Enhancing Efficiency and Scalability at Cleaning Melbourne

Introduction, context and background

Cleaning Melbourne is a Commercial Cleaning company in the commercial cleaning /facility services sector that has experienced rapid growth over the past few years. Starting with a small team (business founder owned and operated}, it has now grown to 350 plus employees. The company specializes in commercial cleaning for clients in various industries. With over 90 contracts, 80% of the revenue is derived from 15% of our major clients that are local government councils. Growing from a small-scale operation to a substantial workforce servicing a diversified client portfolio the organization has experienced significant complexity due to its rapid expansion since 2020. The increased complexity arises from managing a higher volume of service requests, especially following the gradual return to full capacity of sites post the COVID-19 pandemic. The growth in the client portfolio, from 10 local councils to currently 15 local councils and numerous other successes in non-government clients has increased sites to be managed from 400 in 2020 to over 1000 in 2023. The quick and significant expansion in end-to-end operations has necessitated the need for restructuring and efficiency improvements. In my capacity as HR Manager, I am tasked with establishing and implementing comprehensive HR frameworks, systems, processes, and policies. My responsibilities encompass overseeing day-to-day HR operations, such as document preparation, ensuring employee benefits, compliance with employment laws, and maintaining accurate HR records. Additionally, I play a crucial role in supporting the business in achieving its objectives by aligning strategic HR goals with overall business initiatives. Proactively identifying opportunities for improving HR services and effecting meaningful changes is a key aspect of my role.

Concept/aim

With the rapid growth of the company, the existing operational structure and processes are becoming inefficient and causing bottleneck example: Because there is no centralized database for client data and order history, employees typically struggle to access vital information, which causes delays in decision-making and customer assistance. The lack of a well-defined operational structure, systems and workflow is hindering productivity, service and the ability to scale seamlessly. Example: The lack of precise job descriptions causes confusion and redundant work within teams, such sales and marketing, which results in inconsistent message and lost cross-selling chances.

Aim: The aim of this project is to propose a restructure of the end-to-end operations. Streamline processes, and implement efficient workflows to accommodate the growth while ensuring operational excellence. There has been an overwhelming workload faced by the operational line management due to the company's rapid growth. By restructuring operations, streamlining workflows, integrating appropriate technologies, and enhancing area managers' technical skills, we strive to achieve operational excellence, enabling seamless scalability whilst sustaining high service standards. Ultimately, the organization intends to attain operational excellence, which entails being extremely efficient, offering top-notch customer service, and growing without sacrificing these values.

Objectives of the project

This project aims to enhance operational efficiency, improve contract management delivery, and ensure sustainable growth for Cleaning Melbourne. Be specific about what this means My goal in leading this project is to drive significant changes within Cleaning Melbourne, streamlining how we operate and strengthening our organization. The project has several key objectives. First, streamlining the organisational structure enabling scalability, improved contract distribution across area managers and greater clarity through roles, responsibilities and reporting lines aided by clearer key performance indicators these KPI’s will be key. Second, we'’ll closely examine our current processes to find any inefficiencies and suggest improvements based on data think about current baseline data that evidences the problems with current processes so you can map improvements as a result of your work. Lastly, implementing a mobile workforce management system will be a major step forward, promising improved operations, less waste, streamlined processes and workflows, with more efficient information management by reducing data handling and entry to a single source of truth. These objectives combined will significantly enhance our organizational capabilities and capacity, positioning us for sustained and scale able growth and success in the competitive commercial cleaning sector. In summary, this project aims to streamline how we operate, making Cleaning Melbourne a hub of operational excellence and outstanding service. Through these objectives, we strive to strengthen our organization, not just meeting but surpassing the expectations of our clients and stakeholders.

Sponsor support

I am committed to supporting the planning, implementation and evaluation of the organisational capability project.

Name: _________________________________________

Job title: _________________________________________

Signature: _________________________________________

Project Proposal

Project management methodology

It is essential to choose the right project management methodology while improving organizational capability. Alternative strategies like the Problem Solving Cycle, Action Research, or formal techniques like Agile, Waterfall, and PRINCE2 must be taken into account. The approach that is selected should fit the particular requirements and goals of the project. The choice to use a project management methodology is based on its structured framework, which is renowned for meeting objectives and delivering projects on schedule and within budget. For this live project, the agile methodology is chosen which will allow us to breakdown the number of processes required in cleaning Melbourne. This methodology can only be applied through collaboration and making required improvements on every stage of the processes. Its well-defined procedures offer precise direction for organizing, carrying out, and overseeing the project, lowering risks and uncertainties. Additionally, it guarantees that the project stays in line with the strategic goals of the company, improving stakeholder communication, risk management, and resource allocation. A project management methodology is also a great option because of its versatility. It can be adjusted to suit a range of project sizes, from small-scale tweaks to large-scale organizational changes. This flexibility makes it possible to take a methodical, disciplined approach that increases the chances of success. In conclusion, a project management methodology is the better option, even though alternatives like the problem solving cycle and action research have advantages of their own. Its methodical, flexible, and tried-and-true framework encourages effective project management, alignment with corporate goals, and overall project success. In the end, it provides a methodical strategy that reduces risks and guarantees that the improvement of Organizational Capability stays a priority, which makes it the best choice for the current work (Mendoza et al. 2019). 

Literature/research/benchmarking

At Cleaning Melbourne, we start with a thorough analysis of industry best practises covering a variety of critical areas in order to improve productivity and scalability. In order to begin, we will perform a thorough review of the literature, looking into scholarly works, articles, and reports that cover a wide range of subjects, such as the best cleaning methods and procedures for different kinds of facilities, the newest cleaning tools and technology, environmentally friendly and sustainable cleaning techniques, workforce management and training, client relationship management, and adherence to industry standards and laws. These are all the processes that will be covered through Agile management of the cleaning process. Each of these processes will have one head who will look over the management of these processes. Furthermore, we will consult industry standards and benchmarks set by trade associations, using them as a point of comparison to assess our performance and pinpoint areas in need of improvement. We will carefully examine the methods used by competitors, taking note of effective strategies that we can easily incorporate into our own operations. Another essential component is getting feedback from our clients. We do this through surveys and direct communication to find out about their expectations, areas of discomfort, and areas where we can improve the services we provide. In addition, a comprehensive assessment of the most recent cleaning technologies and software programmes will be conducted, with particular attention to scheduling, task distribution, reporting, and quality assurance. Lastly, the evaluation will cover best practises for staff training and development. This is important because it will help to establish a highly qualified and driven team with specific training in areas like customer service, eco-friendly practises, and health and safety. This comprehensive, empirically-based strategy aims to harness current understanding and tried-and-true techniques to help Cleaning Melbourne make improvements. By using this strategy, we hope to improve client satisfaction, optimise our business processes, satisfy changing needs, and maintain our competitive edge in the ever-changing commercial cleaning sector (Zaki, 2019).

Stakeholder mapping

We have identified a number of important stakeholders in this project's stakeholder mapping, all of whom have high power and high interest, demonstrating their substantial influence and investment in the project's results. The project sponsor is one of the important stakeholders. Because of their significant power and resources, they must communicate often and openly in order to keep the project's goals in line. Due to their direct engagement in project execution, the members of our project team are also important stakeholders, therefore good communication and teamwork are essential to the project's successful completion. The clients are a key stakeholder group because the project directly affects their wants and expectations; we will build ongoing, open lines of communication to make sure we understand and meet their changing needs throughout the project's lifecycle. Regulatory bodies are significant stakeholders whose approvals are necessary to guarantee project compliance. We will use Kantor's framework to customize our communication approach and comprehend the unique wants and concerns of our diverse range of internal stakeholders (Lewis, 2019). This will be outlined in our stakeholder management plan. This detailed plan, which is attached, details our communication approach and includes information on how often, through what channels, and with what messages to make sure that stakeholders are informed and involved, that their expectations are managed, and that their concerns are taken care of during the project. All of these stakeholders have different roles to fulfil in the project of cleaning Melbourne directly or indirectly. The indirect stakeholders are the shareholders and people who will be impacted due to the project, whereas direct stakeholders are the project sponsor, process heads, workers, and more. They are directly impacted by the success or failure of the project.

Project timetable

Week 1-2: Planning and Initiation of the Project

- Specify the goals and scope of the project and involve the important parties.

- Create a thorough project plan.

Research and Needs Analysis, Weeks 3-6

- Review existing research, compare results to industry best practices, and gather information.

- Examine organizational requirements.

Strategy Development: Weeks 7–10

- Create project plans and provide KPIs, or key performance indicators.

- Create an implementation strategy.

Schedule 11–18: Execution

- Begin project phases, track development, and make necessary modifications.

Training and Skill Development Weeks 19–22

- Conduct training courses for area managers and staff members.

- Develop technical abilities as required.

Monitoring and Evaluation Week 23–28

- Create a system for performance tracking, KPI measurement, and continuous observation.

- Consistently assess the project's effects and obtain input from stakeholders.

Weeks 29–30: Reporting and Project Closure

- Write the project's final report.

- Review the project with important stakeholders to make sure it's in line with organizational objectives.

This 30-week schedule, which includes important activities and benchmarks at every stage, offers an organized method for administering an organizational capability project. Please be aware, nevertheless, that the complexity and scope of the project may affect the timetable and certain tasks. It is imperative to conduct frequent reviews and make necessary adjustments to the schedule during the project to guarantee its effective completion.

Resources

For an Applied Project in Organizational Capability to be successful, effective resource management is essential. The following is a summary of important resources, along with their dates and goals: A cross-functional project team made up of HR specialists, project managers, data analysts, and organizational development specialists is essential for managing human resources from the start of the project to its conclusion. Throughout the course of the project, it is also necessary to manage and communicate with a variety of stakeholders, which calls for the involvement of individuals trained in stakeholder engagement and communication. Financial resources are just as important and need a detailed budget to support project elements including technology procurement, training, research, and implementation. To improve worker capacities, specifically fund employee training and skill development initiatives. Set aside money for the purchase and installation of any necessary tools and technology, such as communication platforms, project management software, and data analysis equipment. Phase-wise allocation is required for time management in order to guarantee that every project phase—from start to finish—is well-structured and timed to maximize resource utilization. This includes research, strategy development, implementation, training, monitoring, and assessment. When resources are managed well, a project can stay on course, achieve its goals, and improve the organization's capacity all while adhering to schedule and budgetary restrictions and producing effective project outcomes.

Risk management

For an Applied Project in Organizational Capability to be successful, a thorough risk identification, assessment, and management plan are essential. The following are the main hazards and the accompanying management approaches for them: First, a lack of resources—financial or human—can impede the advancement of a project. Plan resources carefully, keep an eye on utilization, and make necessary adjustments to allocations in order to lessen this. Second, a strong change management strategy can be put in place to mitigate the common risk of scope creep by evaluating the effects of scope changes on resources, schedule, and money. Thirdly, proactive involvement, effective communication, and tactics to address possible causes of resistance can all help reduce the possibility of stakeholder resistance. Fourth, technical difficulties or compatibility problems might arise in initiatives requiring the installation of technology; these risks can be minimized by careful testing, personnel training, and piloting. Finally, to secure sensitive information in the event that privacy and data security issues surface, follow strict regulatory requirements, data protection procedures, and security measures. To ensure proactive risk management and effective project delivery, establish a risk management team and have them examine, assess, and update risk assessments and mitigation methods on a frequent basis throughout the project's lifecycle. It takes constant observation and adjustment to handle new risks, preserve project resilience, and ensure overall success. Transparency and confidence in the project's risk management strategy are fostered through regular reporting and risk communication with stakeholder (Renn, 2020). By making this kind of change, risks explained above are inevitable. These risks requires significant measures in order to keep the project on schedule. For a risk like conflicts which can delay the project by a significant time, it is important to impose effective communication practices that has been applied in the project.

Evaluation

SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals and a combination of qualitative and quantitative measurements will be used to assess the effectiveness of the Applied Project in Organizational Capability. The efficacy of change management initiatives, stakeholder satisfaction, and work quality will all be evaluated using qualitative methods (Akingbola et al., 2019). Monitoring cost performance, adhering to schedules, and using key performance indicators (KPIs) that are associated with organizational capability—like staff productivity, customer happiness, and revenue growth—are examples of quantitative measures. SMART objectives have been established in order to decrease process duration, boost client satisfaction, control expenses, and enhance quality. The project team will evaluate project management on a regular basis by looking over time, cost, and quality metrics. Any deviations from the project plan will be addressed with corrective actions and change management techniques. Project audits conducted on a regular basis will guarantee compliance with policies and objectives of the organization. To precisely gauge the project's impact during execution, baseline data gathered before to the project's start will be utilised. The accomplishment of SMART goals, stakeholder satisfaction, cost management, deadline adherence, and the influence on key performance indicators linked to organizational capability will ultimately be used to determine the project's success. This thorough assessment will give a clear picture of the project's efficacy and how it improved the organization's capacity as a whole (Turner, 2022). Through the Agile method, each direct stakeholder update their work done in a day on the employee management software, this is used to evaluate their performances. Based on the work done by the labour, the work in the project is divided so that total required work in a day could be managed efficiently.

Appendices

You may use tables, figures, charts etc. from your workplace to provide necessary details if required. Note: The appendices do not count in the word limit. Examples of appendices include your detailed risk management plan, stakeholder and communication plan, detailed project timetable (e.g. Gantt chart).

References

Akingbola, K., Rogers, S. E., Baluch, A., Akingbola, K., Rogers, S. E., & Baluch, A. (2019). Evaluating change in nonprofit organizations. Change management in nonprofit organizations: Theory and practice, 223-250. Retrieved From: https://link.springer.com/chapter/10.1007/978-3-030-14774-7_10 

Lewis, L. (2019). The power of strategic listening. Rowman & littlefield. Retrieved From: https://citeseerx.ist.psu.edu/document?repid=rep1&type=pdf&doi=6cf79432327fe88a184386922c178742979ccdd7 

Mendoza, J. M. F., Gallego-Schmid, A., & Azapagic, A. (2019). A methodological framework for the implementation of circular economy thinking in higher education institutions: Towards sustainable campus management. Journal of cleaner production, 226, 831-844. Retrieved From: https://www.researchgate.net/profile/Joan-Manuel-F-Mendoza/publication/332366297_A_methodological_framework_for_implementation_of_circular_economy_thinking_in_higher_education_institutions_Towards_sustainable_campus_management/links/5cb2fdaba6fdcc1d49932de9/A-methodological-framework-for-implementation-of-circular-economy-thinking-in-higher-education-institutions-Towards-sustainable-campus-management.pdf 

Renn, O. (2020). Risk communication: Insights and requirements for designing successful communication programs on health and environmental hazards. In Handbook of risk and crisis communication (pp. 80-98). Routledge. Retrieved From: https://citeseerx.ist.psu.edu/document?repid=rep1&type=pdf&doi=6cf79432327fe88a184386922c178742979ccdd7 

Turner, J. R. (2022). The handbook of project-based management. Prentice Hall. Retrieved From: http://portal.belesparadisecollege.edu.et:8080/library/bitstream/123456789/1809/1/1GZFVNWJZB34QIXLR4WF.pdf 

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