Fundamentals of Project Management: DBCL Case Study Consultancy Report

This report discusses the DBCL case study consultancy report on Fundamentals of Project Management. It covers project definition, parameters, risks, planning, costs, managing progress and spending, earned value analysis, and more. The report includes a risk management register and a project plan with fixed costs and resources required for each task.

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FUNDAMENTALS OF PROJECT MANAGEMENT
Fundamentals of Project Management (BT7073)
Autumn Term 2018
Name of the Student
Name of the University
Author Note
Total words: 3800

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FUNDAMENTALS OF PROJECT MANAGEMENT
Table of Contents
Introduction................................................................................................................................4
1. Project definition/Parameters and risks..................................................................................4
1.1 Iron Triangle Parameters’ Importance for DBCL Project Manager................................4
1.2 Risk Register....................................................................................................................6
2. Planning and costs................................................................................................................12
2.1 DBCL project manager’s project plan...........................................................................12
2.2Network Diagram............................................................................................................13
2.2.1 Critical path with slack calculation of all non-critical activities:............................14
2.3 Gantt chart with project calibration................................................................................15
2.3.1 Project activities with scheduled start and completion:..........................................16
2.4 Projected gross profit for the contract............................................................................17
3. Managing progress and spending.........................................................................................17
3.1 Table of actual v/s planned............................................................................................18
4. Earned Value Analysis and Acceleration.............................................................................20
4.1 Create an Earned Value Analysis Table.........................................................................20
4.2Estimate at Completion (schedule) method derived from the Earned Value Analysis...21
4.3 Estimate at Completion (cost) method derived from the Earned Value Analysis.........22
4.4 Comparison of the values...............................................................................................24
Analysis on selection:..........................................................................................................24
Slack Calculation:................................................................................................................25
Network Diagram.................................................................................................................26
Commercial impact..................................................................................................................27
Conclusion................................................................................................................................29
Section B: Reflective essay......................................................................................................29
Bibliography.............................................................................................................................32

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FUNDAMENTALS OF PROJECT MANAGEMENT
SECTION A: DBCL case study Consultancy Report
Introduction
The purpose of this report is to demonstrate the ability of the decision making
regarding the overall delivery and management of an entire project. DBCL Engineering, a
marine and offshore construction company operates in the large fabrication yard on the North
East Cost of England. Pretoria Oil project is won by the DBLC Company that is expected to
be delivered before 21st September 2018. Project managing includes an extended knowledge
on the best practices and decision-making that can enhance the productivity of the project and
manages to deliver the project within the estimated constraints. Considering the deployment
of this project, project planning and management needs to delivered in an efficient and
effective way as the company can have high penalties of the project is not delivered within
time and proposed budget. This is highly deemed project for the DBCL Company and hence,
the planning is being proposed in this project.
1. Project definition/Parameters and risks
1.1 Iron Triangle Parameters’ Importance for DBCL Project Manager
The project manager needs to consider the project scope, time, cost and quality as the
most critical factors for the successful and efficient delivery of the project. ‘Iron triangle’ is
being represented as the “metaphor pointing out that the project manager is asked to reach a
reasonable trade-off among various concurrent, heterogeneous, and visible constraints
(Muller 2017).” The traditional iron triangle can be demonstrated as schedule, budget, scope
and quality of the project.

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FUNDAMENTALS OF PROJECT MANAGEMENT
Schedule: There is schedule constraint which affects start as well as end date of the
project. It is seen that the project work was started on time but due to delay occurred because
of Pretoria is entitled to demand. The completion date is 21st September, 2018 and delay in
the project causes DBCL to pay Pretoria Oil a damage of £500,000.
Scope: DBCL is not able to meet with project goals, deliverables and project tasks;
therefore it provides a huge effect on the project boundaries.
Budget: DBCL faces budget constraint as its estimated budget was £59.5m, and it is
exceeded its budget limit to bear first 5% of the cost. The budget constraint occurs when the
customers are limited in the consumption patterns by a particular amount of income.
Quality: The quality of the products for the construction work should meet with the
client’s requirements. DBCL has time restrictions, therefore they are required to increase
resources assigned to the construction work result in quality reduction (Kerzner and Kerzner
2017). For DBLC, the construction being delivered should be capable of holding expected
weights and strong in long run.

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FUNDAMENTALS OF PROJECT MANAGEMENT
1.2 Risk Register
Risk Management Register for DBCL Project
Risk Identification
Assessme
nt Response Monitoring and Control
Refere
nce
Type of
risk Cause Effect
P
ro
b
a
bi
lit
y
I
m
p
a
ct
P
x
L
Strategy Trigger Action Responsible
person/s
Revie
w
Freque
ncy
Status date and
general notes
1. Overext
ension
Increase in
client demands
drives the
contractors and
sub-contractors
to take more
time to handle
the fabrication
work.
Project delayed 4 5 2
0
Mitigate It acts as safety risk
as overextension can
cause defects along
with site accidents.
The contractors
should keep the
client update of
the project
completion
work, so that
before changing
demand they
should analyze
Project
Manager,
Safety
Manager
Month
ly
23.11.17
Register
updated.
Alternative
safety
requirements

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FUNDAMENTALS OF PROJECT MANAGEMENT
the risk (Basu
2017).
2. Budget
and
cost
escalati
on
improper
project
planning, late
deivery of the
milestones
project constraints
not accomplished
3 4 1
2
Mitigate Project manager not
able to control the
deliveries of the
project activities
manipulating
the project
activities after
an effective and
efficient
communication
with the
stakeholders
Project
Manager
Month
ly
10.12.17
Discussed with
the
stakeholders
and work
distribution is
managed
3. Lack of
Human
resourc
es or
materia
ls
Not any legal
contract with
the suppliers
and human
resources
project cost and
schedule
escalation
3 5 1
5
Mitigate Resource manager
fails to identify the
importance of legal
agreements
Make sure there
is a legal
contract and
agreement
between the
human
resources and
the organization
Resource
manager,
Supplier,
contractor
Month
ly
12.12.17
Concern
discussed and
legal
agreement
issued among
the different
stakeholders
4. Accide
nts or
natural
calamit
construction
constraints
might not meet
the expectation
Project delayed 1 5 5 transfer Certain equipment
fails or falls from
height
Countermeasure
strategy
development
Safety
manager, risk
manager,
insurance
as
requir
ed
17.12.18
Agreement
between the
insurance

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FUNDAMENTALS OF PROJECT MANAGEMENT
y of the project
delivery
company company and
DBCL is made
regarding the
insurance of
the project
5. Accide
nts due
to
failure
of
safety
equipm
ent
improper
estimation of
the required
strength and
pressure
resisting
property of the
equipment
safety of human
resources and
project schedule
2 4 8 Mitigate The safety manager
did not considered
the load and
importance of the
project delivery
Selection and
utilization of
best equipment
considering the
project safety
requirements
(Muller 2017)
Safety
Manager,
resource
manager
month
ly
19.12.18
Meeting with
the
stakeholders
define the
safety
requirement of
the project and
those products
purchased
6. Constru
ction
design
fails to
meet
the
project
improper
project
designing by
the project
manager or
utilization of
less efficient
project failure,
schedule and
budget escalation
1 5 5 Mitigate the project designer
or civil engineer did
not delivered the
project design in an
efficient and
effective manner
Using 4D
drawings for the
delivery of the
project
designing phase
Civil
engineer,
designer,
project
manager
Weekl
y
25.12.17
Monitoring and
controlling
plan is
developed

8
FUNDAMENTALS OF PROJECT MANAGEMENT
design tool for
designing the
project
7. Logisti
cs and
resourc
e
transfer
ring is
not
being
delivere
d to the
project
sites on
time
transportation
nnot allowing
heavy vehicles
to transfer
lack in resourrce
availability and
thus, influencing
the project quality
in negative
manner
3 3 9 Transfer the transportation in
between the source
and destination not
allowing the passage
for the heavy
vehicles (Verzuh
2015)
contract with the
contractor to
deliver the
resources over
the sites
Contractor,
resource
manager
Month
ly
contract or
agreement with
the contractor
is made
8. Site
protecti
on
Unattended
site can cause
damage from
leaking of pipe
and theft of
restriction of the
project delivery
4 5 2
0
Monitor Unattended site is
vulnerable to project
damage plus
vandalism.
Draining of pipe
is a method to
protect the pipe
from leakage.
Contractor Weekl
y
21.12.17
Contractor
should keep
detailed
records of the
site and safety

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FUNDAMENTALS OF PROJECT MANAGEMENT
equipments of equipments
9. Faults
detecte
d
within
the
module
of 10
weeks
Uncertainties
or accidents
could possibly
lead to certain
problems those
could possibly
impact on the
delivered
installation and
thus, it would
cost DBCL
The DBCL’s
retained 10%
money might be
compromised
3 5 15 Fault detected after
installation
Quality
assurance
program can be
developed or
further
maintenance for
the 10 weeks
can be managed
by the DBCL
itself.
Project
manager,
engineers,
Quality
manager
Weekl
y
23.12.17
Quality
Assurance
program
adopted
10. Misco
mmuni
cation
betwee
n the
DBCL
enginee
r and
enginee
rs
Two group of
engineers from
different
organizations
could be a
matter of
agreement on
same
engineering
The project can
have many
modifications that
can result in cost
and schedule
escalation
2 5 10 During site review Proper
communication
and project
documentation
with
clarification
DBCL
engineers,
Pretoria Oil,
project
manager
Weekl
y
29.12.17
Communicatio
n management
plan is
developed with
regular project
documentation
weekly.

10
FUNDAMENTALS OF PROJECT MANAGEMENT
workin
g for
Pretoria
Oil
concepts

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FUNDAMENTALS OF PROJECT MANAGEMENT
2. Planning and costs
2.1 DBCL project manager’s project plan
The average (fully inclusive) cost of an engineer was estimated to be £59.00 per hour
and for a technician £36.00 per hour. The company generally works a standard five-day week
and eight-hour days. The fixed costs for each task are shown in Table 1 are in £m.
Microsoft project data feed:
The following table consist of the activities involved in this project in addition to the
time required for completing the respective activity (in weeks). The resources required for the
management and delivery of every activity has also been proposed. 100% resource equals one
unit and hence, the percentage is allocated accordingly considering the number of resources
required for delivering the proposed activity. The engineers and technicians will be paid 59
and 36 pounds per hour and hence, the cost for the activity is duration*8 times the cost per
hour.
Task Name Duratio
n
Predecessor
s Resource Names Cost Fixed Cost
Fabricate upper
deck 4 wks Engineers[1,000%],
technicians[4,500%]
£8,400,160.0
0
£8,300,000.0
0
Fabricate cellar
deck 2 wks Engineers[1,200%],
technicians[5,600%]
£7,317,920.0
0
£7,100,000.0
0
Turbine
generators 6 wks 2 Engineers[800%],
technicians[2,000%]
£2,786,080.0
0
£2,500,000.0
0
Fuel gas
systems
2 wks 3 Engineers[600%],
technicians[2,200%]
£2,891,680.0 £2,800,000.0

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FUNDAMENTALS OF PROJECT MANAGEMENT
0 0
Fabricate flare
boom 4 wks 3 Engineers[800%],
technicians[3,200%]
£4,159,840.0
0
£3,900,000.0
0
Cooling
systems 8 wks 4 Engineers[1,200%],t
echnicians[1,800%]
£4,933,920.0
0
£4,500,000.0
0
Seawater
pumping
systems
12 wks 4 Engineers[1,200%],t
echnicians[2,000%]
£3,185,440.0
0
£2,500,000.0
0
Connect both
decks 2 wks 4,5 Engineers[1,000%],t
echnicians[4,600%]
£3,279,680.0
0
£3,100,000.0
0
Install flare
boom 6 wks 6,9 Engineers[800%],te
chnicians[3,500%]
£2,615,680.0
0
£2,200,000.0
0
Coalescer
systems 4 wks 7 Engineers[700%],te
chnicians[1,400%]
£2,346,720.0
0
£2,200,000.0
0
Gas
dehydration
systems
4 wks 11 Engineers[700%],te
chnicians[1,000%]
£2,823,680.0
0
£2,700,000.0
0
Water injection
systems 6 wks 8,9 Engineers[600%],te
chnicians[1,200%]
£3,288,640.0
0
£3,100,000.0
0
Gas
compression
systems
6 wks 10 Engineers[600%],te
chnicians[1,400%]
£3,405,920.0
0
£3,200,000.0
0
Onshore
commissioning
8 wks 12,13,14
Engineers[1,200%],t
echnicians[2,400%]
£1,603,040.0
0
£1,100,000.0
0
Table 1: Project Plan as per DBLC Manager

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FUNDAMENTALS OF PROJECT MANAGEMENT
2.2Network Diagram
The following network diagram is prepared considering the above predecessor along
with the calculation of the early start, early finish, late start, late finish, and slack in the
disturbance of the project deliverables (Nicholas and Steyn 2017).
Figure 1: Network Diagram using above table
2.2.1 Critical path with slack calculation of all non-critical activities:
The above diagram is analysed for identifying the shortest path that can be taken by
the stakeholders to meet the final delivery of the project. The A-C-G-L-N is the selected
critical path as rest of the paths are taking longer time as compared to this path. It will take 36
weeks.

14
FUNDAMENTALS OF PROJECT MANAGEMENT
Figure 2: Critical path with slack calculation
2.3 Gantt chart with project calibration
The following table presents the list of the activities, required time in weeks with 8
hours of daily work and five days’ work in a week in addition to the predecessors of every
activity and the initiation and finishing date.
Task Name Duration Start Finish Predecessors
DBCL Project 180 days Mon 08-01-18 Fri 14-09-18
Fabricate upper deck 4 wks Mon 08-01-18 Fri 02-02-18
Fabricate cellar deck 2 wks Mon 08-01-18 Fri 19-01-18
Turbine generators 6 wks Mon 05-02-18 Fri 16-03-18 2
Fuel gas systems 2 wks Mon 22-01-18 Fri 02-02-18 3

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FUNDAMENTALS OF PROJECT MANAGEMENT
Fabricate flare boom 4 wks Mon 22-01-18 Fri 16-02-18 3
Cooling systems 8 wks Mon 19-03-18 Fri 11-05-18 4
Seawater pumping
systems 12 wks Mon 19-03-18 Fri 08-06-18 4
Connect both decks 2 wks Mon 19-03-18 Fri 30-03-18 4,5
Install flare boom 6 wks Mon 02-04-18 Fri 11-05-18 6,9
Coalescer systems 4 wks Mon 14-05-18 Fri 08-06-18 7
Gas dehydration systems 4 wks Mon 11-06-18 Fri 06-07-18 11
Water injection systems 6 wks Mon 11-06-18 Fri 20-07-18 8,9
Gas compression
systems 6 wks Mon 14-05-18 Fri 22-06-18 10
Onshore commissioning 8 wks Mon 23-07-18 Fri 14-09-18 12,13,14
Table 2: Project Calibration
2.3.1 Project activities with scheduled start and completion:

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FUNDAMENTALS OF PROJECT MANAGEMENT
Figure 3: Gantt chart
Considering critical path, the project will be completed in 180 days and will be
finished on 14th September 2018.
2.4 Projected gross profit for the contract
Total cost spent on the project: 53,038,400.00
The project will be completed before 21st September and hence, DBCL will have not to
pay £500, 00 for a single time.
The revenue of the project is £59.5 m
Projected gross profit: £59.5m-£53.1m = £6.4m
3. Managing progress and spending
On 30th April, the project report presented include the following details:
Task
Actual progress
to date (%)
Total expenditure
incurred to date (£m)

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FUNDAMENTALS OF PROJECT MANAGEMENT
A 100 8.15
B 100 7.2
C 100 2.56
D 100 3.18
E 100 4.43
F 75 4.29
G 35 1.67
H 90 4.03
I 20 0.78
No other tasks had started yet or incurred any expenditure.
Table 3: actual progress and spending after 16 weeks
3.1 Table of actual v/s planned
The following table shows the different project values after selecting the project
tracking and rescheduling the project activities. The planned value of the project activities has
been set as the baseline of the project based on which the progress report is calculated using
MS project and following results were collected regarding the project cost, fixed cost,
baseline, variance and actual budget spent till the date.
Task Name % Work
Complete Fixed Cost Total Cost Baseline Variance Actual
Fabricate upper
deck 100% £8,049,840.00 £8,150,000.00 £8,400,160.00 -£250,160.00 £8,150,000.00
Fabricate cellar
deck 100% £6,982,080.00 £7,200,000.00 £7,317,920.00 -£117,920.00 £7,200,000.00
Turbine
generators 100% £2,273,920.00 £2,560,000.00 £2,786,080.00 -£226,080.00 £2,560,000.00
Fuel gas systems 100% £3,088,320.00 £3,180,000.00 £2,891,680.00 £288,320.00 £3,180,000.00
Fabricate flare
boom 100% £4,170,160.00 £4,430,000.00 £4,159,840.00 £270,160.00 £4,430,000.00
Cooling systems 75% £3,856,080.00 £4,290,000.00 £4,933,920.00 -£643,920.00 £3,217,500.00

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FUNDAMENTALS OF PROJECT MANAGEMENT
Seawater
pumping systems 35% £984,560.00 £1,670,000.00 £3,185,440.00 -£1,515,440.00 £584,500.00
Connect both
decks 90% £3,850,320.00 £4,030,000.00 £3,279,680.00 £750,320.00 £3,627,000.00
Install flare boom 20% £364,320.00 £780,000.00 £2,615,680.00 -£1,835,680.00 £156,000.00
Coalescer
systems 0% -£146,720.00 £0.00 £2,346,720.00 -£2,346,720.00 £0.00
Gas dehydration
systems 0% £2,700,000.00 £2,823,680.00 £2,823,680.00 £0.00 £0.00
Water injection
systems 0% £3,100,000.00 £3,288,640.00 £3,288,640.00 £0.00 £0.00
Gas compression
systems 0% £3,200,000.00 £3,405,920.00 £3,405,920.00 £0.00 £0.00
Onshore
commissioning 0% £1,100,000.00 £1,603,040.00 £1,603,040.00 £0.00 £0.00
Table 4: Actual v/s Planned values
Figure 4: Gantt chart recorded with reporting date of 30th April 2018
Tracking the project, the identified results less than the reviewed report proposed in
the requirement. The reflected work completion is less than the proposed completions and

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FUNDAMENTALS OF PROJECT MANAGEMENT
hence, the project is ahead of the schedule. It was identified that the project is running ahead
of the schedule and under the budget through analysing the provided result as the projected
data till 30th April 2018 had low work completion percentage (Meredith et al. 2014).
4. Earned Value Analysis and Acceleration
4.1 Create an Earned Value Analysis Table
After rescheduling the percentage of work completed considering the delivery and
management of the every activity. The earned value table consist of following details based
on which it can be said that despite of the three activities highlighted in the table, every
activity of the project is under budget and going on planned schedule.
Task
Name
%
Work
Compl
ete
Planned
Value -
PV
(BCWS)
Earned
Value -
EV
(BCWP)
AC
(ACWP) SV CV EAC BAC VAC
Fabricate
upper
deck
100% £8,400,16
0.00
£8,400,16
0.00
£8,150,00
0.00 £0.00 £250,16
0.00
£8,150,00
0.00
£8,400,16
0.00
£250,160.
00
Fabricate
cellar deck 100% £7,317,92
0.00
£7,317,92
0.00
£7,200,00
0.00 £0.00 £117,92
0.00
£7,200,00
0.00
£7,317,92
0.00
£117,920.
00
Turbine
generators 100% £2,786,08
0.00
£2,786,08
0.00
£2,560,00
0.00 £0.00 £226,08
0.00
£2,560,00
0.00
£2,786,08
0.00
£226,080.
00
Fuel gas
systems 100% £2,891,68
0.00
£2,891,68
0.00
£3,180,00
0.00 £0.00
-
£288,32
0.00
£3,180,00
0.00
£2,891,68
0.00
-
£288,320.
00
Fabricate
flare boom 100% £4,159,84
0.00
£4,159,84
0.00
£4,430,00
0.00 £0.00
-
£270,16
0.00
£4,430,00
0.00
£4,159,84
0.00
-
£270,160.
00
Cooling
systems 75% £3,823,78
8.00
£3,700,44
0.00
£3,217,50
0.00
-
£123,348.
00
£482,94
0.00
£4,290,00
7.37
£4,933,92
0.00
£643,912.
63
Seawater
pumping
systems
35% £1,645,81
0.67
£1,114,90
4.00
£584,500.
00
-
£530,906.
67
£530,40
4.00
£1,670,00
5.18
£3,185,44
0.00
£1,515,43
4.82
Connect
both decks 90% £3,279,68
0.00
£2,951,71
2.00
£3,627,00
0.00
-
£327,968.
00
-
£675,28
8.00
£4,030,00
3.16
£3,279,68
0.00
-
£750,323.
16
Install
flare boom
20% £1,830,97
6.00
£523,136.
00
£156,000.
00
-
£1,307,84
£367,13
6.00
£780,001.
10
£2,615,68
0.00
£1,835,67
8.90

20
FUNDAMENTALS OF PROJECT MANAGEMENT
0.00
Coalescer
systems 0% £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £2,346,72
0.00
£2,346,72
0.00
Gas
dehydratio
n systems
0% £0.00 £0.00 £0.00 £0.00 £0.00 £2,823,68
0.00
£2,823,68
0.00 £0.00
Water
injection
systems
0% £0.00 £0.00 £0.00 £0.00 £0.00 £3,288,64
0.00
£3,288,64
0.00 £0.00
Gas
compressi
on
systems
0% £0.00 £0.00 £0.00 £0.00 £0.00 £3,405,92
0.00
£3,405,92
0.00 £0.00
Onshore
commissio
ning
0% £0.00 £0.00 £0.00 £0.00 £0.00 £1,603,04
0.00
£1,603,04
0.00 £0.00
4.2Estimate at Completion (schedule) method derived from the Earned
Value Analysis.
MS project allows to calculate the earned value of the project considering project
schedule as mentioned in the following table: the SPI value can be effective in determining
whether the project is on schedule or late from the estimations. The activities with SPI value
equals one is moving as per the project plan developed in planning phase (Eskerod and
Jaspen 2016). The value less than 1 denotes the activity is lagging in schedule and hence,
modifications are required to complete the project within estimated timeline.
Task Name
% Work
Complet
e
Planned Value -
PV (BCWS)
Earned Value - EV
(BCWP) SV SV
% SPI
Fabricate upper
deck 100% £8,400,160.00 £8,400,160.00 £0.00 0% 1
Fabricate cellar deck 100% £7,317,920.00 £7,317,920.00 £0.00 0% 1
Turbine generators 100% £2,786,080.00 £2,786,080.00 £0.00 0% 1
Fuel gas systems 100% £2,891,680.00 £2,891,680.00 £0.00 0% 1
Fabricate flare boom 100% £4,159,840.00 £4,159,840.00 £0.00 0% 1
Cooling systems 75% £3,823,788.00 £3,700,440.00
-
£123,348.0
0
-3% 0.9
Seawater pumping
systems
35% £1,645,810.67 £1,114,904.00 -
£530,906.6
- 0.6

21
FUNDAMENTALS OF PROJECT MANAGEMENT
7
Connect both decks 90% £3,279,680.00 £2,951,712.00
-
£327,968.0
0
- 0.9
Install flare boom 20% £1,830,976.00 £523,136.00
-
£1,307,840
.00
- 0.2
Coalescer systems 0% £0.00 £0.00 £0.00 0% 0
Gas dehydration
systems 0% £0.00 £0.00 £0.00 0% 0
Water injection
systems 0% £0.00 £0.00 £0.00 0% 0
Gas compression
systems 0% £0.00 £0.00 £0.00 0% 0
Onshore
commissioni
ng
0% £0.00 £0.00 £0.00 0% 0
4.3 Estimate at Completion (cost) method derived from the Earned Value
Analysis
MS project allows to calculate the earned value of the project considering project
budget as mentioned in the following table: the CPI value can be effective in determining
whether the project is under budget or going over budget. The activities with SPI value equals
one is moving as per the project plan developed in planning phase. The value less than 1
denotes the activity is lagging in schedule and hence, modifications are required to complete
the project within estimated timeline. “For the result is more than 1, as in 1.25, then the
project is under budget, which is the best result. A CPI of 1 means the project is on budget,
which is also a good result. A CPI of less than 1 means the project is over budget (Hagney
2016).”
Task
Name
Planned
Value -
PV
(BCWS)
Earned
Value -
EV
(BCWP)
CV CV
%
CP
I BAC EAC VAC TCP
I
Fabricate £8,400,160. £8,400,160. £250,160. 3% 1.0 £8,400,160. £8,150,000. £250,160.0 0

22
FUNDAMENTALS OF PROJECT MANAGEMENT
upper deck 00 00 00 3 00 00 0
Fabricate
cellar deck
£7,317,920.
00
£7,317,920.
00
£117,920.
00 2% 1.0
2
£7,317,920.
00
£7,200,000.
00
£117,920.0
0 0
Turbine
generators
£2,786,080.
00
£2,786,080.
00
£226,080.
00 8% 1.0
9
£2,786,080.
00
£2,560,000.
00
£226,080.0
0 0
Fuel gas
systems
£2,891,680.
00
£2,891,680.
00
-
£288,320.
00
-10% 0.9
1
£2,891,680.
00
£3,180,000.
00
-
£288,320.0
0
-0
Fabricate
flare boom
£4,159,840.
00
£4,159,840.
00
-
£270,160.
00
-6% 0.9
4
£4,159,840.
00
£4,430,000.
00
-
£270,160.0
0
-0
Cooling
systems
£3,823,788.
00
£3,700,440.
00
£482,940.
00 13% 1.1
5
£4,933,920.
00
£4,290,007.
37
£643,912.6
3 0.72
Seawater
pumping
systems
£1,645,810.
67
£1,114,904.
00
£530,404.
00 48% 1.9
1
£3,185,440.
00
£1,670,005.
18
£1,515,434.
82 0.8
Connect
both decks
£3,279,680.
00
£2,951,712.
00
-
£675,288.
00
-23% 0.8
1
£3,279,680.
00
£4,030,003.
16
-
£750,323.1
6
-0.94
Install flare
boom
£1,830,976.
00
£523,136.0
0
£367,136.
00 70% 3.3
5
£2,615,680.
00
£780,001.1
0
£1,835,678.
90 0.85
Coalescer
systems £0.00 £0.00 £0.00 0% 0 £2,346,720.
00 £0.00 £2,346,720.
00 1
Gas
dehydration
systems
£0.00 £0.00 £0.00 0% 0 £2,823,680.
00
£2,823,680.
00 £0.00 1
Water
injection
systems
£0.00 £0.00 £0.00 0% 0 £3,288,640.
00
£3,288,640.
00 £0.00 1
Gas
compression
systems
£0.00 £0.00 £0.00 0% 0 £3,405,920.
00
£3,405,920.
00 £0.00 1
Onshore
commissioni
ng
£0.00 £0.00 £0.00 0% 0 £1,603,040.
00
£1,603,040.
00 £0.00 1

23
FUNDAMENTALS OF PROJECT MANAGEMENT
Network Diagram using MS project
4.4 Comparison of the values
For the first table, the SPI value is one for all the completed task and is relatively
same as compare to the percentage of work being done. It means that the work is being
completed as it was planned and the project is on schedule (Heagney 2016). For the
uncompleted tasks, the values are lower than 1 and hence, the project deliveries are not
meeting the estimated amount of work being done.
Moving forward towards the earned value cost indicator, it is clear that the value of
CPI for all the tasks are greater than 1 excluding three activities. It means that other than
those three activities, the project progress is under budget (Lock 2017). For the three
activities, the project is going over budget and hence, the project needs a monitoring and
controlling plan that can assure that the future deliveries can fill this gap and result the project
to be cost effective.

24
FUNDAMENTALS OF PROJECT MANAGEMENT
Analysis on selection:
Tas
k
Description
Duration
(weeks)
Predecessor/s
Fixed
costs
£M
New
duratio
n
New
budge
t
£M
K
Gas dehydration
systems
4 J 2.7
2 1.6
L
Water injection
systems
6 G,H 3.1
2 3
M
Gas compression
systems
6 I 3.2
3 1.1
N
Onshore
commissioning
8 K,L,M 1.1
5 2.25
The above calculated data can be used for modifying the existing or planned
information of the project and hence, new Gantt chart can be prepared that will alternatively
result in the new critical path for the project:

25
FUNDAMENTALS OF PROJECT MANAGEMENT
Slack Calculation:
Early Start Early Finish Late Start Late Finish Slack
Mon 01-01-18 Fri 26-01-18 Mon 01-01-18 Fri 26-01-18 0 wks
Mon 01-01-18 Fri 12-01-18 Mon 01-01-18 Fri 12-01-18 0 wks
Thu 08-02-18 Wed 21-03-18 Thu 08-02-18 Wed 21-03-18 0 wks
Fri 19-01-18 Thu 01-02-18 Fri 19-01-18 Thu 01-02-18 0 wks
Fri 19-01-18 Thu 15-02-18 Fri 19-01-18 Thu 15-02-18 0 wks
Mon 09-04-18 Fri 01-06-18 Mon 09-04-18 Fri 01-06-18 0 wks
Mon 09-04-18 Fri 29-06-18 Mon 09-04-18 Fri 29-06-18 0 wks
Mon 09-04-18 Fri 20-04-18 Mon 09-04-18 Fri 04-05-18 2 wks
Fri 27-04-18 Thu 07-06-18 Fri 27-04-18 Fri 22-06-18 2.2 wks
Mon 04-06-18 Fri 29-06-18 Mon 04-06-18 Fri 29-06-18 0 wks
Mon 02-07-18 Fri 13-07-18 Mon 02-07-18 Fri 13-07-18 0 wks
Mon 02-07-18 Fri 13-07-18 Mon 02-07-18 Fri 13-07-18 0 wks
Fri 08-06-18 Thu 28-06-18 Mon 25-06-18 Fri 13-07-18 2.2 wks
Mon 16-07-18 Fri 17-08-18 Mon 16-07-18 Fri 17-08-18 0 wks
Network Diagram

26
FUNDAMENTALS OF PROJECT MANAGEMENT
There are two critical paths identified that can be considered for further project
delivery for which we have options: FJKN and GLN that will alternatively take 19 weeks
each to complete the project for rest of the activities after 30th April 2018. Since FJKN consist
of four activities it can be considered as the critical path to be followed for further
modifications in the project for delivering the project successfully. GLN path has not been
recommended as it has less number of activities.
For the instance, if all the proposed recommendations are applied than the project
delivery can be made earlier and could be delivered by 27th July 2018. Considering the cost
and schedule all options can look better however, it will result timeloss and quality of the
project as the resources are being much overloaded after that. And so, modifications on the
existing critical path can be opted for further project modification (Fleming and Koppleman
2016). It will no doubt be helpful and effective in managing the timeline, cost and quality of
the project.

27
FUNDAMENTALS OF PROJECT MANAGEMENT
Commercial impact
The project will be completed in rest 19 days that will result in the following earned
value analysis:
Earned Value analysis can be stated as:
Task
Name
%
Work
Comp
lete
Planned
Value -
PV
(BCWS)
Earned
Value -
EV
(BCWP)
AC
(ACWP) SV CV EAC BAC VAC
<New
Summar
y Task>
50% £0.00 £0.00 £33,105,
000.00 £0.00
-
£33,105,
000.00
£48,146,
880.00 £0.00
-
£48,146,
880.00
Fabrica
te upper
deck
100% £8,400,1
60.00
£8,400,1
60.00
£8,150,0
00.00 £0.00 £250,160
.00
£8,150,0
00.00
£8,400,1
60.00
£250,160
.00
Fabrica
te cellar
deck
100% £7,317,9
20.00
£7,317,9
20.00
£7,200,0
00.00 £0.00 £117,920
.00
£7,200,0
00.00
£7,317,9
20.00
£117,920
.00
Turbin
e
generator
s
100% £2,786,0
80.00
£2,786,0
80.00
£2,560,0
00.00 £0.00 £226,080
.00
£2,560,0
00.00
£2,786,0
80.00
£226,080
.00
Fuel
gas
systems
100% £2,891,6
80.00
£2,891,6
80.00
£3,180,0
00.00 £0.00
-
£288,320
.00
£3,180,0
00.00
£2,891,6
80.00
-
£288,320
.00
Fabrica
te flare
boom
100% £4,159,8
40.00
£4,159,8
40.00
£4,430,0
00.00 £0.00
-
£270,160
.00
£4,430,0
00.00
£4,159,8
40.00
-
£270,160
.00
Coolin
g
systems
75% £3,823,7
88.00
£3,700,4
40.00
£3,217,5
00.00
-
£123,34
8.00
£482,940
.00
£4,290,0
07.37
£4,933,9
20.00
£643,912
.63
Seawat
er
pumping
systems
35% £1,645,8
10.67
£1,114,9
04.00
£584,500
.00
-
£530,90
6.67
£530,404
.00
£1,670,0
05.18
£3,185,4
40.00
£1,515,4
34.82
Connec
t both
decks
90% £3,279,6
80.00
£2,951,7
12.00
£3,627,0
00.00
-
£327,96
8.00
-
£675,288
.00
£4,030,0
03.16
£3,279,6
80.00
-
£750,323
.16
Install
flare
boom
20% £1,830,9
76.00
£523,13
6.00
£156,000
.00
-
£1,307,8
40.00
£367,136
.00
£780,001
.10
£2,615,6
80.00
£1,835,6
78.90
Coales
cer
0% £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £2,346,7
20.00
£2,346,7
20.00

28
FUNDAMENTALS OF PROJECT MANAGEMENT
systems
Gas
dehydrati
on
systems
0% £0.00 £0.00 £0.00 £0.00 £0.00 £2,823,6
80.00
£2,823,6
80.00 £0.00
Water
injection
systems
0% £0.00 £0.00 £0.00 £0.00 £0.00 £3,062,8
80.00
£3,288,6
40.00
£225,760
.00
Gas
compress
ion
systems
0% £0.00 £0.00 £0.00 £0.00 £0.00 £3,405,9
20.00
£3,405,9
20.00 £0.00
Onshor
e
commissi
oning
0% £0.00 £0.00 £0.00 £0.00 £0.00 £2,564,4
00.00
£1,603,0
40.00
-
£961,360
.00
Conclusion
It can be concluded that the iron triangle can be an effective strategy for assuring that
the project managers deliver their section of work and manage the entire project thoroughly.
Various project management approaches have been used in this project including the project
progress monitoring and implementing the changes those are best suited for the successful
delivery and management of the entire project. The MS project software has been used for
predicting and demonstrating the project planning and its constraints. The proposed changes
can bring positive outcomes for the DBLC Company and manage the budget and schedule of
the entire project. The above report demonstrates how delay in a single activity could reflect
alterations in the entire project and how complex and crucial conditions could born.
Section B: Reflective essay
I get to know that schedule and budget of the projects are always interrelated to each
other and manipulations or uncertainties in either of the parameter could bring a drastic
change in the overall delivery of the project. I also identified that even in small projects, high

29
FUNDAMENTALS OF PROJECT MANAGEMENT
calculations and better decision-making are very crucial considering the planned progress and
actual progress of the project. The iron triangle can be an efficient strategic approach towards
assuring the project constraints’ deliveries as it has been planned to. Projects have always a
tail of risks those are capable of impacting the entire project, the project managers’ primary
role is to analyse detect, and propose counters measures to the risks those could possibly
influence the project in negative manner. I performed the risk analysis for this project after
discussing about the iron triangle. The risk register can be very crucial to build however, it is
very informative and efficient in developing the strategies those could allow the project
manager to fight them. As mentioned above, the iron triangle includes time, scope, budget,
and quality of the project. I understand that all these parameters have significantly impact on
others. The project cannot have any one parameter very high and effective and other one very
low and of no use. I used MS project throughout the entire report preparation and thus, I
learnt very new knowledge that can be used in the future professional and personal
development.
I noticed that the project manager of the DBLC had developed a sophisticated
projectplan that could be an efficient and successful planning if followed strictly. I used the
same data for the preparation of the Gantt chart and the budgeting of the entire project and its
activities using the MS project. Calculation is not my very string subject however, I know
about the formulas those could be used for solving the requirement file. However, I decided
to use the MS project software as it could save a lot of time and with exceptional errors.
Thus, the above projected results on simulating the project activities n MS project could be
used for the successful delivery of the project. I have not very strong command over the MS
project as, I wasnot in regular practice for using the MS project. So, I went to for the inline
video tutorials by reputed engineer, business man, and project manager to enhance and
improve my knowledge extent. I used those data and information in an effective and efficient

30
FUNDAMENTALS OF PROJECT MANAGEMENT
manner. Planning and budgeting plane can be smoothly proceeded, through the application
of the software. It was very efficient tool that allowed e to get the project details exactly and
accurately as it was demanded. I learn how to deliver the necessary changes through setting a
baseline of the project during its initiation stage. The monitoring of the entire project can be
an efficient and effective strategy focusing on the development and introduction of the new
strategies those could finally meet the project needs and requirements.
I also performed the cost benefit analysis and noticed that the paper calculations
cannot be easy and it can also impact on the reliability of the final results. However, MS
project allows us to bring those data in the form of tables in the meantime. I learnt various
options and selection of the strategies in the MS project that can allow the users to instantly
calculate the big calculations and make decisions accordingly. Earned Value analysis was the
most difficulty section for throughout the entire project lifecycle. And so, the calculation
needs to be accurate in manner to make sure that the recommendations could be made that
can bring project towards the success. I am not very smart in using the MS project and so, I
took various helps from the YouTube that helped me in strengthening the knowledge related
to the various applications of the MS project. I identified that I will need practice on using the
MS project in much efficient manner. I will be continuously use the MS project for better
understanding on the various applications those could be delivered in an efficient way and in
no time through using this software.

31
FUNDAMENTALS OF PROJECT MANAGEMENT
Bibliography
Basu, R., 2017. Fundamentals of Project Management. In Managing Quality in Projects (pp.
27-46). Routledge.
Eskerod, P. and Jepsen, A.L., 2016. Project stakeholder management. Routledge.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Lock, D., 2017. The essentials of project management. Routledge.
Meredith, J.R., Mantel, S.J., Shafer, S.M. and Sutton, M.M., 2014. Project management in
practice. Wiley.
Muller, R., 2017. Project governance. Routledge.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
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Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.