Question

Hi, Kindly assist with my project management assignment below using the attached case study

Question 1
Update the project charter for the remainder of the project in response to Adams’ memo (lines 241 through 246).

Question 2
Prepare a plan for the remainder of the project in response to Adams’ memo (lines 241 through 246).

Your answers to the above will be assessed in terms of the level of communication displayed, the insights and inferences drawn, and your ability to show the implications of the factors that you have assessed and discussed. An answer that merely gives a list of events that have happened or a synopsis of a situation, without showing insight into the reasons and results, will not earn good marks. Your method of referencing must consistently follow the augmented Harvard method.

Case Study:
Eastland Mall Branch Bank Project, rev 1.1

The steering committee was to meet in fifteen minutes to discuss the fate of the Eastland Mall Project. Jack O’Boyle was conversing with the chief executive officer (CEO) of Third National Trust. “I don’t know what the outcome of the meeting will be,” lamented O’Boyle, senior vice-president of systems and software programming. “I really thought Vince knew his stuff about project management. Maybe this banking

industry really isn’t suited to that approach.”

“Let’s not quit before the final count,” responded Buzz Adams, CEO. “Let’s wait to
hear what Vince has to say at this meeting he called with the steering committee. It
doesn’t look to me like the Eastland Branch could possibly open on schedule, and I
would tend to agree with you about project management. However, I’ve seen it work in
New York’s largest financial institutions. There has to be a good reason why it isn’t working here. I say we let Vince make his presentation and then discuss some
alternatives to get the branch open. Afterwards, we should all have a talk with the
steering committee members about the future of project management here at Third
National.”

History
Vince Stewart had accepted a position with Third National Trust immediately after
college graduation in 1972. With a bachelor’s degree in operations research, he was
assigned to the systems and software programming department. He did commendable work on analysis and software for a series of check transportation studies. From 1974 to 1976, he was the system analyst in charge of software for Third National Trust’s “Easy Money” automated teller machines.

Vince’s experience in the systems and software programming department quickly
showed him the advantages of project management in controlling a small staff in a task with limited scope and duration. As his experience and interest grew, he took part in
several project management seminars given by local colleges and professional
organizations. By 1977, not only was Vince convinced of the benefits of project
management, he was also the leading proponent of project management throughout Third National Trust.

Third National Trust is located in a major midwestern city. After eighty-two years of
existence, it had assets of $2.1 billion and had ninety-one branches serving the
commercial interests and residential mortgage markets. Third National Trust is firmly established as one of the five dominant banks in its largely conservative area. Although it had experienced tremendous growth, Third National was falling behind in its use of state-of-the-art technology and services. In fact, several of the branches had experienced declines in mortgage loans, commercial loans, and time deposits. Several branches had been closed recently which further hurt Third National’s image. In spring 1976, the board of directors appointed Buzz Adams as chief executive officer of Third National Trust.

Adams came to Third National from his position as senior vice-president of research for a New York bank. He was a firm believer in computer and communications technology
as the answer to banks providing new services in an increasingly competitive financial market. His main thrust would be to increase the automation of services to Third
National’s customers and try to recover some of the sagging market.

Upon his arrival at Third National, Adams fired or reassigned over half of the 224 officers. At the senior-officer level, he moved the senior vice-president of marketing to planning, fired the senior vice-president of systems and software programming, and brought with him, from New York, Jack O’Boyle as senior vice-president of systems and software programming. He also brought along his own senior vice-president of marketing.

At his first management meeting in the summer of 1976, Adams declared the need for an aggressive automation plan to provide new services using state-of-the-art technology.

He announced project management as the means for maintaining a competitive posture. The first such project would be opening a branch at Eastland Mall. This would be Third
National’s first attempt at locating a branch within a large suburban shopping mall and

A Project Team Picks a Project Team

On 6 September 1976, the vice-president of branch banking scheduled the first meeting
of the Eastland Mall Branch Project Steering Committee.

VP Branch Banking - Considering we’re a half hour late in getting the meeting started, let’s get down to business right away. Two years is a tight time frame for my people to convert a shoestore into a branch at Eastland Mall. Who’s going to take the minutes of these meetings?

VP Planning - What is the project management approach Buzz Adams
was talking about last week?
O’Boyle Let me answer that one. In a systems approach a project manager takes all variables into account in order to attain a goal limited by time, cost, and performance. In order to coordinate the project’s tasks, he heads a project team whose staff is drawn from a variety of functional areas.

VP Branch Banking - When you cut through all that jargon, it sounds like the implementation teams we’ve had for previous projects.

VP Planning - Jack, where do we go to hire this project manager?

O’Boyle - I’ve got a guy in my department named Vince Stewart who has great potential. He’s had more experience than anyone else in the bank and has been pushing to apply project management outside the department. Also, his work on the “Easy Money” ATMs and check transportation studies gives him a well-rounded background. It will help employee morale to promote from within. Besides, Buzz Adams asked me to keep him posted on the development of the project, so it will help to have my own man as manager.

VP Branch Banking - How can you say he’s well rounded? He’s never stepped
outside the systems and software programming department and doesn’t have the foggiest idea of what it takes to start a branch. And look at his age! This is only his first job out of college. Frankly, I think one of my people should run the show as always.

O’Boyle - The project manager’s job is primarily one of coordinating tasks. I’m sure he’ll acquire knowledge of the intricacies of branch banking by frequently tapping your wisdom. So unless there are any other objections, Vince Stewart will be the project manager for the project.

VP Accounting - How many hours per week will my man have to work in the project team?

VP Marketing - The only way project management worked for us in New
York was to have project staff committed full-time for the duration of the project.

VP Accounting - Well, if that’s the way it’s got to be, let’s put somebody
on the team from each of our departments, someone we can spare for two years.

O’Boyle - I can appreciate your view, but it may be more effective
if Vince nominates the project team, interviews them to insure that they want to join the team, and then obtains approval from this steering committee.

VP Planning - We’re running a bank, not a picnic. We’ve all got a lot of
projects brewing, so I agree that we ought to put on the team anyone we can spare for
two years. You’ve ramrodded your boy on us for project manager, so to be fair let us
determine who, if anybody, we can put on the project.

VP Audit - If I can add something, I think we should have some
115 representatives from other departments.

VP Personnel - I’ll take care of that. This may be a good area for training and weeding out the new hires who can’t cut it.
After opening the folded slips of paper that were passed to the head of the table, the names of the project members were revealed—Jim Albert, senior programmer; Fred

Clowser, assistant manager, West 54th branch; Dale Winters, assistant vice-president, branch management; Donald Kocurko, marketing analyst; Albert Pief, building
department staff; and Roberta Jones, customer services department and head teller.

VP Branch Banking - Now that we’ve got the project team put together, let’s go to lunch. How about meeting the first Wednesday of each month at 11h to get a
status report from the project manager?

The steering committee agreed to the scheduled meetings.

Project Manager’s Status Report

Despite lack of cooperation from some functional departments, Vince Stewart worked hard at applying project management concepts to his project. Once the project got
started, Vince found himself not only coordinating the project tasks but also
performing them.
On 3 June 1978, he presented his regular monthly status report to the steering
committee.

VP Accounting - The officers have been invited to hear a luncheon address
by Mike Blumenthal in about an hour, so let’s make this a fast meeting. I see that the agenda, as always, starts with a PERT chart update and project cost variance reports.
Those lines and circles on PERT don’t mean any more to me today than they did two
years ago. Adams wants this project done by Labour Day at any cost so let’s skip the
fancy charts and have Vince tell us what the problems are.
Vince Stewart - I came up with an idea to allow a customer to access both his checking and savings accounts with one ID number on the “Easy Money” ATM at the branches. In evenings or weekends when we are closed but the shopping mall is loaded with customers, a customer can access both accounts in the ATM located outside the branch. The only problem is that the software programming effort is running late.
Legal Counsel You can’t do that! If a husband and wife share a checking account, but the wife has her own savings account, you’ve put us in court over the woman’s rights. When the husband can withdraw from the savings account, if his wife can’t stop him, we are in trouble. You should have gotten an opinion from us before proceeding on that one.

VP Planning - You’re devoting too much time to the ATM. Don Kocurko told me the ATM sign-up cards are getting a low response. If you are aware of the environment, you would have realized that Eastland Mall is in an East European section of town where people want cash in their hand, not an ID number and a machine. Also, the other banks have high concentrations of time deposits and instalment loan activity. That sort of business demands tellers, administrative
assistants, and business hours. Frankly, I think we should deemphasize the ATM and
consider longer office hours.

VP Branch Banking - Another thing, Stewart, I heard from the furniture dealer that you ordered red carpeting. You’d better learn a lesson in consistency if you want to survive in banking. Through the years, we’ve built a common sense of identity—an image—so all our branches seem the same to the customers. They have come to expect blue carpeting, and Eastland Mall will have blue carpeting. The other branches use separate ID numbers for separate accounts, and so will Eastland. You’d better realize that your job is to create a copy of our ninety-one other branches, not to confuse the public with your gimmicks.

O’Boyle - Hold on here, hold on! We asked Vince to give his status report on the branch project. We have all known of the plans for the Eastland Branch. Or should I say the reports have been available for your review. Now Vince has raised a deadline problem that we must consider. But first, may I suggest we all
review the role of the project manager.
VP Accounting - That’s a good idea, but I’m sorry to say we’ll be late for the luncheon. Let’s discuss it at next month’s meeting.

A Political Roadblock

On the evening of 28 June 1978, a customer was robbed while making a withdrawal from American National Savings’ “Instant Bank” ATM in the Eastland Mall. Mayor Roger Quincy of Columbia Heights called Vince Stewart the next day.

Mayor Quincy - I’m sorry, Vince, but you’re not going to be able to have an ATM at your Eastland Mall Branch. I assume you’ve heard about the problem here last night. Our city council wants to reconsider your request for the ATM in light of the safety of the citizens. But safety is not the only issue, mind you. It is added to the list of problems we have had to grind through with Third National. We are still not satisfied with your answers to our questions on redlining. Our finance director and community development director are still concerned with your full compliance with the Community Reinvestment Act. I have had several citizens’ groups in here on this thing, and after all this is an election year. I simply can’t support you if everything is not satisfactory.

Stewart - But Mr Mayor, please consider my position. I am counting on that ATM. I have a deadline of Labour Day and I am really under the gun.

Mayor Quincy - Don’t start pushing me again, Stewart. We have already conceded several questionable conditions during your construction inspections. Right now we are only reconsidering the ATM―feel lucky you can open the branch at all.
You know, my wife’s civic pride bunch is still angry at me for allowing the lit-up 24-hour sign you are erecting.

Stewart - I only want to emphasize that the success of our branch
depends on that ATM. We thought we had the approval of the Columbia Heights city
council. We are a powerful bank in this area, and I don’t think even you can stop us
now.

No Way Out

On 30 June Jack O’Boyle met with the vice-president of branch banking.

O’Boyle - I need your help. Vince had a run-in with Mayor Quincy
who is threatening us about the ATM.
VP Branch Banking Now you ask for help? When is that fool going to learn
the ropes? I’ve had thirty-five years of branch banking, and I know how to deal with
people like Quincy. That young guy goes charging off doing things on his own to get
glory. When is he going to learn there are good reasons why this bank has an authority structure?

O’Boyle - Vince’s job as project manager was supposed to be to coordinate resources. Every time he’s come to you, he gets tap dancing. If he didn’t take matters into his own hands, this project would down the drain. You’d probably enjoy seeing this bank’s first attempt at project management fail.

VP Branch Banking - Don’t try to blame me. This is the first time you’ve discussed the project with me outside of the steering committee battles. Out here in the hinterlands, we don’t get sucked up into change at your New York pace. I’ve always been suspicious of software programmers and their toys. Remember you’re the one who picked this ambitious kid Stewart who’s using this project as his personal path to an assistant vice-president position. His gimmicks with ATM accounts and red carpeting may make him more visible to Adams, but he’ll get burnt by us for sure.

O’Boyle - Vince approached me with a contingency plan today. On the unlikely chance that we can’t have an ATM, he proposes we open the Eastland Mall Branch on Saturdays. What do you think?

VP Branch Banking - Impossible! We have to have consistency among our branches. If we open one on Saturdays, we have to open them all. Unless we allow
everybody to write checks that will bounce, we’d have to open the Main Office so the
branches could call in to verify account balances. Your computer guys don’t realize
what a radical change it is to staff on Saturday and modify your traditional hours. Even if we’d go that route, there’s no way we could be open Saturdays by Labour Day even
if only the Eastland Mall Branch. I credit Stewart for realizing shoppers have different
hours from banks. But Saturdays are out of the question. We have to have the “Easy
Money” ATM.

(Assignment is based on the below paragraphs)
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
"At this point, the secretary to the vice-president of the branch entered the room with the note read:

Mayor Quincy called threatening to withdraw Colombia Heights Tax collection funds from Third National, vowed never to 7do business with our Public Funds people and to rezone the mall to make ATMs illegal. Therefore, no ATM at Eastland Mall Branch. Look into the possibility of having the branch open on Saturdays.
Jack O' Boyle picked up the phone and called Vince Stewart. He told Vince to prepare a plan for 3 July steering committee meeting. The plan would detail the resources necessary to implement Saturday opening instead of an ATM for the Eastland Mall Branch.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~

From the above ☝️ indicated narrative the questions are as follows:

Question 1
Update the project charter for the remainder of the project in response to Adams’ memo

Question 2
Prepare a plan for the remainder of the project in response to Adams’ memo

Answer 1

Project Charter for the remainder of the project in response to Adams' memo

Eastland Mall Third National Bank Branch Project

1.Problem Statement

Third National trust is located in a major mid western city and after 82 years of existence serving commercial interests and residential Mortgage markets and it has opened 91 branches.

What is the problem and how it affects?

• Though it had tremendous growth third national was falling behind in its use of state of the art technology and services.
• Branches face decline in mortgage loans, commercial loans and time deposits.
• Several branches had been recently closed which affected the third national reputation

2.Business Case and benefits

Why it is important to do this project now?

• usage of computer and communication technology in banking sector is the answer for providing new financial services to the customer in highly competitive market.
• This will increase the automation of the service and help to retain the third nationals customers.
• may help to protect the sagging market.

3.Goal

To open a third national bank in a shopping mall .This was their first attempt to open a bank branch in suburban shopping mall (EASTLAND MALL).

4.Team members

Positions	Name
Chief executive officer	Buzz Adams
Senior VP of system and software planning	Jack O byle
VP of marketing
VP of planning
VP of Branch banking
VP of Accounting
VP of personnel
Assistant legal counsel
Assistant VP of audit

Project Team Members of East land Mall

Position	Name
Project manager	Vince Stewart
Senior programmer	Jim albert
AM of west 54th branch	Fred clower
Assitant VP branch manager	Dale Winters
Marketing analyst	Donald Kocurko
Building Depertment	Albert pief
customer service and head teller	roberta jones

5.Timeline

task 1. Appoint Vince Stewart as project manger

task 2.Completion of shop in eastland shopping mall

task 3.Develop software program

task 4.improving software program which allows to check balance o saturdays

task5 corodinate it