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The fifth one is the resources requirements. Besides the finance required, which is £189,000

as the cost budgeted, the human resource is the spotlight. Human resources are broken up into

two parts: the project team members and the project manager. An effective team, which is

multidiscipline team, will be advocated depending on the Belbin’s team roles. In term of

requirements for the project manager, his roles and skills are discussed visibly by showing

the suitable leadership style, leadership approach and ways of motivation (Maslow’s

hierarchy of needs) that he should follow in order to maintain the effectives of the team.

Moreover, the communication considered the vehicles of transferring within and outside the

project team, is given out in the table form added in the appendix.

The last part of this report is the acceptance criteria. This part is built up depending on the

four factors: cost, time, quality and goal. Furthermore, the improvements in relationships,

satisfactions of people involved in the project and experiences are criteria suggested.



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Introduction

A company specializing in microbiological testing of swimming pool water quality, Johnson

& Johnson, decided to relocate the office from the North East of England to a new base. The

existing staffs will transfer from the old to the new base, which is approximately 1,500 sq

metres. This report, prepared by the project manager, will outline the activities required to

manage the relocation project successfully.

As a formal one, the report should follow the feasibility life cycle suggested by Burke (2003).

That means the four stages, which are concept, design, implementation and commission must

be pointed out obviously. However, “there is no single life cycle that applies to all projects”

(Field and Keller, 1998). Besides, the fact is that there have been many types of project life

cycle and project structures such as Five phase model (Weiss and Wysocki, 2007),

Development life cycle (Jordan and Machesky, 1990), Prototyping life cycle (Park, Chae, and

Kang, 1991), Project life cycle (Charvat, 2003) and Project scope model (Crawford, 2007),

etc. Hence, this report will be presented in a different structure rather than the project life

cycle suggested by Burke (2003). Nevertheless, all elements within the project life cycle

(Burke, 2003) are included: the project objectives, estimation and analysis of cost and time,

the project team, requirements for the project manage, etc. Besides, the project feasibility isguaranteed for the project to be done successfully. This structure is also supported and

suggested by many authors and associations such as ISB (Information Services Board of

America), the book named “PMP Project Management Professional Exam Study Guide”

(Heldman, Baca, and Jansen, 2007) and TBS (Treasury Board of Canada Secretariat).



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Project objectiveTo relocate completely the laboratory within 12 weeks at the cost of £ 189,000.

Deliverables-

Laboratory equipments- Office equipments and stationeries

Key milestone- Preparation for the relocation is done completely in 11 days

- The people involved in the project are authorized, the moving standard is installed

and the package are approached for the relocation within 14 days

- All works for relocation must be done in 45 days

-The electricity, water, local requirements and other services should be checked and

verified in 2 weeks

ConstraintsConstraints include any internal or external restrictions that may affect the achievable scope

of the project (Field and Keller, 1998).

In term of internal project constraints, the project may not be done on time and hence the

fund can be increased. However, the project leader can base on the project duration diagram

(refer appendix 1) to control the delay within allowed days (slack time) so that activities

delayed can not influence on the whole project. This one may also cause the second

constraint, which is lacking of resources in both of human and finance (discussed in

assumption: risks). The financial objective could be affected by this, too. This is a serious

internal corporate constraint. However, the internal constraints causing risks that the project

team can control and reduce. Hence, the project leader can categorize these constraints into

types of risks in order to give out suitable solutions (discussed in assumption: risks).

The second one is external project constraint, which the project team and the company can

not control at all. That can be national or new local laws and regulations. As the part of

assumption risks above referred, although these constraints can not be influenced by the

company or the team, it could be reduced by outsourcing person who understand legal to

check before executing the project plan (refer appendix 2).



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Project Control Cycle (Field and Keller, 1998)

In the Baseline plan stage, the project team must estimate and foresee whether the project can

follow the plan set up or not. That means the risks and their solutions have to be identified

obviously (refer assumption: risks). After that, the project team leader should authorize and

empower the staffs for each activity. The people involve in the project may be divided into

small groups with supervisors: group to pack and move equipments, group to supervise the progress of checking water and electricity of the new location or group of specialists to check

equipments after movement, etc. The next step is to expedite and monitor. In this step, the

project team leader and supervisors must control and monitor activities to ensure the time

bound of them (basing on the diagram in appendix 1, 2) at determined cost (refer appendix 3)

and quality standard (refer acceptance criteria). While expediting and monitoring, the project

team will get difficulties such as conflicts among team members or the delay in an activity,

etc. Hence, the project manager must make changes in the way of working and controlling.

After that, it is essential to review and evaluate the work done, get experience and forecast

the failures may happen. Then, the reports must be circulated and new decisions are made.

After this stage, some that are different from the original plan may occur. Thus, revising

update is necessary and the project team must review the baseline plan again.

Following all of the stages above can help the project manager to control the quality of the

project in planning, integrating, leading, controlling, communicating and motivating staffs

through the whole project.



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(implementer) has practical common sense and good deal of self-control and discipline.

This member is essential for this team because of his reliability and capacity in application.

CF (completer-finisher) has high degree of accuracy and he is valuable where tasks demand

close concentration. The last is SP (specialist), who is an essential member here because he is

the person who has technical skills and specialized knowledge. Hence, he can define and

guarantee special laboratory equipments.

Skills and style for the project manager:

The project leader of Johnson & Johnson can apply the activity-based approach, action-

centred leadership and style of consultative autocratic (discuss with team).

The fact is that the movers are outsourced. Hence, they may lack of experience in moving

laboratory equipments. Consequently, the leader, who understands the nature of the company

deeply, has to make demands for members. However, the team members should know the

problems during the project. By using consultative autocratic style, it is necessary for the

leader to discuss with the whole team difficulties the whole team may get and guide members

the ways to solve. Besides, basing on the action-centred approach, the project leader can base

on three elements: task needs, individual needs and group needs to delegate works. As a

result, the leader must see obviously the right priority that should be given to each of the

three sets of needs. By using the leadership style and approach above, the project leader must

fulfil his managerial roles.

Field and Keller (1998) pointed out managerial roles that can make a project manager to be a

technical expert and a generalist. In this case of Johnson & Johnson, because the company

has to relocate the office, it is essential for the project leader to generate activities and

understand the technical terms. These two roles, with integration skills and knowledge of

organization, are basic skills for a project manager (refer appendix 7) (Richman, 2002).

The first is judgement. That means the project leader must know technical issues and so can

apply judgement skills. This one with the second, technical skills, enables the leader to

involve in the project process directly guaranteeing the safety of laboratory equipments and

project quality. Besides, an effective project manager requires many non-technical skills

(Field and Keller, 1998) such as team building, negotiation, coordination, sense of people’s

awareness and abilities in solving personalities’ problems. Those are human resource



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management skills (referred in people and integration skills of Richman’s diagram)

(refer appendix 7). The project leader here can achieve most of them by using motivation

theories. There are many motivation theories like Maslow hierarchy of needs, ERG theory

(Alderfer), Two factors theory (Herzberg) or Achievement motivation theory (McClelland).

Although there are many motivation theories, according to Mullins (2005), they have similar

points (refer appendix 9). Thus, in this case, the project manager of Johnson & Johnson can

use Maslow’s hierarchy of needs to motivate team members.

Basing on Maslow’s theory, the project leader should satisfy the needs of team members

according to the hierarchy of relative pre-potency arranged (refer appendix 8). For instance,

salaries for employees to purchase meals and drinks are essential (physiology needs).

Besides, the good working condition and security are necessary (safety needs). The fact is

that these two levels are satisfied by the salaries budgeted and the insurance for the project

(refer appendix 3). The third level, social activities can be satisfied if the leader can build

good relationships among members and between employees with people outsourced. The

esteem of people will be supplied when the project leader give to members high status job or

recognition from others. The last one, self-actualization, which is the development and

realization of one’s full potential (Mullins, 2005), can be met if people have challenge,

creativity in job and the project leader can build strong ethics within the team. Besides skills

above, the project manager of Johnson & Johnson must have project management skills,

which include ability in estimation, budget plans, report analysis and project executive.

In general, the management style, roles and skills above are suggestions for the project

manager of Johnson & Johnson to follow. In addition, the project leader should take care of

communication, which is the vehicle transferring information within and outside the project

team (refer appendix 6). However, during the project, he must be flexible to adapt the reality

and make necessary changes.



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Acceptance Criteria

The criteria of the project could be divided into four main elements: goal, cost, time and

quality. That means the objective of the project must be achieved as “To relocate completely

the laboratory within 12 weeks at the cost of £ 189,000”. In term of pr oject quality, it can be

separated into two terms: all equipments have to be protected completely and further results

towards the project team and the company. The project is successful when people involve in

the relocation satisfy with their works done. Besides, they should realize that relationships

among employees within Johnson & Johnson and among employees with people outsourced

are improved. In addition, each member of the team as well as the whole company can get

valuable experience from the project they did. If the project gets all criteria above, it is

successful.

Conclusion

This report does not follow the project life cycle. However, it can ensure the best use of the

company’s resources and feasibility. The project objective is set up basing on SMART, the

key milestone can help the team to follow schedule to finish the project on time. Besides, the

quality, time, cost and risks that may incur in the project are shown obviously with alternative

solutions. A model of an effective team for Johnson & Johnson with roles and essential skillsfor the project manager are discussed in details in order to build strong human resources for

this project. Using this report, the relocation project of the laboratory can be executed

successfully and Johnson & Johnson could get experience for further use.



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Reference

1. Belbin, M. (1981). Management Teams. London, UK: Heinemann.

2. Bogardus, A. (2007). PHR/SPHR: Professional in Human Resources Certification Study

Guide . Indiana: Canada.

3. Burke, R. (2003). Project Management, Planning and Control Techniques. San

Francisco, US: John Wiley and Sons.

4. Charvat, J. (2003). Project Management Methodologies. New Jersey, US: John Wiley

and Sons.

5. Crawford, J.K. (2007). Project Management Maturity Model . New York, US: Auerbach

Publications.

6.

Field, M., & Keller, L. (1998). Project Management . London, UK: Thomson.

7. Heldman, K., Baca, C. M., & Jansen, P. M. (2007). PMP Project Management

Professional Exam Study Guide. 2nd ed. Indiana, Canada: Wiley Publishing.

8. Herzberg, F., Mausner, B., & Snyderman, B. B. (1986). The Motivation to Work . 2nd ed.

New York, US: John Wiley and Sons.

9. Information Services Board (2009) “Project Initation Examples” Project Management

Framework. http://isb.wa.gov/tools/pmframework/examples.aspx [accessed 1 January

2009]10. Jordan, E. W., & Machesky, J. J. (1990). System Development: Requirements,

Evaluation, Design and Implementation. Boston, US: PWS-Kent Publishing.

11. Miner, J. B. (2005). Organizational Behavior I.: Essential Theories of Motivation and

Leadership. New York, US: M.E. Sharpe.

12. Mullins, L. J. (2005). Management and Organizational Behaviour . New Jersey, US:

Prentice Hall.

13. Park , E. K., Chae, K. L. , & Kang, C.S (1991) “The structured prototyping life cycle

model for systems development management” IEEE/ACM International Conference.

Washington DC, U.S. (30 September- 2 October).

14. Richman, L. (2002). Project Management Step-by-Step. New York, US: AMACOM.

15. Treasury Board of Canada Secretariat (2009) “Project overview” Project Charter

Template. http://www.tbs-sct.gc.ca/emf-cag/project-projet/documentation-

documentation/template-modele/template-modele02-eng.asp [accessed 1 January 2009]

16. Weiss, J. W., & Wysocki, R. (1994). 5-Phase Project Management: A Practical

Planning and Implementaion Guide. Reading: Addison-Wesley.

http://isb.wa.gov/tools/pmframework/examples.aspx


http://www.tbs-sct.gc.ca/emf-cag/project-projet/documentation-documentation/template-modele/template-modele02-eng.asp









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ID Tas k Nam e Duration Start Finish

1 Allocate human resources 3 days Mon 6/29/09 Wed 7/1/09

2 Informing s taffs 1 day Thu 7/2/09 Thu 7/2/09

3 Moving standard 1 day Thu 7/2/09 Thu 7/2/09

4 N ote s for som e d an gero us ch em ic al eq uip m en t 1 d ay Fri 7 /3/0 9 Fri 7 /3/0 9

5 Insurance for relocation 2 days Thu 7/2/09 Fri 7/3/09

6 Find the company to move 3 days Thu 7/2/09 Mon 7/6/09

7 Prelocation meeting 3 days Tue 7/7/09 Thu 7/9/09

8 Supervisors authorized 1 day Thu 7/2/09 Thu 7/2/09

9 Moving standard ins talled 3 days Fri 7/10/09 Tue 7/14/09

10 Package 7 days Wed 7/15/09 Thu 7/23/09

11 Relocation 45 days Fri 7/24/09 Thu 9/24/09

12 Checking electricity 4 days Fri 9/25/09 Wed 9/30/09

13 Checking water 3 days Thu 10/1/09 Mon 10/5/09

1 4 R eg istratio n fo r in tern et an d te lep hon es 3 da ys Tue 10 /6/0 9 Thu 10 /8/0 9

15 Verified by local government 4 days Fri 10/9/09 Wed 10/14/09

2 days

1 day

1 day

5 days

7 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 1 4 7 10 13 16 19 22 25 28 1 4 7 10 13 1

July 2009 Augus t 2009 Septem ber 2009 October 2009

Appendix

Appendix 1: Relocating the laboratory of Johnson & Johnson to a new base

Legend:

Critical path

Non-critical path



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Appendix 2: Milestone for the project

Pre-Planning 11 days

Allocate human resources for the relocation 3 days

Inform staffs 1 day

Moving standard (equipment protection) 1 day

Notes for some dangerous chemical equipments 1 day

Insurance for relocation 2 days

Find the company to move (outsource) 3 days

Approaching the relocation 14 days

Pre-location meeting 3 days

The supervisors authorized 1 day

Moving standard installed 3 days

Package 7 days

During the relocation 45 days

Team assembly and briefing

Specialist team (for chemical equipments moving)

Procedure checklists followed

Re-installment at the new location

Sign off the relocation

After the relocation 14 days

Hire specialists to check

Electricity 4 days

Water 3 days

Cables and Internet services 3 days

Local requirements 4 days

Total duration

84 days

12 weeks



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Appendix 3: Cost budget for the project

Appendix 4: Risk Management Model (Field and Keller, 1998)

Activities Cost (£)

Outsourcing movers 30,000

Outsourcing checkers 10,000

Transportation 10,000

Insurance 50,000

Services registration 2,000

Inform stakeholders 5,000

Salaries for staffs involved the relocation 20,000

Equip and decorate the new office 50,000

Other 12,000

Total 189,000

Risk Management

Plan and Control

Document Risk

Management Plan

Develop

ResponseQuantify

Risk

Identify

Risk

Define

Objective



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Appendix 5: Prioritising Potential Risks (Field and Keller, 1998)

IMPACT

ABILITY TO INFLUENCE

Appendix 6: Communication for the project team

Task status Audience Frequency Responsibilities Communication type

Human resources

allocation completion

Project team

Champion

End of task Project manager Meeting

Package Project team Daily Project manager

Supervisors

Specialists

Email

Laboratory relocation Project team Weekly Project manager Telephone

Relocation completionReview board

Project team End of task Project manager Meeting

Champion

Checking completion Project team End of task Project manager

Supervisors

Specialists

Email

Project completion Project team

Champion

End of project Project manager Meeting

High impact:

Low ability to influence

High impact:

High ability to influence

Low impact:

Low ability to influence

Low impact:

High ability to influence



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Appendix 7: Diagram of Basic Skills (Richman, 2002)

Appendix 8: Maslow’s hierarchy of needs

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