1.

Project Overview
a. Project Overview
I work as an assistant export manager in Accelera Tyres, a tire manufacturing company,
where our goal was to improve our existing drift tyre, Accelera 651 Sport, to match the
performance of the leading tyre in the EU market, Valino Pergea. Valino dominated the
drifting segment due to its exceptional grip and compound quality but was prohibitively
expensive for non-professional users, priced at $100 per tire. Accelera Tyres aims to
outcompete Valino by creating a more affordable tire with similar or higher quality.
b. Project Objective
To develop a drift tyre with a compound similar to Valino's at a lower price point to
broaden the customer base beyond just professional users.
c. Project Target
Aimed to mass-produce the improved tyre before 2024, anticipating the launch of
similar products by other budget tyre companies around the same time.
d. Project Methodology
For a development project like enhancing a drift tire to match and surpass a
competitor's product, a methodology that offers flexibility, iterative development, and
accommodates unexpected challenges would be ideal. Two methodologies that could
suit such a project are Agile and a hybrid approach combining elements of Agile and
Waterfall.
I. Agile Methodology
Agile focuses on iterative development, allowing for continuous improvement
and flexibility in adapting to changes (Fagarasan et. al., 2021).
It encourages collaboration among cross-functional teams, promoting quick
decision-making and flexibility in responding to customer feedback.
With Agile, you can break down the project into smaller, manageable parts
(sprints) and continually test and adapt the product.
 Figure 1: Agile Methodology

II. Agile-Waterfall Hybrid Methodology

A hybrid approach combines the structured nature of Waterfall with the
adaptability of Agile.
In this scenario, you could use the Waterfall method for the initial phases, such
as planning and design, to define specific objectives and requirements.
Then, employ Agile for the development and testing phases to allow for
flexibility, frequent testing, and iterations.
e. Budget
The budget given for this project is unlimited.
f. Development Phase
Will be portrayed using Gantt Chart

Planne Actual
Percent d Start End Start Date
State Task Description Status Complete Date Date Date Varianc
Project Summary 100% 11/01/22 11/20/23 0
Phase 1 100% 11/01/22 03/27/23 0
Initial Research and Complete 100% 11/01/22 11/21/22 11/02/22 0
Analysis
Prototype Complete 100% 11/22/22 01/02/23 11/22/22 0
Development
Testing and Complete 100% 01/03/23 01/30/23 01/01/23 0
Evaluation Phase
Revision and Complete 100% 01/31/23 03/27/23 02/03/23 0
Iterative Development
Phase 2 100% 03/28/23 09/18/23 0
External Testing Complete 100% 03/28/23 05/08/23 03/28/23 0
Phase
Ordering Valino and Complete 100% 05/09/23 07/03/23 05/09/23 0
Re-Evaluation
 Re-Prototype Complete 100% 07/04/23 08/14/23 07/04/23 0
Development
Re-Testing and Complete 100% 08/15/23 09/18/23 08/15/23 0
Evaluation Phase
Phase 3 100% 09/19/23 11/20/23 0
Refinement and Complete 100% 09/19/23 10/23/23 09/19/23 0
Finalization
Mass Production Complete 100% 10/24/23 11/20/23 10/24/23 0
Preparation

Task List:
a. Initial Research and Analysis (15 days)
Predecessor: None
b. Prototype Development (30 days)
Predecessor: Initial Research and Analysis
c. Testing and Evaluation Phase (20 days)
Predecessor: Prototype Development
 Figure 2: First Testing Phase

d. Revision and Iterative Development (40 days)

Predecessor: Testing and Evaluation Phase

Figure 3: Evaluation Using Other Cars

e. External Testing Phase (30 days)

Predecessor: Revision and Iterative Development
f. Ordering Valino and Re-Evaluation (40 days)
Predecessor: External Testing Phase
g. Re-Prototype Development (30 days)
Predecessor: Ordering Valino and Re-Evaluation
h. Re-Testing and Evaluation Phase (25 days)
Predecessor: Re-Prototype Development
 Figure 4: Re-testing phase

i. Refinement and Finalization (25 days)

Predecessor: Re-Testing and Evaluation Phase

Figure 5: Satisfaction of testers during refinement phase

j. Mass Production Preparation (20 days)

Predecessor: Refinement and Finalization
2. Lessons Learned
a. Issue
Issues pertaining the project will be analyzed using tripe constraints of project
management which are:
I. Time
Time issues are regarding the efficiency of the project on time management.
There must be some issues that created inefficiency on time management such
as date variance, force majeur or new phases of projects which should not be
happening if everything is done right (Masopoga et. al., 2019).
II. Costs
Costs issues are regarding the efficiency of budget management on the project.
Cost issues can be reduced by making the project more efficient. By making the
project more efficient, the project can reduce material and financial costs that
are used to pay for resources, time and personnel. Therefore, cost issues are
important to ensure a project is viable and able to be succeed.
III. Scope
Scope issues is related towards focusing the scope of the project. The project
itself may have ambitious plans and goals that may not be viable given the time
and resource constraints (Josiah, 2019). Therefore, project managers must be
able to reduce the scope towards focusing on the most important goals of the
project. To ensure this, project managers must be able to reflect on the primary
goals of the project and reducing tasks that is not viable or not significantly
contributing towards the most important goal of the project.
b. Project Problem & Success
I. Project Problem
a) During the testing phase in Hungary with a professional drifter, the tyres
experienced delamination, leading to the need for two rounds of testing
instead of the initially planned one. The need for two rounds of testing
requires more resources and time, and also causing our schedule to be
readjusted.
 Figure 6: Delaminated Accelera tyres

b) The first round of testing is failed because we did not buy Valino’s tyre
for comparison. By not having Valino’s tyre, we are unable to
understand what kind of aspect that caused Valino’s tyres to be more
durable than Accelera’s tyre. The second round of testing is easier
because we understood what kind of tire would be used for testing. This
is because we understand what kind of aspect and we are able to
reverse engineer it and reproduce it on Accelera’s tyres.

Figure 7: Valino Tyres

II. Project Success

The final product emerged as a competitively priced drift tyre with superior
performance compared to Valino, catering not only to professionals but also to a
wider market of enthusiasts. The final product also Ended up surpassing Valino's
performance by implementing a wider tread and softer compound, thus
enhancing the tyre's overall capabilities. Despite the setbacks, the second
development iteration following the initial test improved the tyre's grip
significantly, enhancing its performance.
 Figure 8: Launch of Accelera 651 Sport Pro

c. Impact
The impact of the project is the success of Accelera Tyre’s performance against Valino.

Valino Pergea 08rs Accelera 651 sport

OLD NEW
Hardness (the softer the
better, increased grip) 32 59 32

Filler position on
top, which is
from the
shoulder
towards the
Filler position in the sidewall to the bead, to make the middle of the
Construction sidewall stronger therefore increased grip sidewall same as valino
Durability 4 laps 2 laps 4 laps
price 100 usd (expensive due to market leader) 65 usd 75 usd
Based on the table above, Accelera is able to manufacture tyres that are as durable as
Valino’s tyre. Accelera’s new tyre is more expensive than it’s previous tyre, although the
durability is twice harder than the previous one. It can be used by high-end consumers
as a cheaper alternative against Valino, which may have a larger brand due to it’s
prominence as the market leader, but Accelera with a similar quality tyre with
considerable cheaper (25%) than Valino, had the potential to overtake Valino as the
market leader.

Figure 9: Comparison between old (651 Sport) and new (651 Sport Pro) Accelera Tyre.

Accelera were also able to reduce the hardness compound of the tyres similar to Valino
tyres which are 32 while also producing cheaper tyres compared to them.
 Figure 10: Old Accelera hardness compound

Figure 11: New Accelera hardness compound

d. Improvement Recommendations
There are some improvement recommendations that will be given which are:
I. Testing phase
During the testing phase, it is recommended to always buy tyres from
competitors as much brand as we can. By buying tyres from other brands, we
can understand different kind of characteristics of tyres that we can use to
reverse-engineer their products. We can build a better product by combining the
suitable characteristics from our own product and from our competitors’
products and test them accordingly.
II. Reduction of time
By buying tyres from competitors, Accelera can potentially reduce time due to
smaller time frame of project. There will be no more second testing because
 reverse engineering can be done before the first phase of testing. Althougg costs
can be larger than without buying tyres from competitors. This is a trade off
between Time and Scope with Costs (Wyngaard et. al., 2012).
The impact of this recommendation will be explained below using the gantt
chart.

Percent Planne Actual Date

Complet d Start End Start Varianc E
State Task Description Status e Date Date Date e d
Project Summary 100% 11/01/22 07/10/23 0
Phase 1 100% 11/01/22 03/27/23 0
Initial Research and Complete 100% 11/01/22 11/21/22 11/02/22 0
Analysis
Prototype Complete 100% 11/22/22 01/02/23 11/22/22 0
Development
Testing and Complete 100% 01/03/23 01/30/23 01/01/23 0
Evaluation Phase
Revision and Complete 100% 01/31/23 03/27/23 02/03/23 0
Iterative Development
Phase 2 100% 03/28/23 05/08/23 0
External Testing Complete 100% 03/28/23 05/08/23 03/28/23 0
Phase

Phase 3 100% 05/09/23 07/10/23 0

Refinement and Complete 100% 05/09/23 06/12/23 05/09/23 0
Finalization
Mass Production Complete 100% 06/13/23 07/10/23 06/13/23 0
Preparation
Task List:

a. Initial Research and Analysis (15 days)

Predecessor: None
b. Prototype Development (30 days)
Predecessor: Initial Research and Analysis
c. Testing and Evaluation Phase (20 days)
Predecessor: Prototype Development
d. Revision and Iterative Development (40 days)
Predecessor: Testing and Evaluation Phase
e. External Testing Phase (30 days)
Predecessor: Revision and Iterative Development
f. Refinement and Finalization (25 days)
Predecessor: External Testing Phase
g. Mass Production Preparation (20 days)
Predecessor: Refinement and Finalization

Total duration: 180 days

3. Conclusion
This essay concludes that project management can be improved using triple constraints
analysis that can be used to reduce time, scope, and cost constraints. In this case, the things
that can be reduced is time and scope constraints. By buying competitors’ tyres, time
constraints can be reduced and re-testing are not needed for the project.
4. References
Fagarasan, C. Popa, O. Cristea, C. (2021). Agile, waterfall and iterative approach in
information
technology projects. The Annual Session Of Scientific Papers - IMT Oradea 2021. Retrieved
from https://iopscience.iop.org/article/10.1088/1757-899X/1169/1/012025/pdf
Masopoga, M. Wessels, A. Pretorius, J. (2019). Project constraints in a manufacturing
environment - beyond the Iron Triangle. Proceedings of the International Conference on
Industrial Engineering and Operations Management Pilsen, Czech Republic, July 23-26, 2019.
Retrieved from https://ieomsociety.org/pilsen2019/papers/99.pdf

Josiah, C. (2019). Factors Affecting Triple Constraints In Project Management Success: A Case
Of Unit Trust Of Tanzania Projects And Infrastructure Development. Open University of
Tanzania. Retrieved from http://repository.out.ac.tz/2599/1/JOSIAH%20CHIGURU
%20tyr.pdf
Wyngaard, C. Pretorius, J. Pretorius, L. (2012). Theory of the triple constraint — A conceptual
review. 2012 IEEE International Conference on Industrial Engineering and Engineering
Management (IEEM). DOI:10.1109/IEEM.2012.6838095