Introduction
Roto Air Inc. is popularly known for its manufacture of Drone helicopters; usually deployed in missions and surveillance purposes. Currently, the Roto air company is faced with major expansion and transition challenges for its new Quick Drop 100 product, which has currently been incorporated into their product portfolio. The company management is preoccupied with relocating this new product to its permanent base in Central Florida, where its official site for manufacturing and sale has been established. However, the project completion is faced with drastic challenges, which are to be delved into in the subsequent section of the paper.
Business Case
As the project manager, the Company PC (Project Charter) should be cautiously drafted to consider the entire project overview. By going through the purpose of the project, and narrowing into fundamentals like, whether their justification of Quick Drop 100 transition will satisfactorily meet their business needs, public health, and their strategic alignment. Roto Inc. can then proceed with effecting changes in the new Quick Drop 100 transition to Central Florida, anticipating return for its forecast reformation project in an attempt to improve their internal operation and diversification of their market base (Stapenhurst, 2005).
Scope Statement
The suitable scope statement that Roto Inc. should place emphasis on should well go in hand with the; objective, high level requirements, and the milestones set for the transition. The other four project members will be useful in running these objectives. They ought to efficiently move and track Quick Drop 100 to their new site in Central Florida from New York among other geographical spread of the proposed product. Additionally, Roto Inc. through the project members is obliged to report on their project information within the stipulated transition time. To achieve such satisfaction in the project, Roto Inc. R&D should rank their ability in managing project information, tracking project status, associate project outcomes with the project itself in order to facilitate information share. In milestones, the top management is to review their project requirements, management plan, their charter, to verify project; requirement, cost, design, and duration (Stapenhurst, 2005).
Project Sponsor
Choosing a sponsor for a project, or even the entire organization requires proper consideration of various factors. It is important that the sponsor and the organization have compatibility and complementarity. These two elements are vital because the organization and the sponsor act as strategic alliance partners. Considering these two factors, the most logical project sponsor for Roto Inc. should be R22. This is an organization with the same drive as Roto Inc. Besides this, the company has have been certified and relied upon as holistic and credible partner in the aircraft rotor operation. Their certification in itself brings credibility to the project. Besides being certified, R22 has been tested in that over time, its partnership in aircraft rotor operation has been reliable.
This factor is important because reliability shows the ability of the sponsor to deliver on its mandate without fail. The second reason is that R22 has vastly been involved in teaching and designing aircraft and rotor technologies, thus possessing a wide array of quality product and marketing experience that should be capitalized by Roto Inc. This factor borders on the complementarity element highlighted earlier. It is important that the sponsor brings to the alliance an element that complements the operations of Roto Inc. The vast experience of R22, not only in product design, but also in marketing makes them the most logical sponsor for Roto Inc. because these are qualities that Roto Inc. needs in order complete the project successfully (Stapenhurst, 2005).
Project Schedule
CEO Jackie Copperfield should ensure that, the top level project scheduled, should be hierarchal, and spans within acceptable desired level. The initial step should be to assemble the Quick Drop 100, plus other manufacturing technicians and procured resources to their new site within stipulated period, perhaps in weeks or months. The next phase is the construction stage that usually takes relatively long duration, approximately, two years and should engage effort of research and development and marketing department. The input from the research and development department is vital because it helps incorporate new technologies into the product, match the existing technologies and ensure that the design is as unique as it can be in order to create a niche in the market.
The marketing department’s involvement is important in order to develop the marketing strategy for the product before the production is completed. This phase is usually dominated by the tedious procedure of developing the new product. Subsequently, it passes through the testing stage and finally the deployment phase. These two phases do not occur as fast as it may appear. The testing phase is designed to point out errors in design and production. Such errors will necessitate the product to be recalled for corrective measures before it is tested again for eventual deployment. The schedule should be well designed to ensure that the project is accomplished within the four-year program as designed.
Budget
The Overall budget funding estimate for this transition phase, should be within those proposed and agreed by the finance department. John Golden is best suited to handle and control finances as he can substantively compute the shop floor requirement and operation at the actual transition site in Florida. In consideration of all other overheads and other operation costs in the quest for a smooth transition, 1M should be the acceptable threshold for financial operation in the project inception.
Safety Standard
Roto Inc. new product should be keen in observing perceived safety measures. This will capacitate the company to provide an adequate warning system, and deter public from overlooking some of the basic details involved in aircraft operations, and as such may jeopardize the acceptance and usage of new Quick Drop 100. Basic safety signs such as the one against traffic crash should at all times be heed.
Summary
CEO Jackie Copperfield should well coordinate all organs within the company department, which are crucial to the phase of the project completion. As the project manager, the charged responsibility is to initiate and provide a sense of direction and smooth transition, to both the internal staff and management operation in complying with the changes proposed. The additional project team will be useful to add up a wide array of diverse experience for a successful transition. Such duty entrusted to the project team entails; offering training and support geared towards a successful project completion.
R&D department should provide an assistive ground to project managers and members. R&D should help the project team in familiarizing with the method to which change should be carried out within their respective institution; both in Florida and New York. Management should be strategic in allocating staff and resources for the successful inception and completion of the project phase. The CEO and the board team consisting of the; top, middle level, and lower level management, in New York and Florida, should collude to offer a friendly platform for implementing the transition process.
Reference
Stapenhurst, T. (2005). The Team Begins Work: Honing the Project Charter. The Benchmarking Book, 8 (5), 75-87.
