1 UNIVERSITY OF SUNDERLAND ASSESSMENT COVER SHEET / FEEDBACK FORM BA (HONS) BUSINESS MANAGEMENT M Student ID: #179107533 Student Name: MPHEMBUZYO MKANDAWIRE Module Code: SIM335 Module Name: MANAGING PROJECTS Due Date: 13.
04.2018 Centre / College: INTEL COLLEGE Hand in Date: 13.04.2018 Assessment Title: PROJECT MANAGEMENT Learning Outcomes Assessed: Learning Outcomes Assessed: Feedback relating learning outcomes assessed and assessment criteria given to students: Mark: Areas for Commendation: Areas for Improvement: General Comments: Assessors Signature: Overall Mark (subject to ratification by the assessment board) Moderators Signature: Students Signature: (you must sign this declaring that it is all your own work and all sources of information have been referenced) M.
C MKANDAW IRE2 Table of Contents 1.0 TASK 1 ….
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……………………………………….. 4 QUESTION 4 ……………………………………………………………………………………………………………………………. 4 QUESTION 5 ……………………………………………………………………………………………………………………………. 5 QUESTION 6 ……………………………………………………………………………………………………………………………. 5 2.0 TASK 2 …………………………………………………………………………………………………………………………… 7 2.1 Introduction ………………………………………………………………………………………………………………………. 7 2.2 Description of the Project ……………………………………………………………………………………………………. 7 2.3 Project Leadership ……………………………………………………………………………………………………………… 7 2.4 THE PROJECT LIFE CYCLE ……………………………………………………………………………………………………. 11 2.4.1 Initiation phase ………………………………………………………………………………………………………….. 11 2.4.2 Planning Phase …………………………………………………………………………………………………………… 12 2.4.2.1 Scope Statement ………………………………………………………………………………………………….. 12 2.4.2.2 Budgeting and Finance planning …………………………………………………………………………….. 12 2.4.2.3 Work breakdown Structure …………………………………………………………………………………… 13 2.4.2.4 Gantt chart ………………………………………………………………………………………………………….. 13 2.4.2.5 Risk management …………………………………………………………………………………………………. 15 2.4.3 Performing/implementation phase ………………………………………………………………………………. 16 2.4.4 Termination phase or closing phase ……………………………………………………………………………… 17 2.4.5 Conclusion …………………………………………………………………………………………………………………. 18 3.0 References ……………………………………………………………………………………………………………………… 193 1.0 TASK 1 QUESTION 1 A project’s core principles according to (The Chartered Body for the Project Profession, 2018) a project must be Mission Focused that delivers benefits, secondly it must have the Aspects of Uniqueness, here each project needs to differ from every other in terms of the outcomes. Social Construction as a project doesn’t behave like a machine but rather involves people and organizations who work to meet the intended objectives. According to Rowe( 2015) a project is Temporary in a way that it has a start and an ending with a defined time period. (Rowe, 2015) .Another characteristic would be integrating which requires interlinking of activities, it requires knowledge and resources to be brought together in a process, lastly Emergence and Uncertainty, a project manager has to deal with uncertainty because detailed requirements may not be known in advance. (Maylor, 2011) QUESTION 2 The key steps in the scope statement process include; establishing the project Goal Criteria, includes cost, schedule, performance and deliverable. Developing the project management. This is essentially the project’s bureaucratic step that creates control systems to ensure that all team members know their roles and responsibilities. Thirdly, establishing a Work breakdown Structure divides the work into components parts to begin establishing critical interrelationships among activities, (which steps must precede others, which steps are independent of previous tasks). Lastly, creating a scope baseline is the final step in the process of systematically laying out all pre-work information. (Pinto, 2013)4 QUESTION 3 GANTT CHART Time (days) Tasks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 a b c d e f g h The critical path is A+C+F+H= 22Days. Gantt chart benefits include: It makes it clear that you cannot do anything at the same time. Therefore, it shows dependencies between tasks, usually with something like a line connecting them. (Duffy, 2016) Gantt charts help managers schedule and monitor specific activities. The chart helps alert managers when activities are off track and deadlines are in danger of being missed. Lastly it also aims managers with scheduling and resources. It helps teams understand the overall impact of project delays can foster collaboration while encouraging better task organization. (Harmon ; Angela, 2016) QUESTION 4 Contingency funding is the money set aside at the begin of a project if a need occurs, for example to offset unforeseen circumstances such as increases in prices may lead to increase in costs, therefore we include a contingency funding in project cost estimates to reduce the risk of5 overruns of the project objectives to a level acceptable to the organization. This plan also identifies alternative strategies to be used to ensure the project success if specified risk events occur. Sometimes a project might run out of resources, money, labour costs, th5erefore the contingency funds help cover costs in all those activities in our project. (PMBOK Guide, 2018) QUESTION 5 Risk assessment and management is a systematic process that deals with anticipating and managing risk. It provides a broad set of tools, techniques and methodologies these enable risk practitioners to deal with risk like properly. (Ezinne, 2013) According to the risk management plan, this how we manage risks: risk avoidance, risk reduction and risk mitigation. In Risk avoidance involves entirely not performing any activity that may carry risk. E.g hiring contractors that have worked with us before. (Eckerd, 2014) Risk reduction, works as a loss control where it involves the impact of the risk, for instance lack of experienced staff. In risk transfer involves transferring risk to another party like insurance. (Burke, 2013) QUESTION 6 Project quality management focuses in activities, quality policies, objectives and measurement required to satisfy the needs of the project and ultimately the customer. (PMBOK Guide, 2018) Project management consists of four main processes which are quality planning, quality assurance, quality control and quality improvements. (Project Management for Development Organisations., 2008) Quality planning involves the preparation of quality management plan that describes the processes and metrics that will be use, the quality plan must be agreed upon by the stakeholders to make sure that we meet their expectations. In Quality assurance Diaz ; Antonio( 2018) discovered that quality assurance systems assume that there are measurement metrics set6 of standards and best practices for continuous improvement of goods and services. Quality control, this involves testing, inspection and measurement. The aim is to ensure the consistent nature of product or process of interest, to reduce costs and losses inherent in the process and to maximize client satisfaction. The quality check can either be qualitative or quantitative. (Richard M.J, 2018). Lastly, quality improvements is the term used by organization to describe how information provided by quality assurance and quality control processes are used to drive improvements in efficiency and effectiveness. (The Chartered Body For The Project Profession, 2018) Task 1 word count: 8047 2.0 TASK 2 2.1 Introduction The Mason PLC project is a market driven project that involves the expansion of a new club which will incorporate new facilities and services. The new club which is expected to be larger than the existing clubs is due to the additions of a small 100 seat cinema and extensive beauty spa. The beauty spa will have a vast range of treatments and services available including hairdressing, massage and cosmetic treatment. This project of a new club is expected to be done within a 60 weeks timeframe and has an investment of £2 million pounds. 2.2 Description of the Project In this project report we are going set goals and objectives in order to do all the activities successfully these objectives have to be SMART, meaning Specific, Measurable, Attainable, Realistic and Time bound, as a project manager this project’s purpose and needs is that we are expanding to market and trying to gain customers and meet their needs so leading the project with good leadership skills will help finish this project on time and successful. And in relation to the project life cycle we will allocate each stage of the project according to the timeframe and budget and this project will also include monitoring and controlling problems that might possibly take place during this 60 weeks. 2.3 Project Leadership Leadership is the art of motivating a group of people to act towards achieving a common goal. It is all about setting objectives, goals, generating enthusiasm and motivation. In this project, the manager is the leader and has been appointed by Mason PLC to take charge, so in order to have a successful project we need a good a leader with the right leadership style. (johann et al., 2014)8 there are three main types of leadership styles namely: autocratic, democratic and laissez faire according to the Mason PLC the appropriate leadership style to adopt is the democratic leadership style because when the employees take part in decision making its going to help both the manager and the progress of the project. (HEAGNEY, 2012) Autocratic style Democratic style Laissez- faire style Decision-making Decisions are made by leaders (centralized) Employees participate in the decision-making process(decentralized) Decisions are made by the subordinates (decentralized) Authority Leaders retain the authority for decision-making It is partly delegated to subordinates It is completely delegate to subordinates Motivation Negative motivation (punishments) Positive motivation (rewards & incentives) Self-motivated to work Behaviour-orientation Task-oriented behaviour Relationship-oriented behaviour Relationship-oriented behaviour communication Vertical, one way top to bottom Vertical, two way, top to bottom and vice versa Vertical and horizontal When appropriate When project is short on time. when subordinates are unskilled, inexperienced When Employees are considered part of the system. Leaders prefer sharing decisions when team is highly motivated and is highly skilled, who have done a good job in the past. Limitations Worker’s potential remains unexploited It costs the organisation time and resources Low accountability and lack of role awareness9 Table 1 LEADERSHIP STYLES (Mind Tools, 2017) Skills and Competences of a Project Manager An experienced project manager knows how to lead the creation of an effective project strategy, build an alright project plan, drive daily activities while problem solving along the way. Therefore here are the main skills and competencies that could be imperative to the success of a project manager: Leadership skills The project manager takes initiative, mentors team members, effects change and monitors progress, drives scope development and management, develops and manages project budgets skills time management to enable the project to according to the deadline, employs strong organisation skills, integrates ongoing risk management trade-offs and incorporates time management principles into the work flow. (packendorff et al., 2014) Team management skills The project manager motivates and inspire the team, leads by example, manages and resolve conflict, build relationships within and outside the team, delegates appropriately, demonstrates team organisation and governance, builds a culture bases on high performance, he explains what should be done and he involves and empowers team members in a solution. (Benson, 2013) Communication skills The project manager conveys information to all key stakeholders in both written and verbal formats, employs active listening, prepares and delivers presentations, infers meaningful insights from communication channels. (Slovak journal and civil engineering, 2008)10 Orientation to targets and critical thinking The project manager contributes to the strategy beyond his field of operation and he contributes to the planning process, he achieves high objectives, and understands his own field of operation. He determines the validity of project progress applies ongoing analysis to the project and integrates the project with cross functional objectives. THE DIFFERENCE BETWEEN LEADERS AND MANAGERS According to Forbes (2016) Leadership is the process is the process of influencing others to work (to the best of their capabilities) willingly towards a goal. While management is the process of planning, organising, leading and controlling. According to the table below leaders and managers are different. (Forbes, 2016) LEADERS MANAGERS ? Creates a vision ? Take risks ? Coach ? Motivates ? Innovates ? Inspire ? Originate ? Long-term view ? Challenges the status quo ? Original ? Creates goals ? Control risks ? Plans ? Directs ? Administers ? Manages ? Initiate ? Short-term view ? Accepts the status quo ? Copy Figure 1 DIFFERENCE BETWEEN LEADERS AND MANAGERS (Forbes, 2016)11 2.4 THE PROJECT LIFE CYCLE This refers to the stages in a project’s development, they are important because they demonstrate the logic that governs a project; they also help us develop our plans for carrying out the project. (Pinto, 2016) The Mason PLC project will have to undergo four phases from conceptualization to termination phase. These stages are waypoints at which the project team can evaluate both its performance and the project overall status. (Source: Sketchbubble.com, 2017) 2.4.1 Initiation phase A feasibility study is conducted for the Mason PLC project to examine whether each option clearly identifies the project. How realistic is it to expect have sufficient or enough funds to complete it. Throughout the project Mason PLC project the project manager must ensure that goals and objectives are clearly stated and SMART (Field & Keller, 1998).This acronym means12 that the goals must be Specific, meaning to open a new Mason PLC club and expand successfully with the new facilities making sure it keeps its original operations and structure to attract and meet needs of our customers. Measurable, this means to measure or calculate the right costs for the project to be on budget. Attainable, ensuring that opening of this club and all our activities and plans are achievable. Realistic, Mason PLC project needs to open this new club and add more features like the salon, swimming pool to attract more customers and increase in profitability and growth objectives. Lastly Time-bound, Mason PLC project has a time limit of 60 weeks therefore the project has to be within its timeframe when operating its objectives. After setting goals for our project, we then proceed to the next phase. 2.4.2 Planning Phase Once the Mason project is approved to move forward , in this phase we break-down larger projects tasks into smaller tasks, build up teams, prepare schedules, project scope, budgeting, financial planning, cash flow , work breakdown structure (WBS). 2.4.2.1 Scope Statement A scope statement process defines the boundaries of a project, subdividing the work into manageable component with deliverables, verifying that the amount of work planned has been achieved and specifying scope change control procedures. (Pinto, 2013) 2.4.2.2 Budgeting and Finance planning The process of determining budget for a project is an activity of aggregating the cost estimates of individual activities to develop total cost estimates that allows setting a formal cost baseline according to the project life cycle model in above. This helps in the budget. Financing the project, this is the monetary resources given to us to undertake the whole project. In the Mason project we could estimate costs like for example, firstly setting aside the contingency fund of about £500,000 out of the £2,000,000. The mason project might have costs like, land costs13 estimating £100,000 ,construction of 25 x 12 swimming pool estimated at £20,000, the 100 seat cinema £30,000, the beauty spa £50,000 workout equipment at fitness facility £40,000. Operation costs which include labour costs, insurance costs, certification fees and expenses, all these estimates should be within the given budget for £2,000,000. (APM, 2017) 2.4.2.3 Work breakdown Structure The (PMBOK Guide, 2018) defines the WBS as a deliverable oriented hierarchical decomposition of the work to be executed by the project team. This structure helps Mason PLC organise its tasks and know critical interrelationships among activities. This helps to give accurate scheduling to know which steps must precede others. (Pinto, 2016) These tasks and activities of the Mason PLC project include: Design, foundation, construction, roofing, and landscaping & fencing. 2.4.2.4 Gantt chart The Gantt chart provides a very easy picture of the Mason PLC project activities and time. This chart shows time required for each activity , how long each activity takes and when the project manager schedules each activity so that activities depending on other activities occurring beforehand are not scheduled until the dependencies have completed like illustrated in the Mason project Gantt below. (Pinto, 2016)14 Highlighted in red is the project’s critical path (A-B-C-E), which amounts to a total of 60 weeks. Activity Description Duration Predecessor A Design of the new club 4 Weeks – B Laying building foundation 7 Weeks A C Club Construction 39 Weeks B D Roofing 3 Weeks C E Landscaping 10 Weeks C F Fencing 4 weeks A15 2.4.2.5 Risk management Risk management is the systematic processes of identifying, analysing and responding to project risk throughout the project life cycle. (Burke, 2013) In the mason project we need to identify the possible risk that could affect our project after manage that risk or try to avoid it. The project plan should be a flexible plan to maintain the project lifecycle successfully and mitigate risks emerging in the course of the implementation of the project at any stage in the lifecycle. The identification, assessment and analysis of risks help the project team to elaborate the risk mitigation plan. The risk mitigation plan, in its turn, helps to decrease the negative impact of risks on the lifecycle and facilitates the successful accomplishment of the project. There is a category of possible risks the Mason project could go through, which are financial risks where we have cash flow problems, budget cuts, government risks, regulations, human error, poor performance, personality conflicts, lack of communication. (Shan et al., 2017) Risk management planning is deciding how to approach the plan the risk management activities for a project. In this case we will use the risk management model. Figure 2 RISK MANAGEMENT PLAN (Burke, 2013)16 2.4.3 Performing/implementation phase In the implementation phase this where monitoring and controlling processes take place, this consists of those processes required to track, review and orchestrate the progress and performance of a project; identify any areas in which changes to plan are required; and initiate the corresponding changes. In this case the project manager tracks the performance of the project how the tasks and activities are going, (PMBOK Guide, 2018) there are several ways a manager can monitor and control the project, through performing integrated change control, which states that every project requires changes time to time, the larger the project the more change there usually is, keeping track of change in light of the timeline budgetary consideration is important task that must be addressed. This involves verifying the scope, control scope, controlling schedule, control costs, report performance, performing quality control and monitoring and controlling risks. (Villanova Univerisity, 2013) Team Performance This involves briefing team members on tasks, explaining tasks to team members, providing necessary guidance on how they should be completed, and organizing process-related training if necessary. Communicating with the team members, clients and upper management; providing updates to project stakeholders. (Villanova Univerisity, 2013) Project Quality Management This is the processes required to ensure that the project will satisfy the need for which it was undertaken, it consists of quality planning, this means that the Mason stakeholders must agree up the quality plan for the project. Quality assurance, this provides confidence to the host organisation that the mason plc project and programmes and portfolios are being well managed.17 (Diaz ; Antonio, 2018) Lastly we have the quality control and quality improvements; in quality control this is where a project manager checks and measures the quality of the project and this quality check can either be qualitative or quantitative. (Richard M.J, 2018) 2.4.4 Termination phase or closing phase In this phase we provide the final deliverables, release project resources, and determine the success of the project. (Pinto, 2016) Just because the major project is over that doesn’t mean the project manager’s job is done. There are a few steps for project closure phase these may include analyzing project performance, determining if the project’s goal were met (tasks completed on time and on budget). Analyzing team performance, Documenting project closure, making sure that all aspects of the project are completed with no loose ends remaining and providing reports to key stakeholder, conducting post-implementation reviews, this involves conducting the final analysis for the project , taking into account lessons learnt for similar projects in the future. Accounting for used and unused budget, which means all the funds and materials remaining in the Mason projects (havila et al., 2013)18 2.4.5 Conclusion In conclusion, Mason project is incorporating new facilities and therefore the as a project manager the skills and competencies deployed will enable the project to finish in time and within budget. The activities as displayed in the work breakdown structures will enable the project outcomes to be according to the quality planned so as to meet customers specification. Task 2 word count: 229619 3.0 REFERENCES APM, 2017. Budgeting. Online Available at: https://www.apm.org.uk/body-of-knowledge/delivery/financial-cost-management/budgeting-and-cost-control/ Accessed 5 APRIL 2018. Association for Project Management, 2018. Scope Statement process. Online Available at: https://www.apm.org.uk/body-of-knowledge/delivery/scope-management/ Accessed 30 march 2018. Benson, J.D., 2013. TEAM MANAGEMENT. Burke, R., 2013. Project management- planning & control techniques. 5th ed. Diaz, A. & Antonio, J., 2018. Quality Assurance on Education Spain. Quality Assurance on Education Spain. Duffy, J., 2016. PC Magazine. December. pp.133-38. Ezinne, A., 2013. salem press encyclopedia of science. risk analysis and management. Field, M. & Keller, L., 1998. In Project Management. Thomson Learning. Forbes, 2016. Difference between leadership and management. Online Available at: https://www.forbes.com/sites/williamarruda/2016/11/15/9-differences-between-being-a-leader-and-a-manager/#6019f22b4609 Accessed 5 april 2018. Harmon & Angela, 2016. Gantt chart. salem press encyclopedia. havila, v., medlin, c.j. & salmi, a., 2013. project-ending competence in premature project closures. project-ending competence in premature project closures, 31(1), pp.90-99. HEAGNEY, J., 2012. Leadership. In Fundamentals of Project Management. AMACOM. johann, p., crevani, l. & lindgren, m., 2014. Project leadership in becoming: a process study of organisation change project. Project management journal. Maylor, H., 2011. Project Management. 4th ed. financial times / prentice hall M.U.A. Melton, T., Yates, J. & Iles-Smith, P., 2008. Project Benefits Management. 1st ed. 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The Chartered Body For The Project Profession, 2018. Quality management. Online Available at: https://www.apm.org.uk/body-of-knowledge/delivery/quality-management/. The Chartered Body for the Project Profession, 2018. The Core Principles of Project Management. Online Available at: https://www.apm.org.uk/resources/what-is-project-management/ Accessed 2 april 2018. Villanova Univerisity, 2013. monitoring and controlling process groups. Online Available at: https://www.villanovau.com/resources/project-management/pmbok-monitoring-controlling-process-group/#.Ws8CA0xuLIU Accessed 10 APRIL 2018.
