MGT72004 Project Management & Consultancy Assessment 1, 2026 | Taylor’s University

MGT72004 Assessment 1

Assignment Overview

This assessment is designed to develop your ability to critically analyze real-world project conceptualization through the lens of entrepreneurial thinking. Through your written analysis, you will demonstrate how core entrepreneurial competencies can enhance project outcomes.

The task also encourages you to apply theoretical knowledge to practical scenarios, strengthening your ability to evaluate trade-offs, propose solutions, and build strong business cases in dynamic project environments.

This assignment consists of only ONE (1) part:

Part A – Individual Task

• Please review the assessment scenario provided to complete the task.
• Prepare a written report that thoroughly addresses all FIVE (5) discussion areas stipulated in the task. These FIVE (5) discussion areas should be covered holistically and comprehensively.
• Submit your written report within the answer box provided in this document.

Learning Alignment

MLO 1: Integrate entrepreneurial skills necessary for problem solving in the area of business and consultancy

Solarvest Holdings Berhad – Conceptualization of an ERP Project to Improve Project Management & Operational Efficiency

Solarvest Holdings Berhad (“Solarvest”) is one of Malaysia’s leading Engineering, Procurement, Construction & Commissioning (EPCC) companies in the solar photovoltaic (PV) energy sector. Founded in 2012, the company initially focused on residential solar installations; it has since expanded into commercial, industrial, and utility-scale solar projects.

By 2018, Solarvest had grown substantially—both in terms of staff (around 180 people) and annual revenue (~RM 112 million)—and was managing a diverse portfolio of solar projects. However, management recognized key challenges in handling multiple project types, ensuring accurate data across platforms, reducing operational bottlenecks, and maintaining flexibility as the market evolved.

Strategic Drivers Behind ERP Conceptualization at Solarvest

As Solarvest’s operations expanded in scale and complexity, the limitations of its existing systems and processes became increasingly apparent. To sustain growth, improve operational efficiency, and enable data-driven decision-making, the company began exploring the implementation of an Enterprise Resource Planning (ERP) system.

Several key factors drove this initiative:

• Diverse Project Offerings: Solarvest handled projects from individual residential installations to large commercial/industrial and utility-scale applications. Each type of project had differing requirements, resources, and timelines, causing complexity in coordination and standardization.
• Multiple Platforms / Systems: The company used different tools for finance, project tracking, procurement, and resource management. These systems were often not well-integrated. Information silos led to inefficiencies, duplication of work, delays, and human error.
• Operational Bottlenecks and Cost Concerns: With growth, Solarvest found that manual data entry, delayed reports, and lack of real-time visibility in operations were slowing decision-making. Also, errors due to manual processes were increasing, with associated costs (rework, delays, customer dissatisfaction).
• Need for Scalability and Real-Time Decision Making: To compete effectively and take on larger or more complex projects, Solarvest needed systems that would support real-time data across departments such as procurement, finance, project management, and operations. Flexibility was important because solar markets are sensitive to regulatory changes, subsidies, and evolving customer demands.

The Project Conceptualization Phase

To address operational inefficiencies and support its growth strategy, Solarvest considered implementing an ERP system.

The conceptualization phase was structured around several key activities:

1. Idea Generation & Internal Recognition

Senior management recognized that the existing disparate systems were no longer sustainable, especially given the expanding project portfolio, rising customer expectations, and increasing regulatory demands. ERP was seen not merely as a solution to operational inefficiencies, but as a strategic enabler for improved project forecasting, resource allocation, and financial control.

2. Feasibility Studies & Requirement Gathering

• Internal audit of processes: Mapping out how projects are tendered, executed, billed, and maintained.
• Stakeholder Interviews: Engaging project managers, finance and accounting teams, procurement, and operations staff to identify pain points—such as reporting delays, inventory mismatches, and challenges in tracking project progress—and to gather expectations for a unified ERP system.
• Landscape analysis: Evaluating ERP vendors based on their ability to meet Solarvest’s needs in terms of modules, customization options, cost, and support capabilities.

3. Defining Scope, Objectives, and Constraints

• Objectives: Real-time dashboard for project status, unified platform for finance/procurement/inventory, reduction of manual data entry, error reduction, and improved communication across departments.
• Scope decisions: Determining whether to roll out ERP across all departments or begin with core functions (e.g., procurement, finance, project tracking) and deciding between cloud-based vs. on-premises deployment, and customization vs. out-of-the-box functionality.
• Constraints: Budget limitations, staff capacity (skills to adopt new system), disruption risk during transition, vendor selection risk, integration with existing software (especially for CRM or project bid tools).

4. Stakeholder Engagement & Change Impact Analysis

• Impact Identification: Recognizing affected roles including middle managers, project managers, finance and procurement teams, and IT support.
• Understanding change resistance: Addressing concerns around job redundancy, learning curves, and data migration.
• Change management planning: Preparing for training, ongoing support, and structured change management initiatives.

5. Risk Assessment & Planning for Phases

• Identified risks: Data loss, cost overruns, system downtime, and user non-adoption.
• Mitigation strategies: Conducting pilot implementations for selected project types, securing vendor support contracts, ensuring data backups, and adopting a staggered rollout approach.

Entrepreneurial Skills & Problem-Solving in ERP Conceptualization

Throughout the ERP conceptualization phase, Solarvest demonstrated (and needed to apply) a range of entrepreneurial skills to navigate complexity, drive innovation, and manage change effectively:

• Opportunity Recognition: Vision to see that inefficiencies were not just operational problems but strategic vulnerabilities; recognizing ERP investment as necessary to scale.
• Innovation & Creativity: Rather than adopting a standard ERP solution, Solarvest needed to explore customization options that align with its unique project types. This included rethinking existing workflows to extract greater value from ERP—not just automating outdated processes, but redesigning them for efficiency and impact.
• Risk Taking & Resilience: to commit significant resources—financial, human, and time—to a major systems overhaul, while being fully aware of the potential for short-term disruptions and challenges during implementation.
• Resource Mobilization: Allocating the necessary budget and actively engaged internal talent. Staff were involved in requirement gathering, and vendor partners were selected based on their ability to provide ongoing support and training.
• Vision & Adaptability: Being flexible in adapting to new processes; prepared to change organizational culture from fragmented information silos to integrated operations.

Challenges & Critical Issues During the Conceptualization Phase

During the ERP conceptualization phase, Solarvest encountered—or anticipated—several key challenges that required careful planning and strategic decision-making:

• Budget & Cost-Benefit Trade-Offs: ERP implementation is a significant investment. Solarvest had to weigh the benefits of deploying full modules against a more limited scope to manage costs effectively.
• Data Migration & Integration Complexity: Existing systems contained data in various formats, including legacy platforms. This posed risks such as incomplete or inaccurate data migration, duplication, and integration difficulties.
• User Resistance & Training: Employees accustomed to legacy systems and workflows were likely to resist change. Addressing this required comprehensive training programs and, in some cases, role adjustments to align with new processes.
• Vendor Selection & Support: Choosing the right ERP vendor was critical. Solarvest needed a partner with strong local support, customization capabilities, and a deep understanding of project-based business operations.
• Scope Creep: Without a clearly defined scope, there was a risk of expanding requirements mid-project, which could lead to budget overruns and timeline extensions.
• Timeline Risks: Delays in ERP rollout could disrupt ongoing projects. It was essential to plan for minimal operational disruption and ensure timely execution.

Outcome of Conceptualization

Following the conceptualization phase, Solarvest engaged Epicor to implement its ERP system. The deployment of the system delivered several tangible benefits:

• Streamlined Operational Processes: Core business functions were optimized, reducing inefficiencies and improving overall workflow management.
• Unified Platform Across Departments: The ERP system helped eliminate information silos by integrating data across finance, operations, procurement, and project management.
• Reduced Bottlenecks and Enhanced Productivity: Automation and real-time visibility contributed to faster decision-making and improved operational throughput.
• Improved Cross-Departmental Communication: Data sharing and collaboration between departments became more seamless, supporting better coordination and strategic alignment.

Question 1.A Individual Task

Work Required: Based on the assessment scenario provided (Solarvest Holdings Berhad – Conceptualization of an ERP Project to Improve Project Management & Operational Efficiency), you are required to prepare a written report that critically addresses the following FIVE (5) discussion areas holistically and comprehensively.

Entrepreneurial Skills in Addressing Conceptualization Challenges

• What entrepreneurial skills were most critical in solving the challenges faced by Solarvest during the conceptualization phase? Identify at least TWO (2) entrepreneurial skills.
• This discussion should be supported by examples from the assessment scenario illustrating how these skills were applied to overcome challenges.

Scope Definition & Strategic Trade-Offs

• What trade-offs did Solarvest face when defining the scope of their ERP implementation? Identify at least TWO (2) trade-offs.
• How do these trade-offs reflect entrepreneurial thinking?

Stakeholder Engagement & Change Management

• How might Solarvest’s stakeholder engagement and change management practices impact success?
• What additional strategies ought to have been considered?

Risk Mitigation Strategies

• Identify at least TWO (2) risks Solarvest may have faced during the conceptualization phase.
• Then, propose risk mitigation strategies that Solarvest could have adopted, using principles of entrepreneurial problem solving.

Critical Reflection

Imagine you were engaged as a consultant at the early stage of Solarvest’s ERP conceptualization. What would you recommend to strengthen the business case and secure buy-in across all levels of the organization? Provide at least TWO (2)

Recommendations and proposals should reflect strong critical thinking and analytical reasoning, demonstrating the ability to make strategic decisions in a dynamic business environment. These insights must be grounded in a clear understanding of the challenges faced during the project’s conceptualization phase and should offer practical, forward-thinking solutions.

Your answer should be well-structured and include relevant justifications. When preparing your response, ensure you address the following aspects:

• Inclusion of an effective introduction and conclusion
• Compliance with the required structure
• Coherence of sentences and grammar
• Quality of the content
• Inclusion of visual aids, diagrams, or bullet points, where applicable
• Appropriate APA in-text citations and references