Chady Attieh

12074043

Prepared To Dr. Nasri Bakhos

Historical Background
The company debuted in 1984, when a young boy who was quite an entrepreneur, decided that his mother's homemade crepes were a product to market. He spent his time in the kitchen, carefully watching his mother creating fantastic crepes. With that same recipe, he practiced the art of making the actual crepe, opened a small crepe stand and named it Crepaway. (www.crepaway.com). Since that time, Crepaway has grown to become one of the most beloved restaurants in the region. Founded in 1985 as a Limited Liability Company (SARL), Crepaway officially established itself as a Joint Stock Company (SAL) in 2003. (www.crepaway.com). Under the helm of inspired leadership, Crepaway grew and expanded operations across Lebanon, rapidly gaining a reputation as a funky place to sit back and enjoy the meal. In 2002, Crepaway took its concept abroad and opened the first regional branch in Cairo. This was followed by branches in KSA and Qatar. (www.crepaway.com). Ever since its first days as a small kiosk, Crepaway acquired a reputation for its quirky menu and repertoire of tasty crepes named after foxy women. With names such as Lili, Martine and Michle, the crepes now make up only a part of a packed menu that includes a famous line of mouthwatering appetizers, salads, burgers, sandwiches, platters and desserts. What marks Crepaway out from other casual restaurants is its formula for mixing food and fun. The Crepaway dine-in concept features a unique and trendy ambiance called Food & Mood , a successful formula involving a variety menu* with high quality food standards in a lively, feel-good atmosphere and a hip environment. Accordingly, a lighthearted mood pervades the establishment, with young trendy waiters, loyal guests and management that engage in the vibrant Crepaway spirit. Since 1984, Crepaway Corporation has succeeded in leading the way forward in Lebanon s dining industry, creating out of its success a model followed by other restaurant chains and held up in universities as a case study for successful enterprises. Today, Crepaway Corporation, which is established in Lebanon, operates nine outlets throughout the country with its famous menu while the brand has been crafted into an established franchise. (www.crepaway.com). In 2005, Crepaway launched the Crepaway Foundation, an independent, non-profit philanthropic institution funded by Crepaway Corporation. Crepaway is committed to supporting the improvement of

quality of life in its communities by being actively involved in the growth and welfare of society. The Foundation contributes to the development of worthwhile projects and organizations in fields that include health and human service programs, educational endeavors, civic activities, cultural and artistic initiatives in addition to environmental efforts. Today, Crepaway is continuing to treasure what it values the most as an organization: An environment with quality service and food.

Vision Statement
Live Crepaway A Vision Statement representing the fundamental aspirations and our purpose of existence that appeals to the associates, guests, partners and community hearts and minds. The secret of the brand s success rests above all in its ability to speak directly and powerfully to consumers, whether it is through effective media advertising that shouts out Crepaway or a high quality dining experience. The spirit of Crepaway is reflected in the premium quality of food service and is coupled with a warm, welcoming environment that promises the best in courteous and casual hospitality, stylish decor and lively entertainment.

Mission Statement of Crepaway

We Provide A Quality Environment for Good Food & Good Mood. This statement reflects our great importance given to Quality and our efforts to establish it in all of our practices and to institute it as one of our top priorities. Whether in our service, product development, kitchens, management systems, marketing & communication approaches, Quality is always given great significance.

Goals & Objectives

In this section, discussion will be about the strategic, tactical and operational goal of new Crepaway concept. 1: Strategic Goals y y y y Increase sales by 5% in the coming 5 years. Provide a decent average check, 12 $ with an affordable purchasing power. Position Crepaway as quality business restaurant, with consistent food quality choice. Continuous expansion to cover the entire Lebanese market.

2: Tactical Goals y y Increase Sales by creating awareness and persuasive advertising campaign. Stress on the Research & Development in order to better understand the needs and wants of customers along with improving the quality of the food offered.

3: Operational Goals y Implement the Service Manual Manuscript in all branches in order to maintain a standard service in all outlets. y In search of alternative suppliers in the Lebanese market in order to prevent shortage in raw materials due to the political and economical situations. y Set Sales targets and implement the Sales Plan according to each branch demand and meet its monthly forecast.

Customer Focus
Crepaway will provide quality service to its customers by listening, understanding their needs and responding fairly.

People
Crepaway will attract, motivate and retain high performing people in all areas of our business. In addition, it will provide superior training, product knowledge and support to ensure that people have the knowledge and incentives to succeed. The company is committed to competitive performance based on equal career opportunity and merit, and its also committed to the highest standards of achievement.

Suppliers
The company is dealing with a large number of suppliers, dealing with all the market in Lebanon. The primary objective is to assure a standard quality in our products. Mainly the products related to this business are: raw material (meat,vegetables and dairy products),bread,oil, perishable products. Many suppliers became partners, related to the brand by providing their quality products: y y y y y Prunelle , the bread factory. Tannourine, the water supplier. Pepsi & Co, all kind of soft drink produced by Pepsi industry. Nescafe, the coffee brand from world wide Nestle. Hawa Chicken, the Lebanese poultry farms.

As for the alcohol suppliers, no exclusivity for any company, the diversification of suppliers due to the competition in the market in this business.

Competitors
y Direct competition Therefore Restaurants, that offer the same category of Food, such as Bob s Diner, Roadster Diner,

TGI Friday s, Apple B s and Chili s .Competing in this industry with another QSR, Quick Service Restaurant could be healthy and challenging. y Indirect competition There is another category of restaurants with different types of food, customers, service and pricing. Every other restaurant could be a potential threat in the long-run. Many food styles are found in this

industry such as American fast food, Chinese food, Lebanese food, international cuisine and Sushi cuisine.

Routine projects at Crepaway

Outdoor events & caterings. The following events meet Crepaway s sponsorship criteria: Music festival, Karaoke nights and Prime Thursday s. Sports, especially Euro and world football championship. Private Caterings. Theme nights in the bar area in different locations. Seasonal events (Halloween, Layali Beirut ). Schools and Universities fairs and events.

y y y y y y

Projects that Crepaway might engage in

Open a new department which is project management department that deals with new projects toward success. Make online system that makes people deliver an order through internet. Make new branches all across the Arab countries and all over the world. Develop an inventory system.

Criteria
Improves quality of service, product. improve employees skills and techniques provides positive NPV Supports key business objectives Has strong customer support easy to produce low risk

Weights

P1 (RS) 75 90 40 65 85 50 55 460

20% 20% 10% 10% 20% 10% 10%

P1 P2 P2 P3 P3 P4 P4 (WS) (RS) (WS) (RS) (WS) (RS) (WS) 15 80 16 80 16 75 15 18 90 18 70 14 80 16 4 50 5 40 4 55 5.5 6.5 60 6 50 5 65 6.5 17 85 17 80 16 70 14 5 30 3 70 7 40 4 5.5 60 6 70 7 50 5 71% 455 71% 460 69% 435 66%

total weighted scores

total weighted scores

71% 71% 69%

66%

total weighted scores

Statement of Work for Crepaway Restaurant

I. Company Background and Objectives The company debuted in 1984, when a young boy who was quite an entrepreneur, decided that his mother's homemade crepes were a product to market. He spent his time in the kitchen, carefully watching his mother creating fantastic crepes. With that same recipe, he practiced the art of making the actual crepe, opened a small crepe stand and named it Crepaway. Today, Crepaway is continuing to treasure what it values the most as an organization: An environment with quality service and food. Crepaway s main business objective is to provide its customers a unique experience by offering them a large variety of food, combined with a professional and friendly service in a great atmosphere.

II. Scope of Work: The project consists of developing an inventory system for inventory stock which will enable the automatic replenishment of inventory with continuous status reports about inventory levels. The system should also have an interface with the sales system in order to link sales with inventory levels. This work will need special resources as system analysts, IT programmers, and database administrators. This project will use various system analysis tools like visible analyst and will be coding on JDK (Java Development Kit) for its user friendliness. The database will be developed using SQL server DBMS.

III. Problem/Opportunity Statement Crepaway was facing many problems with its paper-based inventory system. Documents were at risk of having transcription errors which can lead to costly and timely inaccuracies. The launch of the new inventory system would be a great advantage for Crepaway in order to manage and control all processes and transactions. The system will generate constant status reports and give accurate information concerning inventory replenishment, sales levels, etc...

IV. Assumptions and Constraints Assumptions for this project include an unstable political situation in the country which might prevent the completion of some tasks. Constraints for this inventory system include budget constraints where developing and maintaining this system would require a big budget. Another constraint is the organizational constraint where employees

might not be receptive to the new system because they have come adjusted to the way they do transactions.

V. Location of Work: The Work will be done at the Creapaway Company headquarters located in Jounieh, and part of the interviews will he done on Crepaway branches.

VI. Period of Performance: The work is expected to start on 15 June 2011 and to finish on 20 October 2011 a period of around 120 days.

VII. Deliverables Schedule: Project Deliverables: 1-Statement of work: Defining all the works and deliverables of the project 2-Work breakdown structure (WBS): Specifies all the work and work packages to be accomplished by the team members. 3-Project budget plan: project cost. 4-Risk management report: identifying the risks that might affect the success of this program. 5-Project execution: the execution of the project.

Product Deliverables: 1- Logical and physical design diagrams of the system during the execution of the project. 2- Sales report. 3- Inventory level report. 4- Supplier information report. 5- System status report.

VIII. Applicable Standards: These are company or industry-specific standards that are relevant to performing the work.

Due to the special nature of the project in the execution phase many standards should be followed in the means of IT security and reliability of the service that will be an outcome from the project.

IX. Acceptance Criteria: The buyer organization will have a specific criteria upon which it chooses whether the project outcome can be accepted or not the criteria contains many points of evaluation such as: The quality of the service provided by the website and the degree of compatibility with the desired requirements. The quality of security and the security method used to protect the whole system.

WBS (without resources, duration, sequence)

1.0 Conceptualization 1.1 Identify required stakeholders and analyze them 1.2 Understand current organization and its structure/culture 1.3 Define problem/opportunity/directive 1.4 Define project goals and objectives 1.5 Define project constraints and make assumptions 1.6 Define/Finalize project charter 1.7 Obtain approval to proceed to planning 1.7.1 Meet with project key stakeholders (sponsors, key executives) 1.7.2 Obtain signature to proceed 2.0 Planning 2.1 Plan the scope 2.1.1 Define scope statement (SOW) 2.1.2 Define WBS 2.1.3 Obtain agreement signature on scope 2.2 Plan the schedule 2.2.1 Define/Finalize project activities (WBS) 2.2.2 Estimate activity duration 2.2.3 Define activity sequencing 2.3 Plan the cost 2.3.1 Define resources 2.3.2 Estimate activity/resource costs 2.3.3 Develop budget baseline 2.4 Plan for risks 2.4.1 Identify risks 2.4.2 Analyze risks 2.4.2.1 Conduct qualitative analysis 2.4.2.2 Conduct quantitative analysis 2.4.3 Develop risk response strategies

2.5 Plan for HR 2.5.1 Determine HR requirements 2.5.2 Determine skills needed 2.5.3 Develop organizational chart 2.5.4 Develop RAM

2.6 Plan for quality 2.6.1 Determine required quality standards 2.6.1.1 Determine product quality standards 2.6.1.2 Determine process quality standards

2.7 Obtain approval over planning to proceed to execution

3.0 Execution 3.1 Undergo requirement analysis 3.1.1 Define functional requirements 3.1.2 Define non-functional requirements 3.2 Undergo system analysis 3.2.1 Undergo logical analysis & design 3.2.1.1 Define context level diagram 3.2.1.2 Define System level diagram 3.2.1.3 Define Zero level diagram 3.2.1.4 Define ER diagram 3.2.1.5 Define use-case diagram 3.2.1.5.1 Define graphical use-case 3.2.1.5.2 Define narrative use-case 3.2.2 Undergo physical analysis & design 3.2.2.1 Define sequence diagram 3.2.2.2 Define physical object/class diagram 3.3 Develop the system 3.3.1 Code the program 3.3.2 Develop the database 3.4 Test the system 3.4.1 Perform a small scale test 3.4.2 Review system with client 3.4.2.1 Meet with client and perform demo of system 3.4.2.2 Obtain approval to proceed to implementation of system 3.5 Implement the system 3.5.1 Install the system on computer systems 3.5.2 Undergo trial functioning of system 3.5.3 Undergo/Finalize last check of the system 3.6 Conduct quality assurance

4.0 Monitor/evaluate/control 4.1 Conduct scope control 4.2 Conduct schedule control 4.3 Conduct cost control 4.4 Conduct risk control 4.5 Conduct HR control 4.6 Conduct quality control 4.7 Conduct integration control

5.0 Finish/Termination 5.1 Obtain final approval 5.2 Close administrative activities 5.3 Approve results 5.4 Receive feedback Conduct lessons learned analysis

Risk analysis and Response Strategy

Because risk management and IT project management go hand-in-hand, experienced IT project managers never start a project without a risk-management strategy in mind. Often, at the heart of that strategy is a strong focus on quality control. The first step in risk management is risk identification where we define and categorize risks in groups. The major risks of our project are: 1. Schedule risk: The risk of running late on schedule is a major risk that exists in this type of projects in general. In our project the probability/likelihood of this risk occurring is high especially during the execution phase due to technical problem in the hardware/software or due to sudden absence of team members internal and external. The impact of this risk is high because it will affect the delivery of the project on time and the image of the whole company. Response Strategy: -Have a backup for all the data on the hardware -Have an extra reserve of each item of the hardware in case something fails - Contingency plan regarding absence of team members where personnel are put on standby to fit in the position of any absent team member. 2. Financial risk: The risk of cost overturn is one of the most feared risks in our project and it has to be treated with extreme caution due to the limited privilege in using resources money wise. The factors leading to this risk include low estimated costs of hardware/software, and demands of team members. This risk has a low probability of happening because of the experience of the team members (internal/external) in this type of projects. However, it has a high impact on the project if it happens. Response Strategy: To overcome this issue we have to have a well defined scope from the beginning that limits all the factors in one frame and more over we have to increase the intended budget by a certain amount to have a reserve in case it is needed. 3. Quality risks: Having low quality product is a huge risk where such a problem may appear at the end of the execution phase of the project and its effect will be devastating to our company s reputation and it will lead to decrease in future projects demands. However, with the project team available and their expertise in this type of projects the likelihood of this risk happening is minimal. The impact on the other hand is high. Response Strategy:

Minimize the effect of such risk happens by outsourcing part of the project so the impact will be shared and it s better to keep in contact and to take approvals for each step with the customer of the project in order to avoid any misunderstanding in any requirement and to maintain a high quality of the total outcome. 4. Technological risk: The risks of failure equipment are totally random in nature. In such project that demands a heavy use of computer equipment, the likelihood of failure of this equipment is relatively high and its impact on the whole project and its outcome is also high. Response Strategy: To mitigate this risk we will have a reserve backup of equipment that will provide instant alternatives in case of any failure in addition to software backups stored in many locations. This will decrease the impact of this risk on the schedule and cost of the project. 5. Human Resource risk: The risk of failing external team members in our project is a major role for services provided by external team members such as database design and development, system design and development and programming. The likelihood of this risk happening is low-to-medium with a high impact on the outcome and schedule of the project. The majority of the tasks in the execution phase depend on the collaboration and frequent communication with the external team members in order to stay aligned with the scope (requirements/cost/schedule) of the project. Response Strategy: In order to eliminate or minimize this risk, specific and specialized criteria should be adopted in recruiting external team members. In addition, backup personnel should also be available in case of any member not delivering his tasks in the required way.

The second step in risk management is risk analysis of the probability and consequence by using the qualitative and quantitative analysis methods. We begin with the qualitative method, the risk management assessment matrix as follows: R1 has high probability and impact. R2 has low probability and high impact. R3 has low probability and high impact. R4 has high probability and impact. R5 has low-to-medium probability and a high impact.

The quantitative method uses the risk scoring method where we identify and assess the probability and consequences of failure. We use a scoring model to come up with a scale for each risk: low 0.1, medium-low 0.3, medium 0.5, medium-high 0.7, high 0.9, and very high 1.

Calculating overall probability: Pf = Pr/n Calculating overall consequence: Cf = Ci/n Calculating overall risk factor: RF = Pf + Cf (Pf)*(Cf)

Probability: complexity (0.5), team size (0.3), location (0.3), team experience (0.1), dependency (0.5) Consequence: schedule (0.9), cost (0.7), quality (0.5), reputation (0.7), overall outcome (0.5)

Pf = (0.5+0.3+0.3+0.1+0.5)/5 = 0.34 Cf = (0.9+0.7+0.5+0.7+0.5)/5 = 0.66 RF = 0.34 + 0.66 (0.34)*(0.66) = 0.7756 Therefore, the project is of high risk.

ID TaskName 1 Start /Initiate the Project 1 2 3 4 5 6 7 8 9 10 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Identifyandanalyzestakeholder 1.1 /culture 1.2 Understandcurrentorganizationandits structure Defineproblem /opportunity /directive 1.3 Defineprojectgoals andobjectives 1.4 Defineprojectconstraints andmakeassumptionss Defineconstraints 1.6 Obtain approval to proceed to planning Obtainsignaturetoproceed 1.7.2 Plan The Scope 2.1 definescopestatement 2.1.1 definewbs 2.1.2 Obtainagreement signatureonscope Plan the schedule 2.2 )WBS(Define /Finalize project activities 2.2.1 Estimate activityduration 2.2.2 Define activity sequencing 2.2.3 Plan the cost 2.3 Define resources 2.3.1 Estimate activity /resource costs 2.3.2 Develop budget baseline 2.3.3 Plan for risks 2.4 identifyrisks 2.4.1 Analyse risk 2.4.2 conduct qualitative analysis 2.4.3 conduct quantitative analysis plan for H /R 2.5 determine H /R requirements 2.5.1 Determine skills needed 2.5.2 2.4.4 2.1.3 1.7 1.7.1 )sponsors , keyexecutives (Meetwith project keystakeholders 1.5

Duration 10days 5days 6days 7days 7days 7days 10days 9 days 8days 9days 18days 12days 10days 10days 12days 14days 13days 14days 14days 14days 13days 14days 14days 16days 15days 15days 16days 16days 14days 12days 13days

Start 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10

Finish ' 18 13/05/10 06/05/10 07/05/10 10/05/10 10/05/10 10/05/10 13/05/10 12/05/10 11/05/10 12/05/10 25/05/10 17/05/10 13/05/10 13/05/10 17/05/10 19/05/10 18/05/10 19/05/10 19/05/10 19/05/10 18/05/10 19/05/10 19/05/10 21/05/10 20/05/10 20/05/10 21/05/10 21/05/10 19/05/10 17/05/10 18/05/10

10'

25

10' 02

10' 09

10' 16

10' 23

11 planning 2

ID Task Name 32 33 34 35 36 37 38 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 Develop organizational chart 2.5.3 develop RAM 2.5.4 Plan the quality 2.6 Determine required quality standards 2.6.1 Determine product quality standards 2.6.1.1 Determine process quality standards 2.6.1.2 Obtain approval over planning to proceed to execution 2.7 Undergo requirement analysis 3.1 Define functional requirements 3.1.1 Define non -functional requirements 3.1.2 Undergo system analysis 3.2 undergo logical analysis & design 3.2.1 Define context level diagram 3.2.1.1 Define System level diagram 3.2.1.2 Define Zero level diagram 3.2.1.3 Define ER diagram 3.2.1.4 Define use -case diagram 3.2.1.5 Define graphical use -case 3.2.1.5.1 Define narrative use -case 3.2.1.5.2 Undergo physical analysis & design 3.2.2 Define sequence diagram 3.2.2.1 Define physical object /class diagram 3.2.2.2 Develop the system 3.3 Code the program 3.3.1 Develop the database 3.3.2 Test the system 3.4 Perform a small scale test 3.4.1 Review System with client 3.4.2 Meet with client and perform demo of system 3.4.2.1 Obtain approval to proceed to implementation of system 3.4.2.2

Duration 14 days 14 days 15 days 15 days 15 days 15 days 18 days 37 days 20 days 19 days 20 days 27 days 25 days 24 days 24 days 24 days 24 days 25 days 25 days 25 days 27 days 27 days 27 days 30 days 30 days 30 days 36 days 33 days 36 days 35 days 36 days

Start 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10

Finish 0' 18 19/05/10 19/05/10 20/05/10 20/05/10 20/05/10 20/05/10 25/05/10 21/06/10 27/05/10 26/05/10 27/05/10 07/06/10 03/06/10 02/06/10 02/06/10 02/06/10 02/06/10 03/06/10 03/06/10 03/06/10 07/06/10 07/06/10 07/06/10 10/06/10 10/06/10 10/06/10 18/06/10 15/06/10 18/06/10 17/06/10 18/06/10

10'

25

10' 02

10' 09

10' 16

10' 23

39 Execute the Project 3

ID Task Name
 

Duration w mw


Start
" !  

Finish

18

10'

25

10'

02

10'

09

10'

16

10'

23

61 62 63 64 65 66 67 69 70 71 72 73 74 75 76 C 77 78 79 80 C 68 M

eet with client and perform demo of system m

3.4. .1 3.4.2.2

35days 36days

30/04/10 30/04/10
" !  

btain approval to proceed to implementation of system

)

Install the system on computer systems ndergo trial functioning of system q 3.5.2 ndergo/Finalize last checkof the system

3.5.1 3.5.3

37days 37days 37days 37days

30/04/10 30/04/10 30/04/10 30/04/10

Conduct scope controle 4.1 Conduct cost controle 4.3 Conduct risk controle 4.4 conduct H /R controle 4.5

39days 39days 39days 39days 39days 39days

30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10 30/04/10

" !  

Conduct schedule controle 4.2

Conduct quality controle 4.6 conduct integration controle

& ) 35( 43 3 7

4.7

39days
0

btain Final Approval 5.1

45days 45days 47days 47days

30/04/10 30/04/10 30/04/10 30/04/10

01/07/10 01/07/10

Receive feedbacks 5.2 Close administrative activities 5.3 Documenting lessons learned 5.4

1 !  

1 ! 0 )

" !  

1 !  !

m m
2

" !  #!

60

0 8

356 353  4 533 7  54 4 43

 ( ' 2

$ &

17/06/10 18/06/10

21/06/10 21/06/10 21/06/10 21/06/10

23/06/10 23/06/10 23/06/10 23/06/10 23/06/10 23/06/10 23/06/10

05/07/10 05/07/10

References
Crepaway Corporation [online] available: http://www.crepaway.com What are the projects that Crepaway is engaged in or might engage in? Mr. Albert Majdalani Personal interview with: