units in the form of coffee bar, so the
required project management system has to satisfy 2 basic criteria, of which
-

First criteria is to capable of following up the development of numbers of coffee bar

based on time milestones and the growth of profit margin and revenue as well as
organization of promotional events. For this requirement, Microsoft Excel, Project
Online Office 365 and Accountingsoftwares are appropriate choices.
- Second criteria is to capable of creating, accessing and export information report of
customer database serving marketing and management purposes. For this requirement,
CRM (Customer Relationship Management) software is the best choice.
Evaluation of chosen MIS systems

Microsoft Excel

Project
Online
Office 365

Accountingsoftware
s
CRM - CRMNext

Strengths
- Simple and familiar interface.
- VBA support function for statistic
calculation.
- Filter function for tracking database.
- Easy to be used by most of office
users.
- Good for data input and output
processed data with given fomular.
- Workable and accessable from
everywhere.
- Support function for listing and
updating current conducted projects.
- Supporting function for drawing
chart, evaluating ideas, assessing
project progress, managing project
resources, maintaining mutual contact
among related projects parties and
simplify information solution.
- Store and process all numerical data
related to profit margin, revenue per
timescale and time milestones.
- Turn out report with required
processed numerical indicators.
- Wide network connecting to
customers at all touchpoints.
- Connecting database of sales,
service and marketing.
- Develop KPIs, follow up

Weaknesses
- No support function for
scheduling tasks.
- Only efficient for simple tasks
like listing, drafting agenda,
raw input data, etc.
- No evaluation support
function.

- Required all participating

parties to be registered online
and available for receiveing
data.
- Require internet to be
accessable to database.

- No evaluation support
function.
- High charge

implementation.
- Pricing support function.
4. Key elements involved in terminating project and conducting post-project appraisals
(Task 1.4)
A project shall be terminated all of operations and activities when it falls under following
terminating circumtances.

Finance issues: key investors declaire bankruptcy or projects budget runs out and no
alternative capital injection channel could be found.
Politic or Governing issues: Government makes decision on prohibiting the project from
being conducted permanently due to legal, culture or Governemnts policy violation.
Time issues: Projects life time has been reached and expired; and none of the involved
parties wishes to continue.
Force majeure: natural disasters, war, long-term shortage of material source, etc.
Social issues: community against the projects activities for social moralty violation.

In this case of Delloween project, we will consider each terminate circumtances as following.
Finance issues
The project is sponsored and invested by two big financial groups of Vietnam known as
Vinacapital and SGVF. They own very strong finance resources to inject capital into projects
progress stage. The project is only capable of being ceased or stopped when Vinacapital or SGVF
declaire they would no longer pump monetary investment into Delloween for certain reasons.
Then, Delloween has to temporarily stop to find out and persuade new potential ivestor.
Politic or Governing issues
All of the activities and operations of Delloween have been approved and permitted by
Ministry of Planning and Investing shown by Business License for opening and the project has been
being carried out for 2 years since 2013.
Time issues
Projects life time is 5 7 years and after that is frenchising stage. Up to now, the project
has been run for 2 years. It is still 3 5 more years to complete the project and implement the
post-project appraisal.
Force majeure
Ho Chi Minh City now is very peaceful and stable. There hasnt been any acts of God that
can cause the project to be terminated due to huge damage. Moreover, the material supply chains
in HCM City is very potential and large so that Delloween is not afraid of long-term material supply
shortage.
Social issues
Delloween has not faced any fight against from community for social moralty violation up to
now. We orient our indoor and outdoor designs with cartoon-style images of devil and monster to
create cute and funny concept of them to bring customer interest and humorous awareness when

visiting Delloween coffee bar. Moreover, we usually hold promotional events developed coinciding
with Halloween idea, which is now attracting a lot of youngsters to support and participate.
5. Projects human resources management (Task 2.1 and 2.2)
For the Delloween project as Aeroswings Ltd., the head quarters office organizational
hierarchy and SU organizational structure are as in hereinafter picture 5.1.
As per the picture, the organizational structure is divided into 2 components with 2 types of
contact flow. The first component is internal organizational structure including head quarter office
hierarchy and SU site organizational structure, of which:
Head offices hierarchy consists of

Project Director with key roles and responsibilities are to collect all reports from functional
department as Human Resources, Marketing, Finance control, Design and Purchasing/
Procurementfor general assessment of the whole picture of the project for strategic
adjustments; to contact and work with key investment partners to persuade them to
continue their financial support; to make decisions on internal and external policy of the
project; to be resposnsible for all related legal paperworks of the project.
Project Directors Assistant with key roles and responsibilities are to support Project
Director in arranging meeting schedule, work agenda, collecting and generally analysing
and handling functional reports and to communicate strategic adjustment or decision of
Project Director to functional departments.
Human Resources with key roles and responsibilities are to design human resource
strategy integrating with development of the project including training and developing role
model employees and function team works; to assess employees performance with set-up
KPIs; to retain good employees and establish benefit policy to attract good candidates for
the project.
Marketingwith key roles and responsibilities are to research the market, analyse customers
data to create promotional events and programs for boosting sales and retain customers
loyalty as well as positive brand image.
Purchasing/ Procurementwith key roles and responsibilities are toreceive requests related
to material supply from other functional departments like Marketing, Human Resource,
Design, SU Project cum Service manager and then contact with outsource service agencies
to fulfill the request with the best cost they can deal with outside suppliers.
Designwith key roles and responsibilities are to receive marketing plan from Marketing
department to cover design-related works like indoor and outdoor decoration, event style
design, custom design; and to contact with outside processing service if they can.

SU Siteorganizational structure consists of

SU Project cum Service Managerwith key roles and responsibilities are to ensure all of
the activities, operation of the coffee bar to take place smoothly; to ensure information flow
from head office to be clearly communicable to the employees for highest performance; to
collect customers feedbacks; to work with the site staffs to find out solutions to arising
issues during the promotional events and sales time; to suggest and offer training meeting
for staff about serving and customer service as well
as administrative tasks for
Teamleaders.
SU Supervisorwith key roles and responsibilities are to observe the employees when they
work and ensure the management of material warehouse, assessing employee
performance, check in and check out task, schedule work shift and assign co-ordinating

tasks; to collect and synthesize sales report daily, monthly, quarterly and yearly to submit
to head office.
Cashier with key roles and responsibilities are to cover daily sales reports, output bills and
invoice, receive orders from waiters/waitresses to create payment receipt for customers as
well as to handle tasks related to cash and payment of customers.
Bartender/ Baristawith key roles and responsibilities are to blend drinks following the
available formular; to make new drink and suggest inpspecting meeting for it.
PR Executive with key roles and responsibilities are to make all the activities at Deklloween
know by large network of customers; to co-operate boost sales and up-sell blended and
event drinks.
Teamleader with key roles and responsibilities are to work directly with lowest employees
to assign tasks and harmonize working shifts among staffs; to collect all feedbacks from
customers and teamworker to report to SU Supervisor or SU Project cum Service Manager.
Serving Team including waiters/waitress, security, cleaning staff are to ensure Delloween
service to be followed correctly with best quality procedure for customers satisfaction.

Outsource services includes all related ourside agencies used by the project to complete the
coordinating missions and duties ordered by functional departments such as IT, DJ, event catering,
customs, Ad & PR agencies, material suppiers, etc.

6. Project leadership requirement and qualitites (Task 2.3)

6.1 Nine team roles of a project.
For a project success guarantee, project leadership is required to be able to collect and
instruct enough 9 basic team roles as per the Belbins model. The nine team roles are classified
into 3 groups, of which:
Human force:

Resource Investigators are those who extrovert oriented, enthusiastic, and wide network
of relationships and contacts. They are those who work to find out useful resources for the
project such as capital channel, finance support sources, material supply, advertising and
PR relationships, etc.
Team workers are those who cooperative, mild, perceptive and diplomatic to fulfill the
assigned tasks and missions. They are, somehow, considered the key factors of projects
success because without them, there is no one to finish or carry out the planned tasks of the
project. They have the skills of listening, team building, coordinating and conflict solving.
Coordinators are those who mature, confident and have good leader mindset. They are
the ones whose jobs are to clarify objectives and team vision, make decision and delegate
assigned missions or duties.

Actions/ Jobs/ Tasks:

Shapers are those who love challenging obstacles, are dynamic, work well under high
pressure. They are the ones who will aproach the found resources by Resource
Investigators like finance, sponsors, ad and PR specialist, or material suppliers to
persuade related partners to cooperate and sponsor for project implementation.
Implementers are those who are disciplined, reliable, conservative, and efficient in turning
ideas or paper plan into real action and physical products. In practical, all of the involved
projects members doing their tasks to realize the projects ideas are doing the role of
implementers.
Completers/ Finishers are those who industrious, devoted, and detailed attention. They
are the ones who seek for errors and omissions of the project concerning with the projects
deadline to push the project members to delivery completion on time. They are also the
ones who are in charge of employee recruitment and work force allocation to ensure the
projects progress to be well executed.

Thinking tasks:

Plants are those who often introverted, innovative, creative and unorthodox. They are the
ones who can work difficult problems out with new ideas and approach. They prefer working
alone and would rather receive praise than criticism.
Specialists are those who single-minded, self-starting, and dedicated. Specialists provide
specialized knowledge and skills to finish their missions. Their duties in the team are to be
expertise in their field with high compromise.
Monitors Evaluators are those who imperturbable, strategic, and clearheaded for fair
and accurate judgement or evaluation of others proposed ideas often by Plants.They are
the ones who are very critical thinking and strategic in their points of view and approaches.
They are intelligent and objective when carefully consider the pros and cons of all options
before reaching final decision.

6.2 Leadership styles

Leadership is the most crucial factor the lead a project to success or failure. A well planned
project can not go to the happy ending without any good leadership. There are basically two styles
of leadership that can be flexibly applied by Projects manager and Projects leader known as
Projects Director in ths case. The two leadership styles are transformational and transactional
styles, of which:

Transformational styles can be understood as theory Y developed by Douglas McGregor in

1960s. The theory considers employees as ambitious, self-esteemed, self-controlled and

intelligent. The employees enjoy their both mental and physical works. They dont need to
be closely supervised. They just need to be informed a deadline to finish an assigned duties.
Transformational leader is the one who will only care about the delivered results by
employees.
Transactional styles can be understood as theory X also developed by Douglas McGregor in
1960s. The theory considers employees as inherently lazy people and always ready to avoid
tasks providing that they can or they dont like the current jobs. These kind of employees
need to be closely supervised and a developed comprehensive control systems. The
transactional manager tends to manage employees with reward and punishment to get
employees compliances.

An effective projects manager must be cappable of key responsibilities as follow.

Ability
Ability
Ability
Ability
Ability
Ability
Ability
Ability

to
to
to
to
to
to
to
to

recognize and evaluate types of employees.

flexibly apply leadership style to suitable employees.
allocate accurately jobs and tasks to correct staff with right team roles.
actively and effectively communicate to all related parties of the project.
settle down and resolve big conflicts unsolved by teamleader.
accurate evaluate employees performance for motivation and incentives.
organize and handle projects progress deadline and agenda.
cowork with other managers to fulfill the projects missions.

6.3 Motivation and team building tools

No one in the projects team can ensure 100% exciting work environment and interesting
jobs and peers all the time. Human motivation is subjected to fluctuate based on task difficulty
and pressure. A good and transparent motivation system and policy is an effective stimulant to
boost employees performance and loyalty toward the organization or the project itself. An ideal
motivational tools and system should be developed based on 3 basic motivation theory as Maslow,
Two factors (Herzberg) and Expectency Theory. In this case of Delloween project, motivation and
team building tools have been used are comprised the following.
-

Benefit and salary policy.

Short-term training tackling skills and long-term developing managing activities.
Incentive and bonus hierarchy based on KPIs.
Promotion policy based on KPIs and experience.
Weekly teambuilding meeting and activities with allowed budget based on weekly KPIs
bonus.

6.4 Conflicts and Conflicts resolution.

Conflicts in the organization are unavoidable issues. Conflicts have two opposite affect that
make the organization develop higher and larger after conflict settling down or make the
organization become delay and slow down if conflict is not worked out. There are basically 2 types
of conflicts as Functional Conflict and Dysfunctional Conflict, of which:

Functional Conflict is known as positive conflicts that make the project or

organization develop after being settled down. The conflict involves technical issue or
work related fight within the project or business that involved parties have to reach to
an agreement through negotiating, discussing for winwin situation. Loose-loose
situation is an unwanted result.
Dysfunctional Conflict is known as negative conflicts that make the project possibly
go down or projects internal resources be damaged; or projects activities be delayed

if the conflicts are not tackling rightly and right time. The conflict involves human
issues among team members of the project. These types of conflict must be solved
by sober and discerning teamleader or projects manager with appropriate
techniques.
In order to find out appropriate techniques for a conflict, understanding clearly and find out
the cause of the conflict is a must-be-done step. There are certain typical example cases that can
rise both functional and dysfunctional conflicts as follow.
-

Unmatchable human characteristics.

Overlapping jobs/missions definition.
Fight for limited resource.
Insufficient or intransparent information flow.
Mutual dependent duties.
Irratio regulation.
Unreasonable deadline scheduling and extreme under pressure.
Decision made based on collective opinions

Acceptable techniques have been applied to resolve above 2 types of conflicts are as follow.

Devils advocacysettle down the conflict by assigning a team member with role of
critical thinking and truth testing.
Dialect approachsettle down the conflict by conducting a meeting among opposite
sides for disscussing and reaching final mutual agreement.
Integratingsettle down the conflict by encouraging fighting parties to speak out the
issue and co-operate to figure out good-for-both-sides solutions.
Obligingsettle down the conflict by harmozing and clarify benefits and concerns of
all opposing sides.
Dominating - settle down the conflict by using force or mental fight to make the
opposite side accept its situation. This technique is used very limited.
Avoiding - settle down the conflict by giving up fighting due to the fight-for benefit
no longer important or needed.
Compromising - settle down the conflict by give-and-take agreement reached by
fighting parties whose powers in the organization are equivalent.

7. Plan and specify human resources and requirements for Delloween project (Task 2.4)
The planned and specified human resources for Delloween project based on hierarchy
system in picture 5.1 are as in the following table.

Head
office

Position
title
Project
Director

Brief job description

- Directly work with key investors.
- Make decisions on functional
budgets, projects strategic vision and
development.
- Make decisions on functional
proposal and policy to tackle projects
issues.
- Final highest approval of promotion,
incentive, bonus, and/or training
policy of the project.
- Instruct and allocate target,

Team roles
- Plant
- Monitor
Evaluator
- Shaper
- Partly
Resource
Investigator.
- Partly
Specialist.
- Partly
Completer

No. of
members
1

Project
Director
Asistant

Human
Resources

Finance
control

Marketing

missions, and goals to functional

department for execution.
- Assess reports sent by functional
managers.
- Support Projects Director with
collecting and general analyzing
reports, communicating with
functional managers and business
partners for information and meeting
schedule.
- Schedule work agenda, meeting time
and content for Projects Director.
- Set-up business itinerary.
- Support projects director in finding
out solutions for projects operation
issues.
- Ensure adequate human work force
of the project.
- Plan the benefit and salary policy
under the control of projects policy by
Projects Director.
- Be incharge for recruiting staff and
performance assessing.
- Manage human resources related
KPIs.
- Cover labour contract and salary
questions from employees.
- Cooperate with other functional
department for human resources
development strategy.

Finisher.

- Specialist
- Partly
Completer
Finisher.
- Coordinator.
- Partly
Implementer.

- Partly
Resource
Investigator
and Shaper
(for work force
resources).
- Partly Team
workers.
- Partly
Coordinator.
- Completer/
Finisher.
- Specialist.

4 including:
- 1 Manager
- 1 C&B
staff.
-1
Recruitment
staff.
- 1 HR
Assistant

- To ensure the control of allocated

budgets cash flow.
- To manage finance risks of the
project.
- To make decision on finance issues
and report to Projects Director.
- To establish finance policy and
strategy for the project.
- To develop finance related solution
when an issue arises.

- Specialist.
- Plant.
- Partly
Monitors
Evaluators.

- To establish vision and develop

marketing strategies for the project.
- To organize and execute advertising

- Plant.
- Specialist.
- Shaper.

5 including:
- 1 Manager
- 1 Planning
and
developing
specialist.
- 1 Risk
managing
and forecast
specialist.
- 1 Tax and
finance
legal
handling
specialist.
-1
Accountant.
4 including:
- 1 Manager.
-1

Purchase/
Procureme
nt

Design

SU site
organiza
tion

SU Project
cum
Service
Manager

SU
Superviser

plans, PR campaigns, and/or

promotional programs.
- To compose creative ad and PR
content as well as content of
promotional events.
- To conduct creative copywriting
works.
- To do market survey, analyze data
and propose both long-term and
short-term marketing plan to boost
sales and build-up trademark image of
Delloween.
- To cover input material supply
channel for the whole project such as
drink blending material, projects
premise, site interrior furniture and
equipment, etc.
- To co-operate and support other
functional department to find out
good suppliers.
- To manage and propose asset
developing plan for the project.
- To realize advertising image created
by Marketing Department.
- To coordinate with Marketing
department in image and picture
processing for menu, sign board,
interrior design, outdoor design, etc.
- To plan and allocate detail missions
to all under level staffs.
- To assess staffs performance in
operation site.
- To receive reports from Supervisor
and Teamleader to do general report
for functional departments and project
director.
- To work with functional manager to
establish developing plans for the
whole projects.
- To recheck/ double check after
receiving the reports.
- Weekly/monthly organize team
building activities or training meeting
for the whole service team.
- To assist SU Project Manager in
managing tasks.
- To observe operation of SU coffee
bar and tactically interrupt to resolve
problem with customer if any.

- Partly
Coordinator.

- Resource
Investigator
- Coordinator.
- Team
workers.
- Partly
Implementer.

- Specialist.
- Partly
Monitor
Evaluator.
- Plant.
- Team worker.

- Coordinator.
- Partly Team
worker.
- Completer/
Finisher.
- Partly
Monitor
Evaluator.
- Partly
Specialist.

- Implementer.
- Team worker.
- Partly
Completer/
Finisher.

Marketing
specialist.
-1
Marketing
Executive.
-1
Copywriter.

2 including:
- 1 Manager
cum
resource
network
Explorer.
-1
Assistant.
2 including:
- 1 Manager
cum
Graphic
designer.
- 1 Graphic
designer.

1 for each
SU coffee
bar.

1 for each
SU coffee
bar.

Cashier

Bartender

Barista

PR
Executive

Teamleade
r

Service
team
(waiter
and
waitress)

- To manage and control quality of

material input in the warehouse.
- To directly report to the Project
Manager current activities of the SU
coffee bar.
- To be in charge of billing system at
SU coffee bar to export invoice/ bill.
- To do daily statistic of sales volumn,
average customers daily spend, SU
visits and report to Project Manager.
- To be in charge of SU finance keeper.
- To blend alcohol drinks and manage
all drink alcohol blending materials.
- Hold inspecting meeting for new
alcohol blended drinks if any.
- To be involved in promotional event
assignment and role.
- To blend non-alcohol drinks and
manage all drink non-alcohol blending
materials.
- Hold inspecting meeting for new
non-alcohol blended drinks if any.
- To be involved in promotional event
assignment and role.
- To manage social network of SU
Delloween coffee bar.
- To co-operate with Service team in
up-selling.
- To all promotional events of
Delloween publicly known by
customers.
- To be in charge of making work shift
arrangement for service team.
- To do daily check in and check out of
service team and report to Supervisor.
- To implement instructions from
Project Manager.
- To assign tasks for service team
when promotional event or program
take place.
- To be responsible for serving
customers at SU site coffee bar.
- To handle customers orders without
mistakes.
- To be involved in promotional events
and assigned tasks by Teamleader,
Supervisor or Project Manager.
- To directly report to Teamleader or
Supervisor in the event of arising hard
issue, out of material warehouse.

- Team worker.
- Implementer.

2 for each
SU coffee
bar for shift
switching.

- Team worker.
- Implementer.

1 for each
SU coffee
bar.

- Team worker.
- Implementer.

1 for each
SU coffee
bar.

- Team worker.
- Implementer.

1 for each
SU coffee
bar.

- Team worker.
- Implementer.
- Partly
Completer/
Finisher.

1 for each
SU coffee
bar.

- Team worker.
- Implementer.

20 for each
SU coffee
bar.

- To follow through arrangement and

instruction of managing executives.
Conclusion
Project management doesnt simply mean to manage projects schedule and developing
stage only but it means to manage and control all of the resources of the project throughout all
progresses of projects development. There are four basic resources of a project as Human,
Finance/ Budget, Management and Progress, of which human is the key factor for a projects
success because the other three resources all controlled, managed and approached by human
force. Harmonizing all the acquired resources and ensuring projects deadlines require particular
experience and background knowledge of the project leader whose main tasks and missions are to
plan, organize, allocate and evaluate projects assign activities to bring on profits that attract
investors and target customers.

References

Mantel, S, Meredith, J, Shafer, S & Sutton, M 2011., Project management in practice. 4th ed.
USA: John Wiley & Sons.
MPMM. com, N/A, Project Management Life Cycle, online source available at
http://www.mpmm.com/project-management-methodology.php, accessed 31st Oct, 2014
Office.micrsoft.com, N/A, Project Online 365, online source available at
http://office.microsoft.com/vi-vn/project/FX103802026.aspx, accessed 31st Oct, 2014
CRMnext.com, N/A, Introduction page, online source available at http://www.crmnext.com/,
accessed 31st Oct, 2014
Improvingteams.com, N/A, The nine team roles and Why each one is essential to a teams
success, online source available at http://www.improvingteams.com/using-the-nine-belbin-teamroles-for-team-development/, accessed 31st Oct, 2014
Mindtools.com, N/A, Belbins Team Roles, online source available at
http://www.mindtools.com/pages/article/newLDR_83.htm, accessed 2nd Nov, 2014
Multi-writers, N/A, Theory X and Theory Y, online source available at
http://en.wikipedia.org/wiki/Theory_X_and_Theory_Y, accessed 2nd Nov, 2014
Analytictech.com, N/A, Theory of Motivation, online source available at
http://www.analytictech.com/mb021/motivation.htm, accessed 3rd Nov, 2014
Toolkit.smallbiz.nsw.gov.au, N/A, Decision making & Managing Conflict, online source available at
http://toolkit.smallbiz.nsw.gov.au/part/8/42/203, accessed 3rd Nov, 2014