Management Plan for Projects in Digitally Transformed Businesses

Introduction

Digital transformation is one of the primary drivers of the revolution presently. This modification goes beyond the contemporary progression’s digitalization. Organizations worldwide are implementing cutting-edge tech and digital changes to provide value and continuously improve. Managers now face a fundamental challenge in comprehending how to achieve and productively roll out these advancements in the digital age (Ratten, Tajeddini & Merkle, 2019, pp. 1-5). Handling digital progression programs and projects necessitates expertise to successfully collaborate with stakeholders via digital sites or other communication channels and social engagement ingenuities like co-creation, collaboration, and co-designing.

Pret a Manger is one company that is doing well. Established in 1983, Pret A Manger is a British franchise chain of sandwich shops headquartered in London, UK. There were 450 Pret locations in the UK as of December 2022, 275 of which were in London. It also has shops in Hong Kong, the United States, France, and elsewhere.

The significance of PPM theories and concepts in supporting digital transformation urgings and decisions will be examined in this project. It will also examine the challenges relevant to projects in the digital era. I will also critically analyze the methods and approaches utilized in digital transformation project management and choose an appropriate methodology. To ensure the successful completion of digital transformation projects, it will also employ novel social engagement and communication approaches, including co-creation, collaboration, and co-designing. Finally, it will apply project management best practices to a project and validate the capacity to present this information in a project management plan.

Analysis of the strengths and success of Pret A Manger can be used as a benchmark for developing techniques and business models of a startup business in the United Kingdom.

Approaches and techniques used in digital transformation project management

Terdpaopong (2020) argues that the structure of products and services around digital capabilities is a more complex form of digital transformation in project management. It may include one or more of the following: adapting the sales channels to the preferences of online customers, introducing software development to improve existing goods or services, and using data to create internal or customer-facing analytics by collecting and utilizing it. Adopting Agile methods is a prerequisite for digital transformation (pp. 223-243). Pret A Manger provides an excellent example of how it has reorganized its operations to exploit digital capabilities in its respective markets.

Project management employs a variety of approaches and techniques, including Agile, Waterfall, and Hybrid. Because it emphasizes adaptability and flexibility, the agile methodology is famous for managing digital transformation projects. Deft tasks are separated into small, iterative stages, permitting groups to change the undertaking’s course founded on criticism and evolving necessities. The more conventional waterfall project management method emphasizes planning and carrying out tasks. Cascade projects are isolated into particular stages, and each stage should be finished before continuing toward the following one. With clearly defined requirements and predictable outcomes, waterfall projects are frequently used (António & Rita, 2021, pp. 41-46).

According to Drexler and Lapré (2019), Agile and Waterfall are combined in hybrid strategies. The phases of hybrid projects are flexible, allowing teams to adjust the project’s direction in response to feedback and shifting requirements. Complex tasks that require much flexibility are often used in hybrid projects (pp. 117-120). There are several things to consider when choosing a digital transformation project management methodology. These include the objectives of the project, the organization’s culture, and the project’s complexity. For instance, Waterfall may be the best method if the project’s requirements are clearly defined. An Agile or a hybrid approach might be preferable if the task demands many adaptabilities.

Pret a Manger business case

Pret a Manger, a company based in the UK that offers services internationally is a chain restaurant that offers freshly made food, organic coffee, and other hospitality services.

Strength, Weakness, Opportunities, and Threat (SWOT) Analysis

The information available at Pret A Manger SWOT Analysis, (no date) depicts the strengths, weaknesses, opportunities, and threat analysis of Pret A manger as follows:

Strengths

1. One of the organization’s primary strengths might be its regional presence across multiple locations.
2. Good financial standing has enabled the company to make more investments.

• Accessibility to vendors that provide raw materials at a cheaper cost boosts the overall productivity of the company.

1. Qualified and passionate human capital may be a major source of advantage
2. Product excellence promotes brand loyalty and boosts Pret-A-Manger’s performance.

Weakness

1. A shortage of funds for advertising and promotional activities limits the company’s capacity to grow.
2. Reduced investment in scientific and technological advancement can harm the growth of the business.

• Making decisions at Pret A Manger takes a lot too much time.

1. Environmental activists have criticized the company’s garbage disposal practices.

Opportunities

1. The advancement of innovative technologies to aid in the production and distribution of goods and services.
2. There has been a growth in the wealthy consumer base translating to higher sales.

• The increasing worldwide interconnection enables the company to enter a global marketplace.

1. The exponential growth in the population means a larger market.

Threats

1. Due to a shortage of competent workers in the market, it may be difficult for the organization to recruit individuals with the necessary abilities.
2. Increasing competition.

• Production cost rises as inflation rises.

Applications of project management best practices to a Digital Transformation

Cheng et al. (2023) explain that the project management framework gives a project structure and direction. However, in contrast, Projects are guided toward their objective by frameworks adaptable enough to change with the environment. Methodologies and frameworks for project management will only be helpful if our startup company practically implements them. When a structure or system is constrained upon a venture, it will end gravely. On the other hand, a successful project will result if we comprehend the specifics of a method or structure and adapt it to our business requirements.

Methodology for Critical Chain Project Management (CCPM)

CCPM enables project supervisors to hand over projects on time and cost-effectively by considering resource and task reliance. It inserts buffers and identifies strategic project scheduling points to guarantee that each milestone is completed on time despite fewer resources and project incertitude (Jayawardena, 2022). Identifying the critical path is the first stride in determining the critical chain. The crucial path should then be loaded with resources. This could cause an adjustment of the fundamental way of relying upon the asset crunch. The essential chain is the asset compelled fundamental way. Safeguards are put in to eliminate any incertitude after identifying the critical chain.

Agile methodology

The agile methodology is a people-centered, iterative approach to PM that prioritizes adapting to transformation over meticulous scheduling. Dividing the project cycle into smaller parts makes it easier to make changes at later stages and simplifies a project. To be a dexterous undertaking, it must follow the fundamental beliefs and essential standards of the Lithe Pronouncement (George & Paul, 2020).

Frameworks for agile projects –The agile project management style is compatible with numerous frameworks. Although agile’s high adaptability makes it seem appealing, not all projects lend themselves to its use. For example, an advertising firm may not use the agile methodology because clientele may not be interested in unrealistic advertising concepts requiring excessive iterations and revisions. There is no such thing as this situation, working additions, just expectations matter (George & Paul, 2020).

Kanban framework

Prioritizing tasks on boards is a technique that aids firms in visually strategizing and organizing project activities (Sovani, 2022). It is one of the best, most straightforward, and most accessible tools for project management. Kanban makes it easier for project supervisors to accomplish tasks from a single interface. Adhering to the four fundamental principles of Kanban PM is essential to succeed. The four fundamental tenets that form the foundation of the revolutionary Kanban framework for task management serve as the basis for developing these core practices.

Scrum framework

Maitra (2021) states that the Scrum framework enables small, close-knit teams to produce intricate items incrementally. The Scrum structure decays tasks from the academic and vital level to effectively workable, noteworthy errands all colleagues can chip away at during a run. The five fundamental rules of the Scrum values can be incorporated into our Scrum project management framework, assisting teams in daily performance enhancement. The entire workflow in a Scrum environment revolves around a sprint. In contrast to the waterfall method, Scrum encrypts resources months ahead, enabling the team to concentrate on a few tasks during scrum sprint meetings for two weeks, consider the outcomes, and then choose what to work on.

Challenges specific to projects in the digital age

Jayawardena et al. (2023) explain that projects in the digital age face several obstacles, such as the rapid advancement of technology, rising competition levels, and shifting customer expectations. When Pret A Manger wanted to expand internationally, it faced these obstacles. The business had to make new technology investments, compete with established hospitality businesses like Leon restaurants, and adapt to the shifting requirements of its customers. While recognizing the extraordinary idea of computerized advances, neighborliness professionals should consider a few arising issues while embracing robotic advances, which incorporate security, protection, expenses, and human touch in cordiality.

Security is crucial to digital transformation in any industry, including the hospitality sector businesses like our company and Pret A Manger organization. Digital techs such as AI and IoT are prone to hacking. The wide variety of connections between devices makes digital networks vulnerable as well. For instance, glitches with specifically connected gadgets can spoil other connected gadgets and even the net as a whole. Therefore, hospitality managers need to get ready for how the digital transformation will affect security. This can be achieved by applying high-security tech to lessen software weaknesses, creating resources to lessen the threats of cyberattacks, and preparing staff members for cyberattack prevention (Prihanto & Kurniasari, 2019, pp. 217-222).

Another area for improvement is the tremendous cost of using these digital techs. Firms should make sizeable initial investments before integrating digital technologies into daily operations. Therefore, it is now necessary for hospitality businesses to consider which digital techs would be most advantageous to them. For instance, while virtual reality (VR) efficiently offers collaborative and engulfing experiences, it needs sizeable capital in suitable VR hardware and software (Yang, Henthorne & George, 2020, pp. 211-228). Small hospitality firms like ours must highlight what will work best when implementing digital techs.

Conclusion

Analysis of Pret A Manger’s business model, strengths, and success has helped in coming up with a proposed strategy that will influence the modeling of our startup business.

By providing a framework for managing multiple projects and aligning them with the organization’s strategic goals, Project Portfolio Management theories and concepts can assist businesses in addressing these issues. Pret A Manger has been doing its Project performance monitoring and prioritization using PPM. The company is working on various projects, including creating one-of-a-kind meals, entering new markets, and enhancing its service technology. Projects at Pret A Manger are ranked in order of potential impact on the company’s strategic objectives. The company also uses metrics to monitor project performance and pinpoint areas for growth.

Reference

António, N., & Rita, P. (2021). COVID-19: The catalyst for digital transformation in the hospitality industry? Tourism & Management Studies, 17(2), 41-46.

Büyüközkan, G., Feyzioğlu, O., & Havle, C. A. (2019). Intuitionistic fuzzy AHP-based strategic analysis of service quality in the digital hospitality industry. IFAC-PapersOnLine, 52(13), 1687-1692.

Cheng, X., Xue, T., Yang, B., & Ma, B. (2023). A digital transformation approach in hospitality and tourism research. International Journal of Contemporary Hospitality Management, (ahead-of-print).

Drexler, N., & Lapré, V. B. (2019). For better or worse: Shaping the hospitality industry through robotics and artificial intelligence. Research in Hospitality Management, 9(2), 117-120.

George, B., & Paul, J. (2020). Digital transformation in business and society. New York, NY: Springer International Publishing.

Pret A Manger SWOT Analysis (no date). Available at: https://www.case48.com/swot-case/9677-Pret-A-Manger.

Jayawardena, C. (2022). Conclusion: what innovations would enable the tourism and hospitality industry to rebuild? Worldwide Hospitality and Tourism Themes (ahead-of-print).

Jayawardena, C., Ahmad, A., Valeri, M., & Jaharadak, A. A. (2023). Technology acceptance antecedents in digital transformation in the hospitality industry. International Journal of Hospitality Management, 108, 103350.

Maitra, R. (2021). ADOPTION AND IMPLEMENTATION OF DIGITAL TRANSFORMATION FOR THE SUSTAINABILITY OF TOURISM AND HOSPITALITY BUSINESS INDIA. Journal of Services Research, 21(1).

Nikopoulou, M., Kourouthanassis, P., Chasapi, G., Pateli, A., & Mylonas, N. (2023). Determinants of Digital Transformation in the Hospitality Industry: Technological, Organizational, and Environmental Drivers. Sustainability, 15(3), 2736.

Prihanto, J. J. N., & Kurniasari, F. (2019, October). Sustainable digital transformation in the hospitality industry: A study of the hotel industry in Indonesia. In 2019 International Conference on Organizational Innovation (ICOI 2019) (pp. 217-222). Atlantis Press.

Ratten, V., Tajeddini, K., & Merkle, T. (2019). Tourism, hospitality, and digital transformation: The relevance for society. In Tourism, Hospitality and Digital Transformation (pp. 1-5). Routledge.

Sovani, A. H. (2022). What innovations would enable the tourism and hospitality industry in the European Union to rebuild? Worldwide Hospitality and Tourism Themes (ahead-of-print).

Terdpaopong, K. (2020). Digital Transformation in the Hospitality Industry in an Emerging Country. In Leadership, Management, and Adoption Techniques for Digital Service Innovation (pp. 223-243). IGI Global.

Yang, L., Henthorne, T. L., & George, B. (2020). Artificial intelligence and robotics technology in the hospitality industry: Current applications and future trends. Digital transformation in business and society: Theory and cases, 211-228.

Zsarnoczky, M. (2018). The digital future of the tourism & hospitality industry. Boston Hospitality Review, 6, 1-9.