Project Management: Green Fashion Store Problem Solution Essay

Purpose of the project management plan

Environmental pollution is one of the major challenges facing the society today. Despite this, firms are adopting various production and operational strategies in a bid to maximise their level of profitability. Some of the strategies implemented have a negative impact on the environment. The fashion industry contributes to various forms of environmental pollution such as air, water, and soil pollution (Cervellon et al., 2009).

A survey conducted by Deloitte shows that most firms in the global fashion industry are not committed towards achieving operational sustainability (Deloitte, 2013).

Therefore, their contribution towards prevention of environmental pollution is limited and such a trend may adversely affect the firm’s long-term survival. Therefore, it is imperative for fashion firms to be conscious of the environment in order to achieve business continuity. This report outlines a project plan with regard to green fashion.

Background -Project description

The project entails establishing a new store that will deal with ‘green fashion’. The ‘green fashion’ store will give the consigner a choice of choosing a maximum of 40% profit after selling the clothes.

The rest will be donated to charities. If the consigned products are not sold within three months, they will become ‘green fashion’ self-owned products. The store will exclusively deal with women’s apparels. In a bid to protect the environment, the store will deal with second-hand clothes made from environmental friendly materials and recycled cloth materials.

Project objectives

The project intends to promote eco-friendly business operations within the fashion industry. The store will be based on the concepts of re-cycle, re-use, and re-style (Garth, 2009). Consequently, the project will promote consumption of high quality ‘green fashion’ products.

The store will achieve this end by promoting consumption of second-hand fashion clothes. Moreover, the project intends to encourage consumers to integrate the concept of ‘just enough’ in their purchasing patterns.

Scope management

Scope management is a critical aspect in project planning processes (Hartley, 2009. Scope management ensures that only the necessary tasks are undertaken hence increasing satisfaction of the target stakeholders (Lau, 2005).

The entire project will be subdivided into small and manageable components (Ghuman, 2010). The necessary authorisation such as a license from environmental control agencies in Australia will be sought. Moreover, the input of the project’s sponsor will be sought. Some of the aspects will be defined in the scope management phase include;

1. The stores design; how the shop will be designed in order to eliminate environmental pollution.
2. Publicising the concept of green fashion amongst consumers

Work-breakdown structure

The project will be divided into a number of manageable components. However, the project manager will ensure that the various sub-components of the project contribute towards completion of the entire project. A mechanism to measure the success of the entire project will also be incorporated. The chart below illustrates the work-breakdown structure with regard to the ‘Green Fashion’ project.

Figure 1: Work-breakdown structure

Project assumptions

In the process of establishing the Green Fashion Store, the following assumptions will be taken into account.

1. An entrepreneur will undertake the entire process of establishing the store.
2. It is also assumed that the entrepreneur will access the necessary capital from sponsors and other credit finance institutions in order to establish the store successfully.
3. For the project to succeed, it is assumed that a large number of women will integrate green fashion in their consumption processes.
4. In a bid to attain the desired level of profitability, the project manager assumes that there are sizeable markets to enable the store develop a strong customer base.
5. The project manager assumes that the necessary authorities will approve the store.
6. It is assumed that the project will be completed within the set timeframe.

Project constraints

A number of risks that emanate from internal and external sources affect projects (Kerzner, 2009).Therefore, it is imperative for project managers to be aware of such risks in order to integrate optimal strategies to avert the risks. The success of the Green Fashion project is likely to be affected by a number of risks as outlined below.

Budget loss

The total budget allocation to the entire project might not be sufficient. Consequently, the likelihood of incurring additional cost is high. Budget loss may affect the firm’s ability to stock the store with sufficient green fashion products. This aspect will limit the number of customers patronising the store.

In a bid to minimise the occurrence of budget loss, a clear definition of project requirements will be clearly defined. In a bid to determine the cost of the project effectively, the entrepreneur will use Microsoft Excel and other software that can help in the process of determining cost.

Time conflict

The process of establishing the Green Fashion Store will consume a substantial amount of time. Poor time allocation may affect the time limit within which the project must be completed. As a result, the likelihood of achieving the set objectives may be affected adversely.

The project manager will minimise time conflict by integrating Microsoft Project Server, which is software that aides in effective time management with regard to projects. For example, the software enables the project manager to define critical paths, slack, and slag time effectively (Westland, 2007).

Lack of store buy-in

The project manager recognises the fact that the project might not receive the intended support from sponsors. For example, external financiers and other sponsors might perceive the project to be a less viable business venture.

If this perception occurs, the project might not be started. In a bid to minimise the occurrence of this trend, it will be ensured that the project sponsors and external financiers understand the viability of the business venture, which will be achieved by holding comprehensive discussion with the sponsors on the viability of the business venture.

As a result, the likelihood of achieving the necessary support will increase. Additionally, the customers might not understand the concept behind green fashion, which might adversely affect the firm’s sales. In a bid to limit this occurrence, adequate public awareness on green fashion will be conducted.

Project feasibility

The project’s feasibility will be evaluated by assessing the commitment of the sponsors towards environmental pollution. Most organisations are investing in various environmental protection programs. Therefore, the likelihood of sponsors being interested in the ‘green fashion’ project is high. The feasibility of the project is also enhanced by the fact that consumers are increasingly becoming conscious of the environment.

Kazmi (2008) asserts, “Eco-friendly products whether in agriculture, clothing, cosmetics, or health are being seen as a better substitute for synthetic products” (p. 81). Additionally, change in consumer behaviour with regard to apparel increases the likelihood of the project’s success.

For example, a large number of consumers have many brand-new clothes in their closets that they do not wear. These clothes can be resold as second hand clothes as most consumers are willing to give away such clothes.

Project resources and personnel

According to Rose (2005), sufficient resources and personnel must be integrated in the project-planning phase. The following aspects will be integrated.

In the resource-planning phase, it will be ensured that all the necessary resources such as shop equipments such as furniture and consignment of second-hand women fashion clothes are available. Moreover, the project manager will ensure that adequate and experienced human capital is integrated.

According to Nevitt and Fabozzi (2000), the quality of the project team influences the effectiveness and efficiency with which various project activities are executed. Thus, an experienced shop manager with regard to second-hand fashion clothes will be hired.

Chart 1: Key personnel and responsibilities in the project.

Project stakeholders

Prior to its implementation, the project manage will send the project to a number of stakeholders. One category of stakeholders that will be considered includes the various charity groups that will be identified. The charity groups will aid in the process of generating donations of ‘green fashion’ products. On collecting the fashion products, the consigner will recycle and sell the fashion products.

Another category of stakeholders in the establishment of the store includes environmental conservationists and other interest groups. These groups are very passionate about ensuring that businesses operate in an environmental sustainable manner to minimise environmental pollution.

Considering the fact the project intends to promote consumption of ‘green fashion’, the firm will ensure that its products are fairly priced. This move will play a significant role in ensuring that the target customer group purchases the trendy fashion items that the firm will be dealing with.

Thus, the project will promote the creation of job opportunities in addition to promoting green culture that advocates for eco-friendly consumption habits.

Time management

Estimating the timeframe within which the expected project deliverables should be expected is critical in preventing cost escalation due to various internal and external factors. This aspect underscores the importance of effective time management in project management processes.

In the process of establishing the Green Fashion Store, the project manager will ensure that activities are defined clearly with regard to the expected duration to completion, which will be achieved by integrating the concept of scheduling. The project manager will ensure that the scheduled tasks are started when the predecessor’s tasks are completed.

On completion of the set tasks, the project manager will evaluate whether all the tasks are linked. In a bid to manage time effectively, the manager will integrate the concept of critical path method. The process of establishing the store is expected to take 3 months. The Gnatt Chart below outlines the activities that will be undertaken in the process of establishing the store.

Chart 2: Gnatt chart showing the project’s time management

Promoting charity

The firm will be committed towards promoting charity in the consumers’ consumption processes. The firm will achieve this goal by adopting the concept of Group Consign, which entails a door-to-door registration. Through this strategy, the firm will be in a position to collect fashion product from different parts within Melbourne.

However, the firm will ensure that only consignments above 100 pieces are collected. All donations will be collected in from the firm’s corporate office. As a result, the firm will promote charity and ‘green fashion’.

In a bid to create sufficient market awareness, a comprehensive communication plan will be adopted. The communication plan will aim at creating awareness to a sizeable market. The communication plan will be comprised of diverse market communication methods such as advertising.

Different advertising platforms such as television, radio, and social media will be used in creating awareness, which will increase the number of consumers willing to donate the clothes that they do not wear. As a result, the firm will be in a position to attain the large volume of consignment required to start the business.

Project cost

Substantial cost is incurred in the process of implementing a project (Taylor, 2008).To successfully determine the cost of establishing the fashion store, the concepts of cost estimation, cost budgeting, and cost control will be incorporated as illustrated in chart 3 below.

Reference List

Cervellon, M., Hjerth, H., Richard, S., & Carey, L. (2009). Green fashion: an exploratory national differences in consumers concern for eco-fashion. Monaco, France: International University of Monaco.

Deloitte. (2013). Fashioning sustainability. Web.

Garth, J. (2009). 1000 ideas for creative re-use: re-make, restyle, recycle, renew. Beverly, MA: Quarry Books.

Ghuman, K. (2010). Management: concepts, practice, and cases. New Delhi, India: Tata McGraw-Hill.

Hartley, S. (2009). Project management. Principles, processes, and practice. Frenchs Forest, NSW: Pearson Education.

Kazmi, A. (2008). Strategic management and business policy. New Delhi, India: Tata McGraw-Hill Education.

Kerzner, H. (2009). Project management a systems approach to planning, scheduling and controlling. New York, NY: John Wiley and Sons.

Lau, L. (2005). Managing business with SAP: planning, implementation and Valuation. Hershey, PA: Idea Group.

Nevitt, P., & Fabozzi, F. (2000). Project financing. London, UK: EuroMoney Publications.

Rose, K. (2005). Project quality management; why, what and how. Florida, FL: Ross Publication.

Taylor, J. (2008). Project scheduling and cost control: planning, monitoring and controlling the baseline. Fort, Lauderdale, FL: Ross Publication.

Westland, J. (2007). The project management lifecycle: a complete step-by-step methodology for initiating, planning, executing and closing a project successfully. London, UK: Kogan Page.