Project Management Report (Results): SABMiller Company (Term Paper Sample)

Project Management Report: SABMiller Company
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Abstract
Underlying theory has shed light on the concept of project management. However, the key aim of this paper’s report is to discuss particular project success or failure based on the criteria discussed in several literature publications. The main criteria identified are the Iron Triangle and the Square Route. The latter is more appropriate for determining the success of a project as it considers both internal and external organizational benefits. This report has selected an African project with an international perspective to evaluate whether the project succeeded or failed. In line with the subject intended learning outcomes (SILOs), the report will identify the project goals and deliverables, stakeholders, and project-specific risks. The discussion also includes an overview of time, cost, and quality as some of the key criteria towards the achievement of project objectives. Moreover, the report will explore various project management techniques that are deemed effective in the project life cycle. The chosen case, SABMiller-SurePure liquid photopurification project, has been successful as it has yielded satisfaction to the company and the customers as well.
Table of Content
TOC \o "1-3" \h \z \u Abstract PAGEREF _Toc464322123 \h 2
Introduction PAGEREF _Toc464322124 \h 4
Project Life Cycle PAGEREF _Toc464322125 \h 5
Deliverables PAGEREF _Toc464322126 \h 6
Background of the company PAGEREF _Toc464322127 \h 6
The project case selected: Liquid photopurification technology PAGEREF _Toc464322128 \h 7
Project goals PAGEREF _Toc464322129 \h 7
Project-specific risks PAGEREF _Toc464322130 \h 8
Discussion of standard criteria, grounded on the academic literature survey PAGEREF _Toc464322131 \h 8
Identification and justification of the criteria chosen PAGEREF _Toc464322132 \h 11
Analysis of the case based on the criteria chosen PAGEREF _Toc464322133 \h 11
Conclusions PAGEREF _Toc464322134 \h 13
Recommendations if the project should be re-run in the future PAGEREF _Toc464322135 \h 14
References PAGEREF _Toc464322136 \h 15
TOC \h \z \c "Figure" Figure 1: Project Life Cycle PAGEREF _Toc464320757 \h 5
Figure 2: The Square Route PAGEREF _Toc464320758 \h 10
Introduction
This paper presents a report on the topic: project management. Arising questions could include what a project is and consequently, what project management entails. Different scholars have filed useful information on the subject. Kloppenborg (2013, p. 29) defines a project as “a temporary endeavor executed to produce a unique product, service, or result.” In a different project management publication, the word temporary is described as a project concept that has a definite beginning and end (A guide to the project management body of knowledge (PMBOK guide), 2008, p.35).
Setting up a project requires proper organization and planning, as well as acquiring adequate resources. A project’s output entails a combination of primary deliverables alongside supporting deliverables. An example of a primary deliverable is a house while supporting deliverables include instructions and machinery. A project cannot be complete without the mention of stakeholders. That is an individual or group of people who are affected in one way or another by a project’s development (Kloppenborg 2013, p. 29).
Project management is defined as the “application of knowledge, skills, tools, and techniques to project activities to meet the project requirements” (A guide to the project management body of knowledge (PMBOK guide), 2008, p. 36). The above publication further notes that managing a project requires identification of various requirements by key stakeholders, and thereby striving to meet the stakeholders’ needs and expectations. Project management also requires a forecast for potential constraints such as quality, budget, resources, and different risk factors. Atkinson (1999, p. 337) defines project management as “the application of a collection of tools and techniques to direct the use of diverse resources towards the accomplishment of a unique, complex, one-time task within time, cost and quality constraints.”
Project Life Cycle
There some phases that an individual or group of people consider before starting a project, regarding the whole process from initiation to completion of the project. The above phenomenon is known as project life cycle (Kloppenborg 2013, p. 31). Different scholars have developed various project life cycle projects. However, this report presents Kloppenborg’s simplified version which includes four stages. These are selecting and initiating, planning, executing, and closing and realizing. The stages can be illustrated as follows:
1524003059430Figure SEQ Figure \* ARABIC 1: Project Life Cycle00Figure SEQ Figure \* ARABIC 1: Project Life Cycle152400-198120
Selecting and initiating – this stage involves the conception of an idea, selection of the project, and commitment of key participants.
Planning – begins with the initial commitment, tabling the details, and ends with acceptance of the entire plan by all stakeholders.
Executing – after the plan has been accepted, the project is implemented to the customer’s satisfaction.
Closing and realizing – after customer acceptance, the project is deemed complete and an evaluation of the benefits is done (Kloppenborg 2013, p.31).
Deliverables
Background of the company
SABMiller is an international company that is ranked as the world’s second largest revenue-generating brewer after Anheuser-Busch InBev (AB InBev) in London. The company was founded in 1895 under the name South African Breweries (SAB), with its headquarters in Johannesburg. SAB gradually expanded to regional and international markets across sub-Saharan Africa, Europe, and China (Mager 2005, p.164). In 1999, the company merged with a UK-based company branded as SAB plc. Three years later, in 2002, SAB acquired an American brewing company, Miller Brewing, creating the merger company, SABMiller plc. (Siehl 2001, p.570). Today, the international brewer operates in more than 60 countries, with over 150 beer brands including Peroni Nastro Azzurro, Miller Lite, Castle Lager and Pilsner Urquell(Johnson 2016). The latest development has seen the acquisition of SABMiller by AB InBev in a transaction worth over one hundred billion dollars (Brown 2016). SAB carries on its operations as part of AB InBev Africa Zone under the leadership of the Brazilian international, Ricardo Tadeu (The South African Breweries, 2016).
The company’s mission is to achieve sustained economic progression in breweries and other beverages, as well as strategic investments in hotels and gaming. SABMiller is committed to satisfying their customers’ needs through high-quality products and services. Moreover, the company exercises fairness in sharing wealth and opportunities with its stakeholders. The international merger is, therefore, able to fulfill its goals which include business growth and maximum shareholder value (Siehl 2001, p.569).
The project case selected: Liquid photopurification technology
SABMiller has collaborated with SurePure, a South Africa-based company that specializes in liquid photo purification. That is a process whereby liquids are treated using UV light energy in the brewing process, instead of heat to avoid microbial spoilage (Cooper 2013). The two companies signed the deal in 2011 whereby SABMiller used the purifier technology for beverages such as Sarita and Redds brands. In 2013, the brewer pioneered the implementation of the technology in the brewing process (Hasenfuss 2015). The technological adoption has benefitted SABMiller in a huge way as the brewer can now save on both energy and cost. Furthermore, the use of light in place of heat will help companies save water and also reduce their carbon footprint. Another merit of the technology is that it requires less floor space as compared to pasteurization equipment needed. The Liquid photopurification technology also has low-maintenance cost (Surepureinc.com, 2016). Moreover, the collaboration has led to better quality and longer lasting lager brand that uses UV technology in the brewery process (Gonzalez-Perez, Vasquez-Melo, & Rios-Molina 2015, p.381).
SABMiller has extended its application of the technology to South Africa. The Flavored Alcoholic Beverage (FAB) Brewery in Johannesburg processes eleven FAB products via the UV photopurification process. The process has made beverages processing easier and healthier to the consumer as there is no need for pasteurization or addition of preservatives. The results are beneficial to both the brewer and the consumer (Cooper 2013).
Project goals
SABMiller had a set of targets while adopting the liquid photopurification technology. The goals are: to minimize cost, water usage, and energy used, as well as minimize time spent in the brewery process. Besides, the brewer wanted to create a niche for itself by standing out as the first brewer to use UV light in its production of beer. Furthermore, SABMiller saw the need to improve the quality of its products by producing more natural beverages without any additives or preservatives (Surepureinc.com, 2016).
Project-specific risks
Many potential risks may arise following the adoption, development, and implementation of new technology. Scholars argue that many uncertainties relate to the benefits accrued to new technologies (Hall & Khan 2003, p.22). A similar scenario faces SABMiller followi...