Professional Project Management Framework

Transition from Conventional to Structured Delivery Model

1. Purpose

Institutionalize a structured, scalable, and outcome-driven project management framework across all projects—particularly high-volume small and mid-scale rollouts—to ensure:

• Consistent quality delivery

• Cost discipline and predictability

• Timeline adherence

• Proactive risk mitigation

• Efficient multi-project execution

Applicability:
This framework is mandatory for all New Store Openings (NSO), refurbishments, and special projects across regions.

2. Context and Need for Transition

Observed Conventional Practices

• Vendor-driven execution, over dependencies on Vendors

• Limited adherence to formal project management discipline

• Inconsistent cost, timeline, and quality tracking

• Over-reliance on individual Project Manager capability

• High operational stress when managing 100–125 concurrent projects

Resulting Risks

• Delivery delays

• Budget overruns

• Quality inconsistencies

• Financial closure gaps

• Weak audit and compliance trail

3. Strategic Shift: Structured Professional Delivery Model

Transition to a filtered, pragmatic, and globally scalable project delivery framework designed for speed, consistency, and governance.

Core Principle:
Strategy First → Structured Design and Execution → Disciplined Closure

4. DEPH Model – Project Approach Selection

Each project (or cluster of projects) shall be evaluated and classified under the DEPH model:

ApproachPrimary DriverApplication Context

D – Design Driven ( Brand experience, identity, aesthetics, Flagship, high-visibility stores )

E – Execution Driven ( Speed, coordination, rollout scale, High-volume rollout programs )

P – Procurement Driven ( Cost efficiency, vendor leverage, Budget-sensitive )

H – Hybrid ( Balanced model, Standard EBO/cluster rollouts )

This classification defines delivery strategy, vendor model, cost control approach, and governance intensity.

5. Standard Project Lifecycle Framework

All projects shall follow the 8-Stage Lifecycle Model:

1. Project Understanding & Strategy

2. Baseline Planning

3. Site Takeover Readiness

4. Vendor Mobilisation & Kickoff

5. Execution & Monitoring

6. Completion & Handover

7. Financial Closure

8. Post-Opening Stabilisation

Each stage includes defined deliverables, approvals, and exit criteria.

6. Mandatory Project Management Actionables

A. Pre-Execution Phase

Every Project Manager shall:

• Understand project context, site conditions, and environment

• Map risks, constraints, and statutory dependencies

• Define objectives and success metrics

• Finalize project approach using DEPH model

• Allocate resources and vendor strategy

Baseline Validation (Critical Control Point):

Compare and validate:

• Approved Cost vs Expected Actual Cost

• Approved Timeline (incl. rent-free period) vs Realistic Execution Schedule

• Quality Benchmarks, including:

  • GFC drawings completeness

  • Benchmark store references

  • 3D visualization vs drawing alignment

Any deviation must be escalated immediately for baseline reset and PAD revision.

B. Execution Phase

Project Manager responsibilities:

• Formal property takeover with documented condition

• Conduct structured Project Kickoff Meeting

• Track Planned vs Actual progress (daily/weekly cadence)

• Monitor Quality, Cost, and Time (QCT controls)

• Lead vendor coordination and resolve site-level adversities

• Maintain structured documentation and reporting

C. Closure Phase

Mandatory closeout protocol:

• Final quality evaluation and snag clearance

• Handover to Business/Operations/VM teams

• 30-day post-opening audit

• Joint measurement and financial closure

• Activation of maintenance and AMC framework

7. Expected Outcomes

Implementation of this framework will deliver:

• Reduced project delays

• Improved cost predictability and control

• Consistent quality benchmarks across geographies

• Stronger stakeholder coordination

• Scalable execution capability for multi-project rollout

• Improved IRR realization and capital efficiency

8. Implementation and Governance

This framework is effective immediately and will be:

• Embedded in Project Review Meetings

• Mandatory for all new project approvals

• Reviewed monthly at Head Projects level

• Audited periodically for compliance and performance

9. The Project Authorization Document (PAD)

The Project Authorization Document (PAD) is the central governance instrument authorizing project execution.

It serves as the single source of truth for:

• Scope and specifications

• Cost and financial controls

• Vendor allocation

• Risk framework

• Stakeholder alignment

9.1 Mandatory PAD Enclosures

Each PAD shall include:

• Approved Architectural, MEP, and Façade Drawings

• Approved BOQ with specifications and rates

• Vendor allocation / award details

• Historical execution learnings and known risks (location/mall/format-specific)

• Landlord/Mall agreement with execution-impact clauses

• Approved Capex and financial sanction

• Escalation matrix (internal and external stakeholders)

9.2 Execution Governance

• The Project Manager shall execute strictly in accordance with the PAD

• Any deviation in scope, cost, timeline, or specification must follow the Change Management and Deviation Approval SOP

• No informal or undocumented variation is permitted

10. PAD Structure

1. Project Overview

Objective, location, brand, format, and scope summary

2. Business Justification

ROI rationale, strategic intent, and timeline drivers

3. Scope Definition

Clear inclusions, exclusions, and interface boundaries

4. Budget & Capex Approval

Approved budget, contingencies, and financial controls

5. Key Milestones & Timeline

Critical path, stage gates, and launch commitments

6. Roles & Responsibilities (RACI)

Projects, RBD, VM, Operations, Finance, Legal

7. Resource Allocation

Architects, PMC, and trade vendors (civil, MEP, HVAC, signage, VM fixtures)

8. Stakeholder Expectations

Brand, Operations, Leadership, Landlord/Mall expectations

9. Communication Strategy

Review cadence, reporting format, decision forums, escalation matrix, SPOCs

10. Statutory & Compliance Requirements

Fire NOC, OC, structural certification, mall approvals, and local authority compliance

11. Documentation & Handover Protocol

• HOTP (Handover to Projects) – site condition, approvals, base drawings

• HOTO / HOTVM – snag status, testing & commissioning, readiness certification

• Post-Launch Maintenance Dossier – AMC/warranty matrix, as-built drawings, vendor directory, R&M protocol

12. Risk Register & Mitigation Plan

Risk identification, probability, impact, mitigation strategy, and ownership

11. Additional Governance & Control Sections

13. Change Management SOP

• Formal process for design, scope, and cost changes

• Defined approval hierarchy for Change Requests (CR)

• Version control and documentation trail

• Impact analysis (cost, time, compliance)

14. Deviation Reporting & Mitigation Strategy

• Recording deviations from approved scope/BOQ/budget

• Defined reporting thresholds (cost/time/quality)

• Root cause analysis and corrective action plan

• Escalation and approval protocol for regularisation

15. Approval Matrix & Final Sign-offs

Mandatory sign-off from:

• Finance

• Retail Business Development (RBD)

• Projects Head

• Senior Leadership

12. Closing Statement

This framework establishes a globally aligned, execution-ready, and governance-driven project delivery system. Its disciplined application will enable high-volume rollout capability with precision, predictability, and brand consistency across markets.

All Project Managers are required to internalize, adopt, and operationalize this framework in full.