Develop a high-level Project Plan

Introduction
A project plan can be considered as a well-written document or a flow of information dictating the process that a certain process will follow from the beginning until it is completely effective. It also incorporates the risks, resources, and how the management plans to mitigate the risks. This paper seeks to outline a project plan whereby we will construct an indoor arena in the state of Texas to develop the sports culture within the state as it has been left behind compared with the other states across the United States. The project has potential investors in the political scene of the state and investors who see the project solvent enough. In addition, the lead sponsor is the proposed CEO Peter Christian who is a legend Tennis player from the state.

Building
This is a project that is starting from scratch. The land has already been bought. The project head in the CEO Peter Christian, who is deputized by a project manager who is over siting the construction. Under his or her management, the project should be completed successfully. Therefore he should be competent. Under him, there are supervisors who will supervise the various departments of the construction. In order to complete in time, the project is divided into parts (Mering et al., 2017). Under the supervisors, there come the workers who are in direct contact with the building materials. This project is stipulated to be completed in three months because the local teams need to practice to compete for chances in the world positions.
The greatest risk under building is resources, particularly money. Completing a project in three months needs a lot of laborers; thus, more money (Mering et al., 2017). In terms of assumptions, in the beginning, we are assuming that the stakeholder’s money will be enough to construct and equip the state of the art arena. To mitigate against this risk is to divide the project into phases and begin with the crucial parts (Mering et al., 2017) such the gym equipment, table tennis court, basketball court, etc. and finish with parts that can wait, such as the roofing.
Transitioning
This is the part of the project whereby we transition from the implementation of the plan to the maintenance and operation (Mering et al., 2017). This stage will occur after three months when the project is completed. In order to transition smoothly, we will start advertising the arena before it is completed and notify our target audience about the time it will be completed (Mering et al., 2017). The use of billboards will help greatly, and when the projects are two weeks away to completion, we can engage the media. This way, we will get customers from the beginning, thus a smooth transition.
The main risk under this stage is if we will get enough customers and can we be able to compete with the other areas in the neighboring states (Mering et al., 2017) because we are planning to tap customers from all over the country. The only way to mitigate this risk is by providing high-quality facilities, instructors, and discounts at the beginning (Mering et al., 2017). This will attract more customers.
Operating
This part outlines the daily operating of the indoor arena. As outlined before, the CEO is the overall head, and every individual will report to him in case of any issue. He is also the major shareholder. We will also have an overall supervisor to oversee the cleaning and maintenance of the general arena. Workers doing these tasks will report to him. In the gym, we will have the gym instructor who will be in charge of everything there. It is advised not to engage in any activity without his presence. Finally, we will have an instructor or rather coaches for different games, including table tennis, basketball. Football and handball. These coaches will help adults and children to try and improve sports in this state.
The greatest assumption is that the equipment will constantly be in good condition, which in real life becomes a challenge, thus becomes a risk (Papke-Shields et al., 2017). To ensure that this assumption is fulfilled and the risk is mitigated, the facilities and equipment will regularly be maintained.
Adapting
This part involves the adaptation of the business in this part of the business world. Therefore we must understand the changes and respond to them quickly (Papke-Shields et al., 2017). We also need to tap some new opportunities that will enable us to make more profits in order to attract more investors (Papke-Shields et al., 2017). In order to adapt, we will hire a financial analyst to keep us on toes in terms of the financial changes, which will greatly affect our business (Papke-Shields et al., 2017).
The main risk that we will be facing is the changes in the regulations governing the sports facilities. Some may need the change of the structure or more money, which we might not be prepared for. Therefore to mitigate this, dividends will be distributed after putting aside an amount for emergency (Papke-Shields et al., 2017), which, if an emergency does not occur it can be given as bonuses in the next financial year.
Retiring
What happens when the current CEO retires? He is ambitious about the project. This part will be concerned with the solvency of the business (Heagney, 2016). Will it be profitable in the long-term so as to be considered as a retirement plan for a potential investor? Therefore we will have to prove the solvency of the project. We will ensure that the facilities are always maintained and incorporate the children of the society to develop their talent; therefore, we will have future customers when they grow up (Heagney, 2016). Similarly, we will be keen on any new technology affecting the sports world to ensure that we are always the best. This will encourage an investor to use the project as a retirement plan.
The main assumption here is that the customer retention capacity will be increasing from year to year. The main risk is enough resources to tap the new technology and also convincing parents that the arena is safe for their children who will be our future customers. Therefore, to make our assumption, a reality is to bring highly trained instructors who are well known (Heagney, 2016). In addition, we need to bring instructors who specialize in children to assure the parents that their children are safe.

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