The Application of Project Management Principles in Developing a Business Plan for Hair-Ways 67

A client-based academic consultancy project applying PRINCE2 and PMBOK 7th Edition principles to develop a storefront-ready business plan for Hair-Ways 67, a non-conventional home-based barbershop in Thamesmead, London. The project governed the full planning lifecycle from initiation through closure, delivering a 64 respondent Qualtrics survey with statistical analysis, an 18 risk register, a 212 day MS Project schedule with critical path analysis, and a validated tiered membership pricing model — all adopted in full by the client.

Hair-Ways 67 had operated as a home-based barbershop for over 40 years, building a loyal customer base in Thamesmead, London. The client, David Forgie, sought to transition the business to its first physical shopfront in Thamesmead Town Centre, targeting a premium, membership-based model. However, the business lacked formal planning infrastructure, market evidence, or a structured business case to guide the expansion or support a funding application. Without visibility of risk, a defensible financial model, or a clear operational roadmap, the transition posed significant strategic and financial exposure.

The project aimed to produce a comprehensive, evidence-based business plan equipping the client with the governance artefacts and market intelligence needed to make an informed, low-risk transition to a physical shopfront. Objectives were defined as SMART targets at initiation:

Objectives

• Develop a structured business plan integrating risk, stakeholder, and resource management frameworks applicable to the shopfront transition
• Conduct a quantitative survey with a minimum of 60 respondents to assess market demand, pricing preferences, and membership appetite in the Thamesmead area
• Identify and document at least five key project management principles applicable to launching a small business in the personal grooming sector
• Address the specific operational and regulatory challenges of transitioning from a home-based barbershop to a physical retail environment
• Complete all research, analysis, and business plan development by the dissertation deadline of 2 September 2025

The project followed a structured waterfall lifecycle governed by PRINCE2 stage gates and PMBOK 7th Edition knowledge areas across four formal academic phases. A quantitative research methodology was selected to generate statistically defensible market evidence for the business case.

• PRINCE2-governed initiation: defined project scope, SMART objectives, stakeholder register, and communication plan
• PMBOK-aligned planning: developed WBS, activity sequencing, Gantt chart, critical path analysis, and resource plan in Microsoft Project
• Quantitative primary research: 64-respondent Qualtrics survey analysed using descriptive statistics, logistic regression, and correlation analysis in SPSS
• Risk management: qualitative probability-impact matrix producing an 18-risk register with mitigation strategies
• Stakeholder engagement: power-interest matrix, 18-stakeholder analysis, and structured ClickUp communication matrix
• Change control: Lewin's change model applied; one formal change request (CR-01) raised, reviewed, and deferred

Project Lead and sole Dissertation Researcher, responsible for all phases of the project lifecycle from initiation through closure:

• Defined project scope, objectives, and governance framework
• Managed all ethics approvals with the University of Hertfordshire Ethics Committee across four milestones
• Designed, distributed, and analysed the 64-respondent Qualtrics survey
• Built and maintained the full MS Project schedule, WBS, and critical path analysis
• Authored the 18-risk register, stakeholder matrix, and communication plan
• Performed statistical analysis (descriptive, logistic regression, correlation) in SPSS
• Presented planning artefacts and findings to the client and academic supervisor
• Delivered the final storefront-ready business plan and project closure report

• Storefront-ready Business Plan — including tiered membership pricing model, CRM and digital booking integration roadmap, and standard operating procedures framework
• MS Project Schedule — 212-day programme with full WBS, activity sequencing, dependencies, and critical path analysis
• Risk Register — 18 risks with qualitative probability-impact assessment, owner assignments, and mitigation strategies
• Stakeholder Analysis — 18-stakeholder power-interest matrix with engagement plan and responsibility assignment matrix
• Communication Matrix — built in ClickUp, covering monthly, bi-weekly, and ad hoc stakeholder communications
• 64-Respondent Qualtrics Survey — primary market research with descriptive statistics, logistic regression, and correlation analysis
• SWOT & PESTLE Analyses — internal and external strategic environment assessments
• Project Closure & Reflection Report — including Gibbs' Reflective Cycle, lessons learned, and client sign-off

• Challenge 1 — Ethics approval delays compressed the fieldwork window
  Buffer periods were built into the MS Project schedule at initiation and flagged in the risk register. When delays materialised, the contingency absorbed them without impacting final submission milestones.
• Challenge 2 — Recruiting 60+ respondents from a specific geographic area
  The survey was distributed digitally via Qualtrics and social channels to maximise reach. The 60-respondent target was exceeded with 64 responses. Geographic spread beyond Thamesmead was acknowledged as a limitation and addressed transparently in the findings.
• Challenge 3 — Regression model overfitting risk with a small sample (n=64)
  Multiple logistic regression models were run with varying predictor combinations and McFadden R² values cross-referenced. Overfitting risk was disclosed in the analysis, maintaining academic integrity.
• Challenge 4 — Translating SME informality into formal project governance artefacts
  PRINCE2 and PMBOK frameworks served as the structural bridge — converting informal business operations into documented scope, stakeholder registers, risk entries, and scheduling artefacts without overcomplicating delivery for the client.
• Challenge 5 — Managing 512 voluntary hours with no formal project team
  The 80/20 rule was applied to resource prioritisation. Free and institutional tools were used throughout, and a responsibility assignment matrix tracked all workstreams to maintain delivery momentum.

The project was awarded a distinction-level outcome. The final business plan was adopted in full by the client, providing a storefront-ready strategic and operational roadmap for Hair-Ways 67's expansion. Professionalism, hygiene, and brand identity were identified as the leading membership adoption drivers — findings that now directly inform the client's real-world expansion strategy.

Key artefacts produced on this project. Confidential client material is appropriately withheld.