这是一份5000字左右的report，请写手详细看清楚下面的写作要求，并按给出的要求去写（前面是课程介绍，从project introduction开始后面是report的写作要求）。
Module: Strategic project management
Preamble (General Information)
This module aims to develop generic and specific advanced project management skills covering both the production and business management remits. It provides a basis for critical thinking and analysis, cognisant of the three core drivers of: sustainable development, internationalisation, enterprise and employability. In this respect, a series of project-driven simulated exercises are used to critique extant production and project management theories and concepts in order to not only procure strategic and financial awareness, but also holistically evaluate outcomes against conventional thinking.
Learners are actively encouraged to apply knowledge (what they have learned) to practical contexts (e.g. their organisation, profession, or working environment).
Learning Outcomes
On successful completion of this module students will be able to:
1. Demonstrate critical knowledge and understanding of core business drivers and strategic decision making processes with respect to project problems in complex and unpredictable situations (and their potential impact on the core business), including the application of robust, viable, and defendable solutions;
2. Critically appraise organisational and project environments, and be able to demonstrate advanced project management competence using innovative applied techniques to assess, manage and control project variables (micro and macro) throughout the project lifecycle;
3. Demonstrate in depth understanding of internal and external information management systems and processes, and be able to apply advanced cognitive skills to provide considered solutions, especially in contextually diverse collaborative environments;
4. Critically evaluate the concepts and theories of project financing and funding, cognisant of: bidding strategies and global business drivers, fiscal drivers and KPI’s, decision-making techniques, procurement routes and production/project planning methodologies.
Project Introduction
This project provides a vehicle for bringing together issues and themes raised in this module, in particular:
Systems Analysis and Design - Client and business drivers, strategic and operational plans, strategic trajectories, signposting techniques, new business solutions;
Project Environment - Organisation, management, project processes, project teams, skills requirements, contractor selection, supply chain management, tendering and procurement;
Information Management – Change Management, information management principles, communication flows, management information systems, risk management.
This assignment carries 100% of the total marks awarded, the details of which can be seen as follows:
1 Individual Management Report 100% 5,000 words
Submission Requirements
The submission should be written in a management report format, clearly demarcating each assessed component (see Table 1).（table 1 在下面）
Project Brief
Construction companies usually have more than one project running simultaneously. However, whilst the current economic downturn seems to be easing, organisations still have to continually re-evaluate their current business practices and business models as work order books are not being filled. This is not new, and some strategists argue that situations like this can enable new opportunities to be generated through such issues as applied innovation, increased competitiveness etc. However, whilst this may be true to some extent, it is also important to fully understand: the impact of change; market forces (internal/external); project environment (organisation, management, project processes, project teams, virtual teams, contractor selection, supply chain management, tendering and procurement processes etc.); and strategic trajectories available (client and business drivers, strategic planning, operational planning, signposting techniques etc.). All these issues should be carefully evaluated prior to implementation, as they can affect how companies operate, compete, and survive.
Problem
Phoenix PM is a small traditional contracting company with a combined workforce of 212 staff. Due to increased levels of competition and economic challenges, this company is increasingly finding it difficult to maintain a healthy order book of work of long-term work. Some manual staff are now being appointed on a contract basis, and many are being made redundant after contracts have ended. This has had a negative impact on their core business (with a high staff/skills turnover) as retraining is often needed with new recruitment cycles. Prior to the recession, the turnover rate at Phoenix PM was exceptionally low.
Given this position, the management team at Phoenix PM have decided that a new approach is needed regarding their core business model. They have made the decision to incorporate offsite manufacturing as a means of: 1) entering a new niche market (which could give them competitive advantage), 2) stabilising the workforce (to reduce turnover), and 3) improving the financial position of the company (working capital requirements and improved order book).
Prepare a management report and advise management on: 1) The current thinking on offsite manufacturing (also known as modern methods of construction); 2) The potential impact this change in direction may have on Phoenix PM’s existing business strategy (from a change management perspective) - focussing specifically on existing organisational and project processes; 3) How Phoenix PM might undertake such a transition (using a change solution of your choice, including a full implementation strategy); 4) All risk management issues that need to be considered (prior, during and post-implementation).
Management Report Requirements
The management report should encompass ALL matters and assumptions you feel need to be brought to management’s attention, divided into the following main sections:
• Preamble
• Introduction and Context
• Section 1: Offsite Manufacturing (synthesis of core literature)
• Section 2: Business Strategy Considerations
• Section 3: New Business Model Solution and Implementation Strategy
• Section 4: Risk Management and Mitigation Approaches (prior, during and post-implementation)
• Conclusion (including recommendations and limitations)
• Bibliography
The above sections should be clearly visible in your report
Table 1 Breakdown of Marks
1. Current thinking on: offsite manufacturing (including new developments, core challenges, market demand etc.) Weighting: 30%
2. Potential impact on existing business strategy (including organisational and project processes, finance, skills, strategic decision-making options, core change areas needed etc.) Weighting: 20%
3. Proposed new business model solution and implementation strategy (support infrastructure required, implementation stages, milestones, metrics etc.)
Weighting: 30%
4. Risk Management (barriers and mitigation approaches) Weighting: 10%
Presentation and Referencing Weighting: 10%
Assessment Criteria
The following criteria will be applied in this component:
• evidence of critical understanding - concepts, theories and ideas developed;
• ability to analyse, evaluate and apply concepts in a professional environment;
• clarity of solution generation – focus, synthesis and academic rigour;
• capacity to structure a report and present findings (logic, coherence, accuracy, relevance, research limitations etc).