The following addendum discusses the omissions made therein in the original project that bears the title New Product Project Charter: Risks and Management (Rodriguez, 2017). This addendum modifies the constraints of the project especially the triple constraint otherwise referred to as the project management triangle. The project management triangle encompasses its schedule, the estimated cost of completing it as well as its scope (Haughn, n.d.). The rest of the project remains in full force. This addendum only seeks to modify the above-described constraints to the project. The addendum redefines these limitations by performing a complete re-identification of the above-listed constraints to avoid cases of misunderstandings in the future as well as to maintain the required accuracy of all aspects of the project (Usman, 2011).
The project scope
The project scope here defines the boundaries to which the project is limited. The scope is comprised of the specific goals, tasks, and deliverables all of which helps one to understand these limits. The primary aim of this project remains to execute the development and the manufacture of the add-on product, to formalize the marketing strategy and lastly to oversee the integration of the add-on product to the current pharmacy market consecutively. The tasks of the project involve the planning as well as the execution of the developmental and manufacturing processes of the add-on products. The project is also meant to help oversee the implementation of the marketing process as well as to initiate the supervision of the entire process from production to sale (Brighthubpm.com, n.d.).
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The next part of the scope involves the deliverables. In the project, deliverables were committedly presented as a unique constraint, which made the scope incomplete. Deliverables in the case of this project refer to the tangible and measurable outcomes (possess a physical quantity) that once produced, the project is deemed to be successfully complete. Such physical products in this project are the add-ons that the project aims to produce and introduce to the market. The production and marketing processes will be in accordance with the stipulated laws by all the authorities involved. The market penetration is aimed at introducing just a single pharmaceutical add-on product that will have no competition, making it the only deliverable (Mochal, 2007).
The project schedule
The time that the project will take to clear is estimated to be a twelve-month period in which the various stages of production, transportation, and marketing will have been made effective. At the end of the twelve-month, there should be the add-on products on the shelves of various leading pharmacies to reap maximum benefits of the debut. This first line of products will be essential in monitoring the market trend of this new entrant and hence paramount in the making of future decisions on production and marketing. The collection of raw materials sufficient to produce the target first fleet of the products is expected to take two approximately months. The preparation of the location for production as well as the installation of the machinery involved in this production is scheduled to take a further four months. The production of the first fleet will begin in the seventh month. It is projected to last four weeks to allow for the final tests to the product by the producers as well as the appropriate licensing authorities. The sixty-day results-waiting period will leave a fixed eight-week period to supply the product to various leading pharmacies. As earlier stated, the fiscal year of the project will end on the first day of September in the year 2018.
The estimated costs of completing the project
The completion of the project is expected to cost the least amount of thirty-thousand dollars. The acquisition of a license is expected to cost five-thousand dollars as per the current stipulated fees. The acquisition of the necessary machinery for the production of the add-on products is supposed to cost a maximum of another five thousand dollars. The raw materials that will be required to complete the production of the first fleet of products are approximately three-thousand dollars. A yearly worth of rent and electricity charges is estimated at four-thousand dollars. The project also requires an additional labor force that is expected to cost approximately six thousand dollars due to the temporary nature of the new workforce. An extra two-thousand dollars will be used for the transportation of the finished commodities to variously selected pharmacies. The remaining amount will be kept for unforeseen circumstances, like a delay in the issuance of the license, which will prompt the hiring of additional distributors for the timely arrival of the products.
The above changes replace the stipulations made in the project as well as make improvements on the missing ones. The accuracy of the variations in this addendum by far supersedes that of some of the projections made during the writing of the project. The project, nonetheless, remains enforceable with the exception of the omissions detailed above.
References
Brighthubpm.com. Project Constraints: Scope - What is Scope and How Can It Be Managed? Bright hub Project Management . Retrieved 1 October 2017, from http://www.brighthubpm.com/project-planning/9229-managing-scope-a-project-constraint/
Haughn, M. What is constraint (project constraint)? - Definition from WhatIs.com . WhatIs.com . Retrieved 1 October 2017, from http://whatis.techtarget.com/definition/constraint-project-constraint
Mochal, T. (2007). Define project scope to include deliverables, boundaries, and requirements. Techrepublic . Retrieved from http://www.techrepublic.com/blog/it-consultant/define-project-scope-to-include-deliverables-boundaries-and-requirements/
Usmani, F. (2011). Assumptions and Constraints in Project Management . PM Study Circle - A PMP Exam Preparation Blog . Retrieved 1 October 2017, from http://pmstudycircle.com/2012/10/assumptions-and-constraints-in-project-management/
