project management - bike rental pitch
Post on 19-Jan-2015
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Bike-About
Team 3 – MN211
Introduction – Meet Team 3
Conor Kelly
Lyndsey O’Connell
Mark Wiley
Cormac Friel
Keith Bracken
Carl Delaney
Andrew Mc Cabe
Project Scope
To investigate if the implementation of a bike rental scheme on the NUI Maynooth campus would be a viable and worthwhile venture.
Project Selection
We wanted to undertake an interesting and worthwhile project.
Our idea would be a huge asset to student life.
Bike-About has great financial viability with potential for expansion beyond the college into the local housing estates and area.
What is Bike-About?
A student aimed short term bike rental scheme for students of NUI Maynooth.
Based on schemes such as Toronto Bixie Bikes, and Dublin Bike Scheme (DBS).
Utilising the new Student Card allowing students to purchase trips using their Student Card.
Use of student card also identifies who is using the bicycle.
What is Bike-About?
2 docks located on Campus, beside new Library (unaffected by preservation order) and John Hume building (central location) and scope for additional dock at Train Station.
Objectives
Objectives
Investigate and prepare a plan to see if the installation of a number of bike rental points and implementation of a bike rental scheme around the NUIM campus is viable.
Undertake research to find out consumer reaction to our proposal.
Research locations where the facilities are best suited to be installed.
Objectives…
Undertake a feasibility study to examine factors such as cost for design and running of the service, consumer attitude and competition.
Research the possible use of student cards and the new feature in which you can use them to purchase goods on campus.
Objectives…
Research to examine the price students would be willing to pay and if the college would be willing to subsidize a proportion of the price
Construct detailed financial forecasts and business overheads
Proposal
It was identified that we would approach the Students Union first about the Bike-About project as the backing of a strong, established organisation within the University would greatly enhance our chances of receiving permission for the project.
Project Schedule
We agreed to meet every Tuesday at 12 0 clock. This allowed us to keep on top of all projects and assignments.
A brief meeting was held every Friday after the Project Management lecture to summarise proceedings.
Our first meetings consisted of a brainstorming sessions to gain ideas for the project and how far we were going to take the project.
We distributed team roles and tasks for every team member to concentrate on.
Project Schedule…
We identified Facebook as the easiest means of communication. Each team member completed their assigned task and post it on the page to be seen, assessed and critiqued by team members.
Meetings were designated to analyse and assess reviews of previous work. Areas in need of attention were then highlighted and monitored to improve future work. A high emphasis was placed on giving constructive criticism.
"Bike-About"
Basic Finance
Cost of Operations
Cost of Design
Delivery/Instillation/Manufacture
Maintenance
Logisitics
Investiagtion of Locations
Ease of Access
Campus Permission for locations
Security
Railway Station?
Funding Sources
Campu
s funding competition
College Investment/Support
Customer Reaction Survey
Prepare Basic Propsal for
campus authorities
Design
Bicycles
Vendor Pod
s
Work Breakdown Structure
Gant Chart...
Project Schedule…
Budget Management/Finance
Project Costs
• Installation fees (€2250 1st yr only)
• 4 Hub Maintenance Quote (€2000 yearly)
• Van Rental (€3780 annual)
• Bicycles (€225 per bike X 40)
• Hubs (€3300 approx)
• Repairs Quote (€40-€60 per bike depending on fault)
40 Bikes Optimum Number
In the Dublin Bike Scheme there are 550 bikes used to supply a population of approximately 1.2 million. This works out as one bike for every 2181 people in the city.
We have reviewed business plans of the Paris and Beijing bike schemes, and found that the ratio of bikes to people is between 3% and 6% of the population.
With our 40 bikes, we have the ability to supply 3.6% of the population of Maynooth at any one time. That is one bike for every 275 people.
We believe that this justifies our decision to initially use 40 bikes in our scheme.
Investment
University subsidies
Potential investors
Possible grants.
Expenses
Salaries – 1 employee at €16000 p/a
Marketing and Branding – €1000 in our first year of business, €500 p/a thereafter.
Premises - €6000 in first year.
Management fee – €10000 p/a
Insurance – Bikes will be used at own risk, identification through student card.
Finance Summary
As you can see from the profit and loss account, in the first year we will make a loss of €32,450.
In the second year, we will make some small profit which should gradually increase each year.
Therefore, the total investment we will need is €32,450.
Charges
We would plan to charge 50cent per hour.
We wish to encourage short term use of the bicycles
To do this we would place a 8hour time limit on rentals.
If not returned after 8hours the occupant’s student card will be charged €2, and €1 for every half hour thereafter.
Advertising
We have contacted several businesses in Maynooth & Celbridge that are interested in advertising on our bike’s panelling and hubs, should the venture go ahead in the future. Eg: Carraig Donn, Hubu Hairdressers Celbridge, The Zeba Hairdressing, Rebel Pizza, Student’s Union, The Roost, Mantra and Chill.
Team Roles
Project ManagerThe role of project manager is vital in any group with leadership, organisation and determination being at the forefront of their work for our group.
The project manager's role in a nutshell is the overall responsibility for the successful planning, execution, monitoring, control and closure of a project.
The PM was in charge of keeping our team on track, setting and monitoring goals and deadlines and keeping good relations within the group.
Marketing Officer
The marketing officer contacted and approached several businesses located in the Maynooth vicinity in order to gain a different source of income for Rent-A-Bike through the outlet of advertising (on the side of bikes and at bike hubs).
The other key aspect which the marketing officer dealt with was formulating a marketing plan to promote Rent-A-Bike. The marketing officer placed a high emphasis and free or relatively cheap media sources such as Facebook, Twitter and leaflets as a way of cutting expenses for Rent-A-Bike.
Consumer Attitude/Research
A selection of the student population of NUI Maynooth was surveyed so as to determine the practical viability and usage of the Bike-About project.
Research was carried out to determine whether staff and faculty of NUI Maynooth would avail of the service. We determined there is a high probability based on a similar venture which is currently running in University College Cork, as the service is run solely for staff of the college.
Finance
This was a very important department for our project as it was our goal to identify whether Bike-About would be financially viable or not.
The cost of purchasing installing and maintaining the equipment and the stations.
Whether financial backing from the college would be available.
Projected yearly revenues generated from Bike-About and other sources such as advertising.
Investigating suitable insurance cover and costs.
Team Working
Team Working - PerformanceWorked well together overall during the last 3 months.
Weekly meetings.
Some slippage near the end in November due to other commitments each team member had.
However, we came together again to complete our various different outstanding deadlines and preparations.
Communication was conducted professionally for the most part however, there has been some disputes and arguments at times over the workload distribution and attendance.
Team Working – Team Strengths
Focus: when goals are set, our teams focus and determination to achieve that goal was outstanding.
Communication: clear communication between members through various different methods was a key part to achieving success in our endeavours.
Strong Characters: in a lot of cases too many strong characters in a team can cause more problems than they solve. However this was not the case in Team 3. This positively affected our work because everyone wanted to do well and ensured that every part of their work was perfect.
Team Working – Weaknesses
Other Commitments: a majority of members in the team had quite a few other commitments which resulted in unplanned slippage occurring.
Financial Knowledge: unfortunately the bulk of finance came to the responsibility of only one or two members, who had some knowledge of this area from previous study.
Team Working – Lessons Learned
More extensive management plans need to be put in place a lot earlier in the project in order to completely eliminate slippage.
One project manager is not enough in a large team of people. With other commitments, there needs to be at least one or two back up PMs to keep things going strong continously.
Challenges Our Team FacedWe had to agree on a worthwhile project to undertake.
Sometimes it was difficult to arrange meeting times that suited all team members.
Delegating roles to each member that suit their talents and interests was a challenge.
Similarly if a team member couldn’t make an arranged meeting, we would have to ensure he/she was kept informed about developments and given a task for that week also.
Challenges Our Team Faced
As the idea for a project has only been displayed in a minority of settings, we found it difficult to source information and examples that may be needed.
We had to find a convenient medium to use to communicate; hence we chose to create a Facebook group page.
We are also the only group in the module that has a competitor project, so we viewed this as a constructive challenge.
Monitoring & Controlling
We established a monitoring and control plan early in the project in order to avoid slippage and keep track of assignments.
With various written assignments we would have at least 2 members proof read the teams work.
We had a weekly summary of proceedings each Friday after our project management lecture.
Monitoring & Controlling
Our communication channel was primarily Facebook; our project manager at the time would check uploaded files and messages and ensure it corresponded with our WBS and Gantt Charts.
Overall slippage was kept to a minimum. Unfortunately due to one or two cases of human error and unseen circumstances, slippage was not completely eradicated.
NCPF Dublin - Galway
National Cycling Policy Framework 2009
Maynooth is soon to become a town on a major cycle corridor, the Dublin-Galway corridor.
Huge potential for cycle-tourism.
Option of expansion of Bike-About scheme into locality targeting tourism in the future.
Project StatusWe have at present finished our study.
We have concluded that the project would be viable should it be implemented.
The demand for the service is there and would grow.
We have seen that the project has scope for exapansion into a larger financial enterprise.
Project Closure
At the offset of the project we identified the project presentation stage as our goal to bring the Bike-About project to.
We achieved this by using the process of setting and meeting goals, working transparently as a team and focusing on the initial project scope outlining what we aimed to achieve at the end of the project.
The closure of our project Bike-About project signifies that we have achieved our goal of identifying whether the possibility of installing a bicycle rental scheme in the vicinity of and surrounding NUI Maynooth is a viable business venture.
Thank You For Your Time
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