Project Management Plan for a Bookstore opening. Case: Uzbekistan

The Bookstore
Project
Management
Plan
Academic Research

Madinakhon Tursunboeva Tashkent 2017 1
Table of Content
Introduction.........................................................................................................2
Scope.................................................................................................................2
Objectives ........................................................................................................2
Deliverables ......................................................................................................3
Milestones ........................................................................................................4
Limits and exclusions ...........................................................................................5
Technical requirements ........................................................................................6
Customer review and communication........................................................................7
Work Breakdown Structure .......................................................................................8
Justification....................................................................................................... 12
1.A Legal Aspects.......................................................................................... 13
1.B Business Location..................................................................................... 14
1.C Business Equipment .................................................................................. 17
1.D Recruitment of Bookstore Staff .................................................................... 18
1.E Marketing for the Bookstore ........................................................................ 19
1.F Training’ Organization............................................................................... 24
Gantt Chart and Network Diagram ............................................................................ 11
Brief Cost Analysis ............................................................................................... 25
Risk Management................................................................................................. 30
Project Evaluation ............................................................................................... 35
Reference: ........................................................................................................ 40

Introduction
This academic paper is Project Management Plan developed for a famous German
bookstore organization called Thalia Holding GmbH. The aim of the project is to open
a branch in Tashkent in correspondence with desires of book chain Thalia.
Scope
Objectives
Main objectives:
1. To stay at initial budget 22,000,00 UZS, or do not exceed more than 30% of
initial budget (6,600,000 UZS);
2. To select the best location considering customer traffic;
3. To open the branch within 30 days and to launch the bookstore’s website
within 30 days;
According to analysis of requirements proposed by Thalia, the following figure has
been developed.
Figure 1. Project Priorities

As it is visible from the Figure 1., the main priority is Time. This can be justified by
main objectives listed above (objective #3). Both of the objectives are targeted on
timely launching of bookstore and website. Therefore, based on main objective’s
analysis the constraint was set on Time. According to the objective #1, that states
about initial budget and probability of exceedance, logically leads to the
understanding that initial budget can be enhanced up to 30%. Thus, in Figure 1. the
Cost corresponds to Enhance. As far as Thalia proposed special requirements of
design, assigned HR trainer, specified the number of employees and other, it is very
obvious that these necessities should be followed. Hence, the Specifications are
Accepted.
Desirable objectives:
1. To stay below or at the initial budget;
2. To choose the most trustworthy furniture’ manufacturer;
3. To locate the bookstore at shopping mall;
4. To choose effective Social-Media Promotion;
Deliverables
The Bookstore Project has been divided into 6 main aspects:
1.A. Legal Aspects
1.B. Business Location
1.C. Business Equipment
1.D. Recruitment of Bookstore Staff

1.E. Marketing for the Bookstore
1.F. Training’ Organization
1.G. The Bookstore is open
Milestones
For the better monitoring of project, 20 milestones have been implemented, which
are listed in the Table 1.
# Name of the milestone Date/Month/Year
1. The Project Management Plan is approved 01.11.2017
2. Registration is received and project is started 06.11.2017
3. Website Agency is hired and pre-paid 07.11.2017
4. Flight and Hotel for Mrs. Nadler is booked 08.11.2017
5. Location is paid and rented 09.11.2017
6. Bookshelves are ordered and paid 10.11.2017
7. SMM Strategy and Plan are approved and
promotion started
10.11.2017
8. Security cameras are bought and installation
scheduled
14.11.2017
9. PoSSK is bought and installation scheduled 15.11.2017
10. Cashier & Inf. Point are ordered and paid 16.11.2017
11. 2 males and 2 females are selected and invited to
the special training
16.11.2017

12. Progress Meeting with Thalia 17.11.2017
13. Furniture is installed by supplier 17.11.2017
14. Mrs. Nadler is arrived by 19.11.2017
15. Anti-Theft System is ordered and paid 20.11.2017
16. Balloons are pre-ordered and paid 20.11.2017
17. All equipment is installed and checked 21.11.2017
18. Developed website is checked and published 24.11.2017
19. Special training is conducted and best candidates
are hired
25.11.2017
20. The Bookstore is opened 01.12.2017
Table 1. Milestones
Limits and exclusions
 Stationary, computer, printer, projector and other technologies related to the
special training conduction are not included in initial budget; BUT will be
provided temporarily by PM company;
 The special training duration is 5 days and Mrs. Nadler will conduct it;
 The initial budget does not cover Mrs. Nadler’ expenses; BUT the PM team must
book the flight and hotel;
 At least 1 female is a gender limit for the Bookstore staff;
 The salary of Bookstore staff per person: 1,500,000 UZS;
 Limit for promotional activities: 3,000,000 UZS;
 Books are excluded from the initial budget;
 3 bookshelves per 10sq.m. is a must;

 1 set of cashier and information point zones per 40 sq. m. is a limit;
 The number of employees is in correspondence with capacity of selected
location: for low capacity– 2 employees;
 Location provides security, restrooms, parking for the Bookstore;
 Legal Aspects expenses are excluded from initial budget, except those which
are listed in Table;
 PM company only accompanies during Legal Aspect deliverable;
 Phone, Wi-Fi/ Internet Connection and other utilities are NOT under
responsibilities of PM team;
 PM team is not in charge of repairs, interior design etc. of the Location;
 Cleaning after furniture installation, book unpackaging and other, are excluded
from the duties of PM team;
 The salary of the Bookstore workers is excluded from initial budget;
 The Bookstore staff salary is not included in initial budget;
Technical requirements
Sales and Training organizational purposes:
 Installed and properly working PoSSK (POS, Barcode scanner, Terminal);
 Fully functional computer, printer, projector, stationary;
 Safe staircase;
Security Purposes:
 Properly working Security cameras;
 Functional Anti-Theft system;

Requirements by default:
 Stable ADSL/Wi-Fi/internet connections;
Customer review and communication
The vital element of project management’ success is communication (Rajkumar, S.,
2010). According to the article Art of communication in project management (2010),
project manager has to ensure effective and clear communication with the project
team and the customer. Therefore, the following Table 2., has been developed.
Customer: Thalia of Thalia Holding GmbH
# Communication Type Quantity When
1. email multiple milestones
#1;2;3;4;5;6;7;10;13;15;16;18;19;
2. in person single X-day 3 pm (Tashkent)
3. videoconferencing single milestone #1;12; at 3 pm (Tashkent) 12pm
(Germany)
4. phone call n/a if urgent from 9 am - 9 pm (Local time of
person whom it's called)
Table 2. Communication with customer
PM team communication plan:
 Regular briefings with PM team will be held 3 times per week: on Monday,
Wednesday, Friday;
 Assistant must report accomplishment of any task via SMS sent to Project
Manager’ phone;
 Assistant must call to Project Manager, only in urgent cases;

 Assistant should submit drafts of progress report on 16th of December 3 pm;
PM team and Furniture Supplier plan:
 Project Manager and Supplier must meet in person in the beginning of
manufacturing and installing processes;
 Supplier should immediately notify Project Manager about any changes or
issues, via phone call; or vice versa;
 All printed documentations between PM team and Supplier should be scanned
and sent by email;
 Supplier should report project status to Project Manager via SMS;
Work Breakdown Structure
Extensive research has been conducted in order to develop and provide justifications
for this Project Management Plan. Therefore, the WBS does not include any research
activities due to its completion during development process.

Diagram 1. WBS Graphical Representation

1 The Bookstore Project
1.A Legal Aspects
1.A.1 Prepare all documents needed for the Bookstore Registration
1.A.2 Receive the Bookstore registration
1.B Business Location
1.B.1 Rent Location
1.B.2 Prepare Store
1.B.2.a Bring and Install Security Cameras
1.B.2.b Bring Books
1.C Business Equipment
1.C.1 Order Furniture
1.C.1.a Order Bookshelves
1.C.1.b Order Cashier & Information Point
1.C.3 Order POS and Security System
1.C.3.a Order Anti-Theft System
1.C.3.b Buy POS, terminal, scanner etc.
1.C.3.c Buy Security Cameras
1.C.2 Install Furniture
1.D Recruitment of Bookstore Staff
1.D.1 Develop Job Offer
1.D.2 Make Announcement
1.D.2.a Announce in Universities
1.D.2.b Post in Web
1.D.2.b.1 Post in Online Job Market
1.D.2.b.2 Post in Social Media
1.D.3 Select and invite candidates for training
1.D.3.a Collect CV’s

1.D.3.b Conduct an interview
1.D.3.c Select Candidates
1.E Marketing for the Bookstore
1.E.1 Outsource Marketing
1.E.1.a Outsource SMM
1.E.1.a.1 Hire SMM Agency
1.E.1.a.2 Approve SMM Strategy
1.E.1.b Order Website
1.E.1.b.1 Hire Website Agency
1.E.1.b.2 Approve Website Design & Content
1.E.2 Prepare for Opening Ceremony
1.E.2.a Preorder Decoration made from Balloons
1.E.2.b Install Decoration made from Balloons
1.F Training’ Organization
1.F.1 Booking for Mrs. Nadler
1.F.1.a Book Tickets
1.F.1.b Book Hotel
1.F.2 Equip Location for Training
1.F.2.b Arrange Books
1.F.2.a Bring and install POS system, scanner, Anti-
Theft system etc.
1.F.3 Conduct the Training
1.G The Bookstore Opening Day
Gantt Chart and Network Diagram
In this part, WBS has been divided into activities, which will help to accomplish
deliverables and project itself. For the development of Diagram 2. And 3., the MS
Project 2016 has been used. Original file is provided in CD disk.

Diagram 2. Gantt Chart for the Bookstore Project
According to the Diagram 3., which shows critical path of the project, there are 15
tasks which must be met, otherwise the whole project may be postponed. Therefore,
20 milestones have been set for bettering monitoring of project. For visual
representation, WBS with milestones have been created and attached to the project
on CD.

Diagram 3. Network Diagram, PLEASE SEE ATTACHED FILE
Justification
1.A Legal Aspects
The failure or success of a project is driven by deliverables, so it is crucial to know
what are they, and what forms they can take (Bridges, 2017). Thus, the listed above
deliverables cover different spheres with which the project may integrate. Therefore,
the project starts with Legal Aspects. In order to start any business-related activities,
it is necessary to register the business in Tashkent Hokimyat (Norma.uz, 2017). To do
so, the following documents are needed to be submitted by businessman:
- Passport;
- 3 X 4 sm photo;
- 3 sketches of the business stamp;
- State fee;
- Memorandum of association;
- Business Charter;
- Application for registration;

According to the article “Business – it’s easy” (Business-prost.ru, 2017), the
businessman should choose the type of the business (Sole Proprietorship, LLC, etc.)
and afterwards notarize the organization’ documents – Memorandum of association
and Business Charter, in order to avoid any issues in the future. This procedure
doesn’t take long time, so it is suggested to perform before the registration (Business-
prost.ru, 2017). The registration at the Tashkent Hokimyat will take 2 days and the
Table 2. displays expenses related with Legal Aspects.
1.B Business Location
PMC company just accompanies to Thalia Holding GmbH and does not take any
responsibility considering Legal Aspects.
The next deliverable is Business Location. The proposed list of locations has been
attentively analyzed and upon that, the following questions have been formulated:
 Where people would prefer to place the Bookstore? Figure 2.
 What floor is more comfortable for them? Figure 3.
 Which store would attract their attention? (considering capacity) Figure 4.
Consequently, the primary research has been conducted online, through Google Doc
Survey (available:
https://docs.google.com/forms/d/e/1FAIpQLSc2UGAB8PesdtzsHfTlDP4gO01rEEVvv5dn
6dqR2Pj-nh3iaA/viewform?usp=sf_link#responses ).

Figure 2. Survey responses. Where they’d prefer to place the Bookstore?
According to the list of proposed locations, the answers for the Figure 2. Were as
follows:
- At the mall; (Samarqand Darvoza, Next, Megaplanet, Central Universal Store);
- Close to Educational Institutions; (WIUT, Goethe Institute, University of World
Languages);
- In a neighborhood with Library; (A. Navoi Library);
- Near to parks (EcoPark);
As it visible from Figure 2., people were allowed to check few places, that are more
convenient and attractive for them. By this, Malls and Educational Institutions
neighborhoods got highest scores - 31 votes (48,4%) per each.

Figure 3. Survey responses. What floor is more comfortable for them?
To be more specific, considering the location of the Bookstore, the question about
which floor is more comfortable has been asked. By that, it is going to be easier to
make right choice. The Figure 3. displays that the majority of people (76,6%) prefer
1st floor, 14,1% prefer 2nd floor and only 9,4% of people prefer 3rd floor. The range of
floors has been taken from the list of proposed locations.

Figure 4. Survey responses. Which store would attract their attention?
The Figure 4. demonstrates that people are attracted by abundance of goods, 43,8%
of them prefer big stores, although small and cozy places are catching as well, 34,4%
of people voted for that. Where only 21,9% of voters, likes medium capacity stores.
By analysis of all above information, The Next Mall has been chosen out of 10
proposed locations, based on the next reasons:
 It is a mall;
 It is on the 1st floor;
 Although the capacity is not that high, people like small and cozy places too.
 As far as the proposed location is in entrance hall, the Bookstore will be
noticeable for everyone. Thus, customer traffic is very high;
1.C Business Equipment

For this Bookstore project OOO Keng Makon has been chosen, due to the following
aspects:
 Keng Makon is operating since 1993 and has leading reputation among post-
soviet countries (Keng Makon, 2017);
 Out of range 10, 70, 75, 80, 90, 100 of trustworthiness, where 10% doesn’t
worth a trust, the 80% is a middle, so it is a realistic approach;
 As far as only trustworthiness and prices were given in the table of
manufacturers, we can assume that the quality is the same. Therefore, 390,000
UZS per bookshelf and 900,000 UZS per set are realistic prices and they fit the
initial budget;
 Time of manufacture is 4 days for bookshelves and 8 days for cashier &
information point set; even though, if they’ll be manufactured not in the same
time, it will take 12 days, which is suitable for the project;
To sum up, OOO Keng Makon is enough trustworthy, with affordable prices and
suitable manufacturing time for both types of furniture.
1.D Recruitment of Bookstore Staff
The recruitment process will take 7 days, which includes job offer development,
announcement, collecting resume’s, interviewing and selecting candidates. As far as
the work at the Bookstore does not require some special abilities, except language
and people’s skills, it won’t take a lot of time to select suitable candidates. From the
short interview with WIUT Career Center, it has been noted that the right candidate
has self-motivation and willingness to work, especially in international company like

Thalia Holding GmbH. According to WIUT Career Center speech: “…in 95% of cases,
the first 3 people, who responded to an announcement, most of them are getting
hired”.
1.E Marketing for the Bookstore
As it as mentioned before, the research has been performed in process of
development this academic paper. Based on the outcomes, the following selections of
SMM Agencies and Website developers have been developed (Table 3.,4.).
SMM Outsourcing:
# SMM
Agency
Name
Price per
Month in
UZS
Freq
uenc
y
Trust
worth
y1
Social Media Reference
1
.
VID.uz
900 000
3 per
week
75% Facebook, VK,
Instagram,
Telegram
https://vid.uz/sm
m
2
.
ROCKET 2 500 000 3 per
week
90% Facebook,
Instagram
https://www.face
book.com/rocketu
z/
3
.
Latmedia 3 200 000 3 per
week
100% Facebook,
Telegram,
Odnoklassniki
998 99 8812888
1
Trustworthiness was measured by popularity of agency’s clients.

4
.
Brand.uz 1 550 000 3 per
week
80% Facebook,
Instagram,
LinkedIn,
YouTube, (VK
might be
negotiated)
http://reklama.uz
/uslugi/smm
5
.
Rovshan
(freelanc
er)
1 000 000 3 per
week
60% Facebook,
Instagram
998 97 450 45 03
Table 3. Selection of SMM Agencies and freelancer
The Table 3. was created based on quantity of the posts per week and the social
media field, so every supplier of service has common frequency of publications and
Facebook coverage. Facebook has been chosen for targeting purposes due to next
points:
 Nowadays, Facebook is the most used social media worldwide (Dunn, 2017);
 Although, the article “The most popular social media in Uzbekistan: Moy Mir”,
by (Ru.sputniknews-uz.com, 2017), states that: UZINFOCOM2 announced social
media by Mail.ru the most popular, but no justification has been provided from
the center. Therefore, Ru.sputniknews-uz.com (2017) argues that this
information is unreliable due to absence of any evidence, and supports it by
the following argument: when a person registers in Mail.ru for mailing
2
UZINFOCOM – it is a center under the Ministry for Development of Information Technologies and
Communications of the Republic of Uzbekistan (Uzinfocom.uz, 2017).

purposes, Mail.ru automatically creates a profile in the social media Moy Mir,
which is a feature of the Mail.ru, thus, even though the profile is created, it
doesn’t mean that person actually uses it daily or at all. According to the
personal observation, the statement of Ru.sputniknews-uz.com (2017) makes
sense.
 Referring to the article by Ru.sputniknews-uz.com (2017), which notes that
people who uses social media Moy Mir are from states of Uzbekistan. But the
target audience of the Bookstore project is youth people of Tashkent, due to
the opening a branch in the capital. Referring to the survey performed with a
help of Google Doc Survey, the usage of social media of 6BIS3 WIUT group, only
2 out of 27 people doesn’t use social media (Figure 5.), only 3 people has
profile on Moy Mir (Figure 6.)and no one spends time on Mail.ru or
Odnoklassniki (Figure 7.), which means that young society prefers world
tendency. The survey has been conducted within the English-speaking segment
of Tashkent, due to their belonging to the Bookstore’s target audience.

According to the survey about usage of social media, 2nd place is taken by Instagram
and 3rd by VK (Figures 6., 7.).
Figure 5. Social Media Involvement

Figure 6. Statistic of profile ownership in various Social Media
Figure 7. Daily usage of Social Media
So, based on all above-mentioned points and price consideration, Brand.uz was
chosen, due to:
 Reliability; 80% trustworthiness;
 Suitability of prices;
 Social media coverage; Facebook, Instagram, etc.
Website development
# Website
Development
Price in UZS Type Trustwort
hy
Reference
1
.
Megagroup 700 000,00
UZS
landing page (5
sections)
70% http://megagroup.uz/land
ing-page
2
.
Webnow
Studio
1 500 000,00
UZS
landing page (5
sections)
100% http://internet-
reklama.uz/sozdanie-
saytov-tashkent/

3
.
Datasite 1 000 000,00
UZS
static, multi-
lingual (20 pages)
80% https://datasite.uz/price/
site
4
.
IntegraticGro
up
1 200 000,00
UZS
promo site 90% http://integratic.ru/
5
.
Azeem
(freelancer)
500 000,00
UZS
static (5 pages) 50% 998 90 9632357
Table 4. Selection of Web-developing Agencies and freelancer.
No specifications were provided by the customer; therefore, the criteria were as
follows:
 Contact, Gallery, About pages are must;
 Distinguished feature offered;
 Realistic and suitable prices;
From the developed Table 4., it is visible that only Datasite offers multi-lingual
feature, which perfectly suites competitive advantage of the Bookstore, which is
books in original language written. Thus, Datasite has been chosen as a supplier.
1.F Training’ Organization
As far as there is no restrictions considering quantity of people for training, the
Project Manager will invite best candidates, 2 males and 2 females for the training.
This decision is supported by risk prevention. During the training, the necessary skills
will be tested and it will be easier to select the most suitable candidate. Also, if
candidate can work only part-time (current students), there will be chance to have
substitution. Moreover, in consideration of some unpredictable cases, there will be no

opportunity to bring Mrs. Nadler in short period of time for training conduction and it
will be too costly. Therefore, it is better to have trained people in reserve.
Brief Cost Analysis
In this part, tables with cost estimations are provided with references. The micro
approach has been used to calculate the budget. To do so, work packages have been
identified and then, the prices have been searched and assigned. By this, total
estimation for every aspect (Table 3, 4, 5, 6, 7.) were calculated and added to the
overall cost of the project (Table 8.). Furthermore, approximate expenses of Mrs.
Nadler are s displayed in Table 9.
Legal Aspects Expenses
# Expenses Price Information Reference
1. State fee 149 775,00 UZS 1 min wage per month http://businessinfo.uz/
6
2. Bank fee for
opening of account
59 910,00 UZS 40% of min wage http://businessinfo.uz/
6
3. Sketching of stamp
and stamp
production
50 000,00 UZS approximate max expense http://pechati.uz/
Total
:
259 685,00 UZS
Table 5. Legal Aspects Expenses
# Name Price in
UZS
Picture Reference
1. Scanner (XL-626
Barcode Scanner
(USB))
638,000 https://micros.uz/pos/
price-list/

2. POS System (SHC-210
POS-terminal)
1,388,300 https://micros.uz/pos/
price-list/
3. Set Bookstore
Security Anti-Theft
Alarm Device System
2,400,000 https://www.alibaba.c
om/product-
detail/Bookstore-
Security-Anti-theft-
Alarm-
Device_60702529620.ht
ml?s=p
4. Security Camera DH-
HAC-HFW-1100SP - 2
pc (391000) + Video-
registration DH XVR
4104C (467500) +
installment (100000
UZS)
958,500 http://camera.uz/hdcv
i-
kamera/article_post/dh
-hac-hfw-1100sp
http://camera.uz/hcvr
/article_post/dh-xvr-
4104c
5. Rent of terminal for
card transaction
47,481 http://ru.sputniknews-
uz.com/economy/20170
317/4996997/Arenda-
terminalov-
podesheveet.html
Total: 5,432,281 UZS
Table 6. PoSSK and Security equipment
# Decoration type Price in UZS Picture & Reference

1. Arc 220,000
2. Flowers (2 sets) 80,000
Total: 300,000 http://flora.uz/index.php/oformlenie-
magazinov-pri-otkrytie-v-tashkente
Table 7. Decoration from balloons

# Cod
e
Name Price Information
1
.
1.B.
1.
Location
Rent "NEXT"
6 000
000,00 UZS
30 sq. m.
2
.
1.C.
1.a
Bookshelves 3 510
000,00 UZS
Keng Makon 3 per 10 sq. m. = 9 (30
sq. m.)
3
.
1.C.
1.b
Cashier &
Information
point Set
900
000,00 UZS
Keng Makon 1 set per 40 sq. m. = 1
(30 sq. m.)
4
.
PM team
Salary
3 000
000,00 UZS
1 250 000 for assistant
1 750 000 for Project Manager3
5
.
1.E.
1.b
Website 1 000
000,00 UZS
see Table 4.
6
.
1.E.
1.a
SMM 1 550
000,00 UZS
see Table 3.
7
.
1.E.
2.
Balloons 300
000,00 UZS
see Table 7.
8
.
1.C.
3.
PoSSK, Anti-
Theft System
and Cameras
5 432
281,00 UZS
see Table 6.
9
.
1.A. Legal
Aspects
259
685,00 UZS
see Table 5.
Total: 21 951 966,00
UZS
Inflation: 5.7% 1 229 310, 096 http://www.tradingeconomics.com/u
zbekistan/inflation-cpi
Table 8. The Bookstore Project expenses
As far as project starts as soon as it is possible, the inflation rate was calculated, but
left separately from the total cost. In case of the inflation happen, contingency
budget (6 600 000 UZS) covers this aspect.
3
Although it was written that the average of salary is estimated at 1 500 000 UZS per
person, according to article “The minimum and average salary in Uzbekistan 2016-
2017” (Visasam.ru, 2017), the average salary in Tashkent is around $200, which is
approximately 1 614 000 UZS. Currently, teachers are paid 1 235 000 UZS per month
(Ru.sputniknews-uz.com, 2017). Therefore, the assistant’s salary is established at
1 250 000 UZS, whereas Project Manager will get 1 750 000 UZS.

Table 9. Approximate expenses for Mrs. Nadler
# Name Price Informati
on
Reference
1 Tickets
(round trip)
4
696
260,00
UZS
Turkish
Airlines
https://www.tripadvisor.com/CheapFlightsSe
archResults-g293968-a_airport0.FRA-
a_airport1.TAS-a_cos.0-a_date0.20171119-
a_date1.20171125-a_nearby0.no-
a_nearby1.no-a_nonstop.no-a_pax0.a-
a_travelers.1-
Tashkent_Tashkent_Province.html
2 Hotel (6
nights)
3
187
345,00
UZS
Ichan
Qal'a
Hotel
https://www.tripadvisor.com/Hotels-
g293968-Tashkent_Tashkent_Province-
Hotels.html
3 Transportat
ion 150
000,00
UZS
Approximately for 6 days
4 Meal
500
000,00
UZS
Approximately for 6 days
Total:
8 534 205,00 UZS

Risk Management
In order to identify the risks which might occur during the Bookstore project
execution, and measure them, the risk assessment was performed based on FMEA
(Table 10.).
# Risks Probabilit
y (1-5)
Impact
(1-5)
Detection
Difficulty (1-
5)
RPN
(P*I*
D)
When?
A Visa for Mrs. Nadler is
rejected
3 5 3 45 during start-up of the
project
B Books and equipment are
stolen
3 5 2 30 after delivery and
installment
C Fire accident at the
Location
2 5 4 40 anytime
D Hired candidates are not
that responsible/
qualified/trustworthy
4 3 3 36 during the training
E Furniture is defected/or not
delivered on time
3 4 2 24 during/before
installment stage
F Location is not negotiated/
or already taken
4 5 3 60 during negotiation
stage
G SMM strategy isn't effective 3 3 5 45 during strategy
execution
H Website is not published on
time/or has technical
problems
3 4 3 36 during/after
publishing
I Divergence from budget
plan (price increase of
materials, technologies)
3 3 4 36 during project
execution
J Deadlines are not met 2 5 4 40 during project
execution
Table 10. Risk Assessment based on FMEA

All the risks that are listed in the Table 10. are covering every deliverable of the
project and having significance more than 20 (RPN). In the following Figure 8., the
Severity Matrix displays in graphical representation, the levels of risk’ importance,
which were identified in Table.10.
Figure 8. Risk Severity Matrix
After identification and establishment of risks significance, The Risk Response Matrix
has been developed, in order to minimize occurrence of each risk. There are different
types of response, which were discussed in the lecture “Project Risk Management” by
Komilova (2017), but the major point was that the Project Manager must always try to
mitigate probability and impact of any risk, which may negatively cause to project.
Thus, mitigation was selected as a response in Table 11. Moreover, the ways of
reducing probabilities have been already implemented through out the paper. For
5
4
#D #F
3
#G, #I #E, #H #A, #B
2
#C, #J
1
1 2 3 4 5
Probability
Impact

instance, for risk #B, cameras and Anti-Theft system have been included to the scope;
camera’s installation is scheduled right after rent of the location, etc.

Table 11. Risk Response Matrix
# Risks Response Contingency
Plan
Trigger Responsible
A Visa for Mrs. Nadler is rejected Accept or
Mitigate (Ask
customer to
assign
alternative
representative
beforehand)
Ask
representative
to provide
video tutorials
or video
conference
Visa rejection Mrs. Nadler
B Books and equipment are stolen Accept or
Mitigate
(Install
cameras and
Anti-Theft
system)
Contingency
budget
Theft
identification
Project
Manager
C Fire accident at the Location Mitigate
(Safety tips,
installed fire
system by the
landlord,
arrange
insurance
against fire)
Contingency
budget or
Contract
termination (in
case of
location
burned at all)
Location has
been burned
Landlord
D Hired candidates are not that responsible/
qualified/trustworthy
Mitigate
(Invite 2 extra
candidates for
training)
Hire extra
candidates
Selected
candidates not
following the
rules
Project
Manager
E Furniture is defected/or not delivered on time Mitigate (Make
sure that in
contract,
these aspects
are covered)
Contract with
another
supplier
Manufacturer
paid penalty
Manufacture
r
F Location is not negotiated/ or already taken Mitigate
(Negotiate
with landlord
ASAP)
Negotiate with
another
location
Chosen location
is not
negotiated
Project
Manager

G SMM strategy isn't effective Mitigate
(Approve
strategy,
check
efficiency of
posts twice a
week using
social media'
tools)
Negotiate with
the Agency
about
enhancement
of strategy
After a week of
SMM activity,
analyzed
outcomes are
poor
Brand.uz
H Website is not published on time/or has technical
problems
Mitigate
(Develop and
approve
functional
requirements,
make sure that
they are
doable)
Buy template
from
WordPress
Problems with
website are not
solved after 3h
Datasite.uz
I Divergence from budget plan (price increase of
materials, technologies)
Mitigate (Start
project ASAP,
order and buy
everything
ASAP)
Contingency
budget
Prices went up
due exchange
rate or some
other facts
Project
Manager
J Deadlines are not met Mitigate
(Provide
stakeholders
with project
plan and
detailed
communicatio
n plan, reserve
days by
completing
other
deliverables
earlier)
Use reserved
days for
completion
One milestone is
not met
Project
Manager

Project Evaluation
In this section, analysis of stakeholders is provided, as well as the description of how
the project will be evaluated by PM team and PMC company.
Key Organization Name Power (1-
5)
Interest (1-5)
A Customer Thalia Holding
GmbH
5 5
B Supplier OOO Keng Makon 3 4
C Supplier Flora.uz 1 2
D Supplier Micros.uz 2 3
E Supplier Camera.uz 2 2
F Supplier Brand.uz 3 4
G Supplier Datasite.uz 3 3
H Supplier Highlight
Manufacturing
Corp., Ltd
2 3
I PM team PMC company 4 5
J Government Toshkent Hokimyat 4 2
K Location' Landlord The NEXT Mall 4 3
Table 12. Stakeholder identification and establishment of their Power and Interest
In Table 12. The stakeholders were identified by categories and after, their power
and interest to the project were evaluated based on their involvement.

Figure 9. Stakeholder Analysis Matrix
In the Figure 9., the Power and Interest Model has been used for defining categories
of the stakeholder, where:
 Red – must be satisfied;
 Yellow – must be managed closely;
 Blue- must be monitored;
 Green – must be kept informed;
The Stakeholder Analysis matrix was developed and adopted according to the article
“Stakeholder Classification and Management Strategy” by Usmani (2017);
Afterwards, based on outcomes of Table 12. And Figure 9., the Stakeholder
Management Strategy was developed.
Stakeholder Concerns Quadrant Strategy
A Resource constraints,
scheduling, once project is
started
Manage Closely Obtain feedback on project
planning. Regular
communication is imperative
5 #A
4 #J #K #I
#F, #B
3 #G
2 #E #H #D
1 #C
1 2 3 4 5
Interest
Power

B Product performance has to
meet or exceed
requirements
Manage Closely Allow PM team to work with
stakeholder for answering all
questions and validation of
samples. Provide regular status
reports
C Ensuring on time delivery
of decoration and
installment
Monitor Introduce to project schedule
and design requirements
beforehand to ensure timely
delivery
D Questions regarding items,
possible of out of stock
products, on time
installment
Keep Informed Allow PM team to answer all
questions, schedule installment
date beforehand and solicit
regular updates;
E Scheduling installment date
and possibility of
maintenance service
Monitor Allow PM team to schedule
installment date beforehand and
note maintenance number
F SMM performance must
meet approved strategy, be
effective and efficient
Manage Closely Communicate specifications of
the project, obtain feedback of
any changes. Constant
communication is vital
G Questions regarding
content, design of
developing product
Keep Informed Allow PM team answer all
questions, obtaining and
validating prototype
H Questions regarding
payment and shipment
Keep Informed Allow PM team pay ASAP and
answer all questions
I Questions regarding
responsibilities and
allocation of resources
Manage Closely Project Manager must
communicate whole project to
the assistant, answer all
questions, assign responsibilities
and communication plan
J All aspects regarding legal
documents, payroll, etc.
Keep Satisfied Allow PM team assist and consult
K Concerns regarding on time
payments, legal aspects
Keep Satisfied
Table 13. Stakeholder Management Strategy
According to Westland (2017), there are five ways of measuring success of the
project, which consider:
 Schedule (time);
 Quality (specifications);

 Cost;
 Stakeholder’s satisfaction;
 Performance to Business case;
Which are basically, what was covered throughout the project. Consequently, the
Bookstore project will be successful if:
 The Bookstore will be open within 30 days;
 The budget won’t be exceeded more than 30% of initial budget;
 Requirements proposed by Thalia will be met;
Considering objectives by PMC company:
Main objectives:
 The developed Project Management Plan takes less than 30 days, which means
that the objective is met;
 The cost estimation fits the initial budget; however, contingency budget is
needed in case of risks that were listed in Risk Management Part, but still the
project is within the given amount;
 The chosen location has high customer traffic as it was discussed in
Justification part;
 The website is within the project; thus, it will be published within 30 days;
Desired objectives:
- Although the total amount is 21 951 966,00 UZS (below the initial budget),
contingency budget is vital in case of inflation or other risks. Thus, the desired
objective is not met;

- It was specified that suppliers must be trustworthy. The chosen suppliers are
80% reliable, which is almost perfect, but still not the most trustworthy;
 The chosen location is a Shopping mall;
 The social media promotion is effective, as it was stated in Justification part; it
has same frequency, it covers Facebook and Instagram;
To sum up, all main and 2 desired objectives were met, which means that the Project
Management Plan was developed effectively.

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