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JOHNSON & JOHNSON COMPANY

Table of Contents
Executive summary.................................................................................................................... 2
Introduction ................................................................................................................................ 4
Project objective......................................................................................................................... 5
Deliverables ............................................................................................................................... 5
Key milestone ............................................................................................................................ 5
Constraints ................................................................................................................................. 5
Assumption ................................................................................................................................ 6
Resources Requirements ............................................................................................................ 9
Acceptance Criteria .................................................................................................................. 12
Conclusion ............................................................................................................................... 12
Reference ................................................................................................................................. 13
Appendix .................................................................................................................................. 14

Executive summary
Johnson & Johnson is specializing in microbiological testing. It tests the swimming pool
water for local authorities, commercial clubs, schools, and holiday parks in terms of
pseudomonas, e-coli, colony counts, and legionella. The company corporates with local
hospitals for laboratory bacteria analysis. They have already had 16 employees within the
company in the office in North East of England.

However, Johnson & Johnson made

decision to rebuild a custom laboratory in a new base, which is approximately 1,500 sq


meters in size. Besides existing employees, a microbiologist will be employed to operate the
new one.

This report, basing on a suitable structure for this project, expresses elements for a successful
project. The report is divided into six main parts: project objective; deliverables and key
milestone; constraints; assumption; resources and acceptance criteria.

Firstly, the objective is set up basing on SMART criteria as the desired outcome of the
relocation project. Secondly, the deliverables and key milestone are demonstrated in the form
of diagram. This diagram can express the duration of the whole project (12 weeks), the
activities in sequence and their float time. The next is constraints part, which shows the
internal and external limitations the project may get. Those constraints could influence on the
achievable scope of the project. However, solutions for them will be explained in the part of
assumption-risk. Risks will be located in categorises recommended by Field and Keller
(1998) and solved according to the Risk management model.

The forth-main part is assumption. In this part, the cost is budgeted basing on bottom-up
method and bottom-up approach. The finance needed for each activity are also illustrated in
details to help the project team running the project within the cost budgeted. In addition, an
amount of money is estimated as the exceeded fund for unwanted situations. The time
planned, possible delays and its affects are assumed, too. One more factor included in
assumption is the quality of the project. This part suggests the project leader to make a
project quality plan, which is arisen basing on the Project control cycle.

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 Belbins 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 (Maslows
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.

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 is
guaranteed 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).

Project objective
To 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

Constraints
Constraints 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).

Assumption
Cost:
In order to estimate the cost for the project, the project team of Johnson & Johnson can use
the Bottom-up method and Bottom-up approach. That means personnel cost from each
activity is estimated first. For instance, in order to check and get verification of the local
government for a new laboratory, a specialist from an authorized office must be hired and the
fee is 5,000. The next is to calculate the total direct and indirect costs for each activity such
as the insurance for the movement, transportation cost or cost for registration of the internet,
telephone services (refer appendix 3), and then the total cumulative cost is the cost of the
whole project.

Time:
The essential activities are shown in sequence in the appendix 2. Basing on that diagram,
starting on 29 June 2009, the project can finish on 14 October 2009 (working 5 days per
week). To finish the project on time, each activity in the critical path must be completed on
time. Besides, activities such as informing staffs, notes for dangerous chemical equipments,
insurance for relocation or authorizing supervisors can be delayed within determined time
(refer appendix 1) without affecting the duration of the whole project.

Quality:
Quality is one of four elements to ensure the uniqueness of a project (quality, budget, time
and goal) and it costs less to get the job done right first time because the cost of re-work may
be twice or triple the cost of original job (Field and Keller, 1998). In order to control the
quality of the project, it is necessary for the project manager of Jonson and Johnson to make a
Project Quality Plan. The project team leader can base on the Project Control Cycle to do it.

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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Risks:
Risk is what the project team of Johnson & Johnson may get at any moment of the relocation.
It could have a positive or negative outcome on the project (Burke, 2003). The project team
leader can apply the Risk Management Model (refer appendix 4) to manage it. That means
the risks must be identified first, they should be quantified and then the responses must be
raised up. In this project of relocation the laboratory, the project team may possibly obtain
risks from government, finance, human resource and delay.

The project here is to relocate an office. That means in the new location, the local authority in
building standard or registration of new office may be different. However, this is the risk
acceptance type. If the office gets troubles with laws, it can not start working and hence, the
cost for this risk can be quantified basing on time delayed of the project. However, the project
team can reduce this type of risk by authorizing works: the project team leader should
empower the staffs who understand the legislations for him/ she to check the required
regulations and to assure the allowances from government, a specialist should be hired to
check and verify the standard of the office after movement.

In term of financial risk, it is the cost exceeds. This risk can be reduction by controlling. The
project leader must control cost for each activity and the project should have a fund for the
case of extending cost (refer appendix 3).

The human resource risk is also an important element. There are some people may not work
until the end of the project or their skills are not enough for relocation (e.g. skills in moving
chemical equipment) or conflicts among team members. However, this risk can be avoided.
Consequently, the manager must ensure the skills of people outsourced (require the guarantee
from outsourced companies), build up effective team, train employees involving the
relocation and supervisors should monitor and motivate relationships of people (refer
resources requirements).

The next risk is that one or some activities may delay that influence on the whole project.
This risk can be forecasted and hence, it can be transferred by sub-contracting to specialist or
outsourcing. In order to do this, the project manager must prepare the resources allocation
carefully.

Basing on the Risk Management Model, the project manager can identify risks and foresee
their influences on the project to respond rightly. Besides, the Prioritizing Potential Risks
(refer appendix 5) can be applied to assessing risk to see the levels of risks influencing on the
project. Additionally, by dividing risks into types (avoidance, reduction, transfer or
acceptance, etc); the project manager can understands how to make suitable responsibilities.

Resources Requirements
Finance:
The budget cost for the whole project is 189,000 (refer appendix 3 and assumption: cost)

Human resource:
Field and Keller stated that managing people is the most important element of project
management (Field and Keller, 1998). Hence, in order to manage the project successfully, the
leader of the project has to build up an effective team. In this case, the company has to
relocate the office. Hence, the multi-disciplinary team is the most suitable one. That means
the team gathers individuals from different functions. Multi-disciplinary team can help the
project team using the wide context of members tasks. Besides, they can generate solutions
and get suggestions by integrating disparate ideas. One more advantage by using this type of
team is that the co-operations and relationships among members through different functions
can be improved.

Moreover, the members within the team must be identified obviously. Johnson & Johnson
can apply the Belbins team roles here. That means within the project team, there should be
eight types of members: PL (plant) is an innovator, who can point out new ideas for the team
to approach the project creatively and effectively. RI (resource investigator) is enthusiastic,
quick off the mark extrovert, who is good at exploring and reporting back on ideas,
development or resources outside groups. In this case, because the company has to outsource
the movers and checkers, RI is so important. CO (co-coordinator) is mature, confident,
delegate well and able to cause people to work towards shared goals. Hence, the CO can be
the team leader. SH (shaper) is the one who can challenge the team to improve. ME (monitor
evaluator) evaluates ideas that PL gives out that can make the project plan more analytical.
TW (team worker) is a supportive member who prevents interpersonal problems arising
within the team and thus can allow all team members to contribute effectively. IMP

(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, actioncentred 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 peoples
awareness and abilities in solving personalities problems. Those are human resource
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management skills (referred in people and integration skills of Richmans 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 Maslows hierarchy of needs to motivate team members.
Basing on Maslows 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 ones 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 project 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
companys 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 skills
for 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
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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/documentationdocumentation/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.
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Appendix
Appendix 1: Relocating the laboratory of Johnson & Johnson to a new base
ID

Tas k Nam e

Duration
Start
June 2009

Finis h

Allocate human resources

3 days

Mon 6/29/09 Wed 7/1/09

Informing s taffs

1 day

Thu 7/2/09

Thu 7/2/09

Moving standard

1 day

Thu 7/2/09

Thu 7/2/09

Notes for s om e dangerous chemical equipm ents 1 day

Fri 7/3/09

Fri 7/3/09

1 day

Ins urance for relocation

2 days

Thu 7/2/09

Fri 7/3/09

1 day

Find the company to move

3 days

Thu 7/2/09

Mon 7/6/09

Prelocation m eeting

3 days

Tue 7/7/09

Thu 7/9/09

Supervisors authorized

1 day

Thu 7/2/09

Thu 7/2/09

Moving standard ins talled

3 days

Fri 7/10/09

Tue 7/14/09

10

Package

7 days

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

14

Registration for internet and telephones

3 days

Tue 10/6/09 Thu 10/8/09

15

Verified by local governm ent

4 days

Fri 10/9/09 Wed 10/14/09

July 2009
Augus t 2009
Septem ber 2009
October 2009
27 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 16
2 days

5 days

Wed 7/15/09 Thu 7/23/09

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
84 days

Total duration
12 weeks
15

Appendix 3: Cost budget for the project


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

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


Risk Management
Plan and Control

Define
Objective
s

Identify
Risk

Document Risk
Management Plan

Quantify
Risk

Develop
Response

16

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

IMPACT

High impact:
Low ability to influence

High impact:
High ability to influence

Low impact:
Low ability to influence

Low impact:
High ability to influence

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 completion

Review board
Project team
Champion

End of task

Project manager

Meeting

Checking completion

Project team

End of task

Project manager
Supervisors
Specialists

Email

Project completion

Project team
Champion

End of project Project manager

Meeting

17

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

Appendix 8: Maslows hierarchy of needs

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Appendix 9: Similar points among motivation theories of Maslow, Alderfer and Herzberg
(Mullins, 2005)
Maslow
Hierarchy of Needs
Physiological

Alderfer
ERG theory
Existence

Herzberg
Two-factor theory
Hygiene factors

Safety
Relatedness
Love
Esteem
Growth

Motivators

Self-actualization

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