Fabricant Corporation, an innovative manufacturing company, is seeking additional approaches to expand itself. The corporation intends to enhance its energy supply and quality of commodities. It targets to lower the quantity of energy consumed by approximately 20%, generate a return on investment ranging at 15% or more, and create community awareness of ecological concerns. The corporation’s senior manager proposes the implementation of strategies aiming for constant improvement on key sustainability metrics; hence he recommended the pursuit of the industrial lighting retrofit project. In essence, the project targets the replacement of the energy-consuming lighting fixtures presently utilized in Fabricant facilities with more proficient technologies. For instance, T-12 fluorescent lighting can be replaced with T-8 Vaportite fixtures or metal halides substituted with LED technologies. Sensors and new fluorescent fixtures can also be installed in retrofit offices and break rooms. Wireless sensors and motion detectors may be fitted throughout offices and production stations to switch off lights automatically.
Project feasibility will be assessed by determining whether its objectives correspond with the organization’s short-term and long-term objectives. An economic feasibility study should be conducted to evaluate the project’s charges, benefits, and viability prior to allocating the required funds (Muharrami, 2019). Fabricant project’s initial costs are estimated at $310,000 though will be offset by incentives and discounts accumulating to $245,000. Hence, total project costs will range at $65,000, generating a return on investment of 89% within the first year.
To assess the efficiency of technical resources, a technical feasibility study will be conducted. Fabricant Corporation team members’ expertise and ability show potential to complete the project effectively. Further, its selection of IT and logistics and environmental experts will prompt successful project implementation. Stakeholders with knowledge on the utilization of GPS in monitoring fuel consumption will be recommended to further comprehend the costs, benefits, and ecological impact of fossil fuel usage.
Organizational feasibility will aim to determine the efficiency of its structure and its correspondence with available resources. Fabricant Corporation should ensure that its intended objectives are achieved. The project is likely to achieve organizational objectives for decreasing energy consumption. This will increase community awareness regarding the significance of environmental preservation and organization’s role in environmental initiatives.
How project aligns with organization’s strategic goals
The project’s objectives align with organization’s strategic goals for raising community awareness on environmental concerns and energy conservation. According to the checklist model performed by the project team, project outcomes revealed an increased return-on-investment of approximately 89%, energy preservation, and comparatively low expenditure at $65000.Moreover, the establishment of LED technologies and wireless sensors will ascertain the achievement of Fabricant Corporation’s goal of energy-use reduction.
Project Charter
Project Title: Industrial Lighting Retrofit
Date: November 5, 2020
Project purpose: Minimize energy consumption by at least 20%.
Goal: Substitute all internal and external lighting fixtures of Fabricant Corporation facilities with energy-conserving technologies.
Project Objectives
Business case: Fabricant Corporation’s proposed project will focus on the identification and substitution of all its lighting fixtures in its workplaces, power stations and warehouses. All these areas will be fitted with new energy-saving equipment to significantly minimize energy costs and utilization.
Constraints
Assumptions
Project Deliverables
Project team members
Clara Lewis – Project Manager
Matt Rodger –Strategic planning assistant
Peterson Silverman – Finance and Economics expert
Carlos Antonio -OSHA representative
Jose Federico –Environmental manager
Jeff Stevens – PR manager
Risks
Project timeline
The project is expected to take four months and should be completed by Feb 5, 2021.
Measurable success criteria
Project timeline
| Tasks | Nov | Dec | Jan | Feb |
| Perform cost-benefit analysis | ||||
| Risk assessment | ||||
| Develop project proposal | ||||
| Assess project charter | ||||
| Define program activities | ||||
| Prepare schedule | ||||
| Engage in resource planning | ||||
| Conduct budget planning | ||||
| Determine and record project risks | ||||
| Perform procurement planning | ||||
| Participate in communication planning | ||||
| Devise project plan | ||||
| Conduct quality assessment | ||||
| Oversee project procurement activities | ||||
| Oversee communication management | ||||
| Manage risks | ||||
| Train team members | ||||
| Draft final report | ||||
| Develop a final report |
Budget
| Cost per item | Total costs | |
| Training | ||
| Team Members’ Training | $20,000 | 20,000 |
| Equipment installation | ||
| LED technologies | 40,000 | 40,000 |
| Vaportite fixtures | 15,000 | 15,000 |
| Wireless sensors and motion detectors | 80,000 | 80,000 |
| Personnel | ||
| Project manager fee | 30,000 | 30,000x 4=120,000 |
| Project assistant fee | 20,000 | 20,000×4=80,000 |
| Project team incentives | 15,000 | 15,000×4=60,000×8=480,000 |
| Repairs & Maintenance | 25,000 | 25,000 |
| Utilities | 35,000 | 35,000 |
| Total | 895,000 |
Concerns of internal and external stakeholders
Notable concerns for internal stakeholders constitute staffing issues, communication, and project costs. Project managers are greatly concerned about staffing issues and communication within the team. Staffing issues correlate with project turn over. In the case where team members receive employment in different projects, project knowledge may be lost and it would be difficult to find competent replacements. Further, poor communication among stakeholders including managers and team members may impede project progress leading to delays and unmet deadlines (Collinge, 2016). Inadequate funds are yet another critical concern especially for the project manager as it may disrupt the development of the project. External stakeholder concerns comprise different levels of urgency and conflicting priorities whereby several stakeholders may feel the need to hasten the project whilst others may propose its extension. External stakeholders are also concerned about whether the ultimate goal of the project will be achieved.
Support for key stakeholders
The project team will ensure that project objectives are met by completing deliverables and providing their proficiency. The project manager will oversee the project. He or she will be accountable for the whole project and engage in its planning, management, and implementation Pinheiro, 2015). The project coordinator utilizes program management methodologies to assert that expected results are delivered on time and within the budget and scope (Cunningham & O’Reilly, 2019). The environmental manager will oversee the environmental performance of the project, the IT manager will coordinate technical issues while the financial analyst will focus on financial matters that influence the project. External stakeholders such as sponsors will provide funding and support for the project while consumers will endorse the products of the project. The steering committee will constantly motivate the team ensuring that they feel empowered to participate in the project.
Stakeholder Analysis Template
| Name | Role | Interest | Power | Classification |
| Clara Lewis | Project Manager | High | High | Internal stakeholder |
| Peterson Silverman | Finance and Economics expert | Medium | Medium | External stakeholder |
| Carlos Antonio | OSHA representative | High | High | External stakeholder |
| Jeff Stevens | PR manager | Medium | Low | External stakeholder |
| Jose Federico | Environmental manager | High | High | External stakeholder |
| Matt Rodger | Strategic planning assistant | High | Medium | External stakeholder |
| Team members | Execute tasks | Medium | Medium | Internal stakeholder |
References
Collinge, B. (2016). Stakeholder management strategies during construction project work. British journal of healthcare management, 22(8), 394-400.
Cunningham, J., & O’Reilly, P. (2019). Roles and Responsibilities of Project Coordinators: A Contingency Model for Project Coordinator Effectiveness (No. JRC117576). Joint Research Centre (Seville site).
Muharrami, S. (2019). Economic Feasibility Study: Preparation and Analysis. Sultan Qaboos University Printing Press.
Pinheiro, R., 2015. The Role of Internal and External Stakeholder.
