Little Bang Brewery Business Move to Canberra: Project Management Plan

Executive Summary

This report was based on the company Little Bang Brewery who wants to move its business to Canberra. This project management plan has discussed the overview of the company along with its operations and essential requirements that are needed when they have to move their business in Canberra. The report has also highlighted the main elements and tasks that are needed in the move of Little bang and taproom with the help of the work breakdown structure. This study has also discussed the overall schedule and main tasks that are needed in Little bang and taproom with the help of an action plan and Gantt chart. A scheduling flowchart has also been made which shows the connection and link between all the tasks of the taproom and little bang. This report has also discussed the risk assessment matrix that reflects the potential impact and risk that can be faced by little bang and taproom at the time of the move. The report has supported the plan with the help of relevant theories and concepts such as porter’s five forces and decision theory.

Introduction

This report will discuss the ‘Little Bang Brewery’ which is a local Taproom and brewery company that serves a large variety of beer, wine, and gin. The report will later discuss the requirements that Little Bang needs to have to operate or start their new business in Canberra. This report will also describe an overview of Little Bang along with its operations and essential requirements needed for the move to Canberra. Later the report will discuss the work breakdown structure that Little bang needs to move in Canberra and that highlights the main elements and tasks that are needed. This report will also provide an action plan for the move of little bang that shows the overall schedule and main task in the Gantt chart. The report will show the connections and links between the tasks with the help of a scheduling flowchart. The report will highlight the potential impact and risks that Little bang can have in moving to Canberra with the support of the risk assessment matrix. The report will support all this work with the help of relevant theories and concepts.

About Little Bang Brewery

The Little Bang Brewery company was working in the game studios in the late early 2000s. Then they went to a home brewery company where they become nerds of beer. In 2013 Little Bang Brewery was started in the garage of Fil’s and for making it a perfect place it took around 18 months. Fil and Ryan are the partners at little bang and they have made some silly stuff that no other person was doing such as a Steam Ale, a Saison, and a Barley wine and they were not taking seriously all these things. Suddenly the Little bang started to go extremely well and they were having problems in managing the demand they were receiving (Pavlova, Daniliuk and Pavlov 2020). Then they get a little warehouse for themselves and put the tanks in that warehouse and then they opened a tiny taproom bar in that warehouse only. They doubled and tripled their production again and again and still; they were not able to manage the high demand on every weekend they were having a crazy party and hectic too. As the time was going and going on their place started to get more crowded with the crazy parties, they were having at the taproom bar. In the year 2018 finally, they move to a considerably bigger place with the help of their remarkable friends, and every single day they were giving their best by selling beer. Now they are not just two people they have a complete team of talented people including Fil and Ryan. With this vast up-gradation, they are thousands of beers every week and they also host events and functions (Murray and Overton 2021).

Operations

The operations in which Little Bang Brewery is included are milling, lautering, conditioning, malting, mashing, boiling, filtering, packaging, and fermenting the beer (Bumblauskas 2017).

Essential requirement

The essential requirement for moving the Little Bang Brewery in Canberra is that first, they have to choose a business model so that the brand is defined perfectly in the market. Next things that little bang brewery to know the legal stuff that Canberra has regards to beers because the industry of alcohol is governed by both the level state and federal. The sales production and distribution all depend on the laws that Canberra has. For operating the beer business in legal terms, the Little bang brewery company has to look at all the administrative tasks they will be needing permits and licenses for operating the new business in Canberra. The Little bang brewery has to define their brand perfectly that why they are the best amongst all the competitors. They should choose a logo that perfectly defines their brand name and has the power to attract customers. They should choose a location in which they will be having more sales and more profits. They have to be innovative with their packaging system by offering a design that is loved and liked by everyone so that more and more people can get attracted to their services (McNeil et al. 2020).

Work Breakdown Structure for the Little Bang Brewery

Action plan for Little Bang Brewery

Gantt Chart for Little Bang Brewery

Scheduling flowchart for Little Bang Brewery

Risk Assessment Matrix

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The risk assessment matrix shows the different types of risk that such as low, medium, high and critical. In the category of low risk, the little bang brewery can face the risk such as operational risk, the safety of taproom and inspection all these risks need to be assessed regularly so that the taproom is maintained properly. In the category of medium risk, the risk of competition, the risk of technology, and the cleaning of CO2 are there which needs to be taken care of with an accurate period so that it is maintained properly and effectively. In the category of high risk, the little bang brewery and the taproom can face the risk such as spoilage and transportation risk. In the spoilage risk, the fermentation is high because of the production of beer and wine. In the transportation risk, the staff members and the damages during transit are affected because of the transportation. In the category of critical risk, the little bang brewery and the taproom can face because of the losses and instability that are in the market of stock prices (Cervoni, Nemes and Mower 2018).

Utilization of relevant theories and concepts

The theories and concepts that will relate to the move of Little Bang Brewery to Canberra are porter's five forces since this theory is based on five forces that are competitive rivalry, supplier power, buyer power, the threat of substitution, and the threat of new entry. In the competitive, the little bang will look at the competition or how many rivals they have before starting the business. Little bang will do the things that no other brewery company is doing and make the rivalry at a minimum level and because of this, they will be having healthy profits and strength. By knowing the power of suppliers, the Little bang can easily know that how the suppliers are increasing their prices (Mahat 2019). This will also define and help in knowing the potential suppliers that little bang is going to have in the move. By knowing the power of buyers, the little bang can come to know that how many buyers they have and how big their orders are in the competitive market. In the threat of substitution, the little bang will come to know about the likelihood of the customers and because of this, the little bang can have threatened in their profitability and in their position. By knowing the threat of new entrance, the little bang can maintain their products and services they offer so that with this their market is not affected. In the decision-making theory, the member of little bang Fil and Ryan can decide the whole concept of little bang and the taproom that they want to establish in Canberra by taking the decision related to the overall plan of the brewery like what will be the size of the brewery, which location will be perfect for the move so that more and more customers can get attracted towards their taproom (Francioni and Vigano 2021). They will also decide the requirements that are needed or required for the move to Canberra. This will be done by highlighting the elements and main tasks that are needed in the business with the help of a work breakdown structure. The overall schedule and the main task that is required and needed at the time of the move of the taproom is based on the Gantt chart. With the help of the Gantt chart the scheduling and planning of Little bang Brewery and the taproom are described which describes the activities that little bang brewery wants to achieve while in the move at Canberra. It is a kind of graphical description that describes the overall schedule of the taproom that typically shows that when the plan will start and when it will end and what all dependencies, tasks, milestones, and total resources. All these decisions that are related to the Gantt chart will be based on the decision that Fil and Ryan will make for the move of Little Bang Brewery. A flowchart is made that describes connections and links between the tasks that are required in the overall management of Little Bang Brewery. The decisions that are made for the move of Little bang and taproom can have risk too so the members of the taproom have to be prepared for the risks that can occur at any time (Werkneh, Beyene and Osunkunle 2019).

Conclusion

This report has analysed the information about Little Bang Brewery who wants to establish its new business in Canberra. The report has also analysed the work breakdown structure, an action plan, a Gantt chart, a scheduling flowchart, and a risk assessment matrix that highlights and reflects the all required details that Little Bang needs to have for moving into the new business in Canberra. The report also summarizes the use of relevant theories and concepts that have to support the whole work.

References

Bumblauskas, DP 2017, ‘Sustainable operations management and benchmarking in brewing: A factor weighting approach’, Journal of Operations and Supply Chain Management, 10(1), pp.55-67.

Cervoni, N, Nemes, BF and Mower, AS 2018, ‘Forecasting Demand of Beer at Rapscallion Brewery (Doctoral dissertation, Worcester Polytechnic Institute)’,

Francioni, B and Viganò, E 2021, ‘Craft and agricultural brewing in the Marche region: theoretical and empirical implications of global versus local sourcing’, In Case Studies in the Beer Sector (pp. 183-200). Woodhead Publishing.

Lorr, MJ 2018, ‘Pure Michigan beer? Tourism, craft breweries, and sustainability’, In Craft Beverages and Tourism, Volume 2 (pp. 49-64). Palgrave Macmillan, Cham.

Mahat, M 2019, ‘The competitive forces that shape Australian medical education: An industry analysis using Porter’s five forces framework’, International Journal of Educational Management.

McNeil, B, Gonzalez, J, Garcia, H, Manzano, A and Steffler, W 2020, ‘City of Menifee Brewery and Distillery Market Analysis’,

Murray, WE and Overton, J 2021, ‘Sites of consumption and sights of production: brew bars and craft beer in the city’, In Case Studies in the Beer Sector (pp. 81-103). Woodhead Publishing.

Paananen, T 2020, ‘Why and how do SMEs adopt and use financial management controls-A comparative case study in three Finnish craft beer breweries’,

Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), pp.169-179.

Pavlova, AS, Daniliuk, MA and Pavlov, AS 2020, ‘March. Application of Transition Engineering Methodology to Energy Efficiency Development in the Brewery Company’, In International Scientific Conference" Far East Con"(ISCFEC 2020) (pp. 3216-3222). Atlantis Press.

Sánchez Gómez, M.D.L.C., 2017. Development and implementation of a Project Management Plan for a BEXUS21 experiment.

Werkneh, AA, Beyene, HD and Osunkunle, AA 2019, ‘Recent advances in brewery wastewater treatment; approaches for water reuse and energy recovery: a review’, Environmental Sustainability, 2(2), pp.199-209.