Project Initiation Document for Shifting London College of Contemporary Arts (LCCA) to a New Location

The report discusses the shifting of London College of Contemporary Arts (LCCA) to a new location. It includes the project methodologies, project teams, project stages, and monitoring and controlling of project risks. The project manager's role, project characteristics, and the justification of theoretical frameworks and methodologies were also discussed. The report also included the project charter, identification of stakeholders, project requirements, scope, work breakdown structure, schedule, and budget. The risks and execution stage were also discussed, and the report concluded with the importance of proper analysis for achieving the desired goals and objectives.

Project Initiation
Document

Executive summary
The given report document takes the form Project Initiation Document that evaluates its
considerations on shifting of London College of Contemporary Arts (LCCA). The provided
document will include the use of various project methodologies for regulating the shifting of the
college. The project evaluated the management of project teams and their relative composition
for regulating the project work in the environment. For the stated project stages were being
developed through which project work was filtered for ensuring productive workings. At the last,
monitoring and controlling of project risk is being considered. Lastly, project failures, success,
and delivery of the project are being determined.

Table of Contents
Executive summary..........................................................................................................................2
1.0 Introduction................................................................................................................................4
1.1 Relate to the case of the example of LCCA and the move to a new location..................4
1.2 Define a project, its characteristics, and the role of the project manager.........................4
1.3 Justify the application of the theoretical frameworks and methodologies within a project
environment............................................................................................................................5
2.0 Main section...............................................................................................................................5
2.1 Initiation Stage..................................................................................................................5
2.1.1 Project charter................................................................................................................6
2.1.2 Identify stakeholders.....................................................................................................6
2.2 Planning Stage..................................................................................................................6
2.2.1 Project requirement.......................................................................................................7
2.2.2 Scope.............................................................................................................................7
2.2.3 WBS..............................................................................................................................7
2.2.4 Schedule........................................................................................................................7
2.2.5 Budget............................................................................................................................7
2.3 Management and Control Stage.......................................................................................7
2.4 Executing..........................................................................................................................8
2.5 Closing stage....................................................................................................................8
Conclusion.......................................................................................................................................8
Recommendations............................................................................................................................8
References........................................................................................................................................9

1.0 Introduction
The Project Initiation Document or PID determines management of project scope, project
activities with carrying associated team in the project firm. It contains fundamental information
about the entire project and serves as a roadmap for completing it efficiently. It is critical to
provide direction to external stakeholders on internal activity. The given PID is dedicated on
providing discussion regarding the London College of Contemporary Arts (LCCA) for making
shifting to a new location from Holborn to Tower Hill. The project description, tolerances,
controls, initial business case, project strategy, organisational structure, communication plan, and
customer quality expectations are all included in this report. All of them are working together to
create a project start document that will help a company organisation achieve long-term
success(Abdel-Basset and et. al., 2021).
1.1 Relate to the case of the example of LCCA and the move to a new location
The reflected case at LCCA provides the discussion of the project work for which
shifting of the respective college from one location to another will be considered. The rationale
of the movement is being stated as outdated facilities made available to the site of LCCA. The
project will build on effective considerations reducing the operational cost of working and
providing effective facilities to students of the college while gaining education and relative
learning (Boss and Larmer, 2018).
1.2 Define a project, its characteristics, and the role of the project manager
The project is the term that is referred to as sequences of tasks that are being used to
complete or achieve specific outcomes. The term provided defined formats of working at the
workplace through which changes at the workplace can be implemented effectively (Chege and
et. al., 2019). Some of the characteristics of the project are mentioned below;
 Team spirit: The project classifies working towards the desired goal in a team. The
workings in the project firm are being considered in a team that helps in establishing
coordination of work in the project work.
 Objective-based: Another characteristic of the project relates to promoting objective-
based working. For the project work proper monitoring and controlling initiatives are
taken that guide operational working in the project towards completion of desirable
project objectives.

 Methods: The project is a constitute of using appropriate methodologies that helps the
project firm while operating variety of project tasks. This contributes towards productive
workplace operations by reflecting on nature of work to be performed.
Role of project manager
 Planning: A project manager of the firm is held responsible for planning of various
activities for attainment of desirable project goals and objectives. This contributes
towards developing better standards for in the project firm and attain project goals in a
coordinated manner.
 Monitoring: All the project tasks produced at the firm are being effectively monitored by
the project manager.
 Stakeholder satisfaction: Another role of a project manager is to ensure high satisfaction
is being provided to stakeholders of the project firm.
1.3 Justify the application of the theoretical frameworks and methodologies within a project
environment
The methodology which can be considered for the given project will include making use
of Agile project management techniques. It is the method through which a project is handled by
the team. The task is broken down into phases. The perspectives and expectations of diverse
stakeholders are also taken into account in the agile technique. Client expectations are
communicated to the project management team so that the project may be implemented
appropriately (Cram and Wiener, 2018). In the case of LCCA, the project is built by shifting the
college to a new location to avail benefits of up-to-date technologies and provide effective
services at the workplace. The requirement is to develop strategies that will aid the organisation
in developing great customer relationships. Changes may be dealt with in the middle of the
development process, and the agile framework decreases risk. The Agile Framework focuses on
maximizing the business value through a well-coordinated project working structure (Du and et.
al., 2018).

2.0 Main section
2.1 Initiation Stage
The first and most important duty is to get the project started. The project manager's job
here is to get the project started. The individual determines the project's goals and scope, as well
as takes responsibility for its effective completion.
2.1.1 Project charter
A project charter can be defined as the statement that determines scope of the given
project work along with objectives and responsibilities. The charter is being prepared for gaining
approval from the key project stakeholders. For the given project work in which LCCA will be
shifted to a new location in which out-dated terms of operations will be defined (Kock and et. al.,
2020).
2.1.2 Identify stakeholders
Stakeholders in project management are everyone who is involved with the project. It's
crucial to understand the stakeholders who will benefit from the project. The goal is to figure out
who has power and is interested in the project. The job at hand is about building a customer
database in order to improve the relationship. Because it contributes to the company's
profitability. It is critical to delivering the required information to all stakeholders engaged in the
process while doing stakeholder analysis (Lin, Zhu and Gao, 2020).
High power, high interest: The LCCA's managers are in this quadrant, which means
they have a lot of influence and a lot of interest. They are in charge of making managerial
decisions. They have a lot of authority since they are the ones who make the decisions in the
project. They also have access to information since they are really interested in the firm.
High power, low interest: Employees in this quadrant have a lot of authority but little
interest. They have a lot of authority since they are the ones that put in the effort to finish the job.
It's also critical to supply them with the knowledge they need to do their jobs.
Low power, high interest: Suppliers are those with little influence but a strong desire to
help the organisation. It is their business to offer material to the organisation in order for it to
execute its functions. As a result, they're looking for details about the project's completion.
Low power, low interest: This quadrant is where the system admins. They have little
authority and are uninterested in the initiative, therefore there is no need to engage them.

2.2 Planning Stage
Once the project has begun and the project's goal has been established. The following
stage is to plan. The better the strategy is written, the easier it will be for the organisation to carry
it out successfully. During this stage, the project manager decides on everything related to
money, risk, and schedules (Love and Matthews, 2019).
2.2.1 Project requirement
The requirement for the given project could be with regards to shifting of LCCA to a new
location that will enable productive terms of workings in the project firm.
2.2.2 Scope
The scope for the given project was an inclusive of shifting of LCCA to a different
location. The project firm will dedicate its resources that will facilitate the organizational change
adhering to effective use of project resources and maintaining productive working in the project
firm.
2.2.3 WBS
The work breakdown structure refers to a systematic presentation of activities that are
interrelated with the functional departments of the project firm. The provided structure helps the
project firm to integrate the operational working at the project firm and defines effective
standards on the basis of which each task is performed in an effective manner with rationale use
of project resources (Luo and et. al., 2018). The phrase "task breakdown structure" refers to a
useful strategy for making project management more accessible and comprehensible. It is a
project management tool that is used to create a deliverable-oriented hierarchical breakdown of
practises to be carried out by the team. It serves the function of arranging the entire project in
any variety of project. Each task's length is calculated according to the prerequisites and best
practises. It gives an overall plan so that the project manager can understand how the project is
progressing and correctly manage workflow (Mahon and et. al., 2020).

2.2.4 Schedule
It is critical to establish a timeline for the project's completion. The LCCA sets deadlines
and criteria for the project team to follow. This may be done with the aid of a Gantt Chart, which
reminds you of the deadline for each stage's completion (Pall and et. al., 2019). It is critical for a
project since it aids in the timely completion of all stages. Work Break Down Structure is
beneficial in completing the assignment properly. Because it makes it easier to separate the tasks
and complete them one at a time (Rosinski, 2019).
2.2.5 Budget
A budget is a financial plan that is set for a specific time period. The budget breakdown
explains how the overall value of a project is divided into numerous costs that are projected to
occur while working on it. The budget is a financial presentation of project resources along with
cost structure of the project firm (Wong and Davison, 2018). The total budget available for the
project of shifting college to suitable location to allow better use of technology resources is
£70,000, which comprises £60,000 and £10,000 for the complete project work. A project's
budget is crucial since it dictates the cost of each component.
Particulars Amount (In £)
Accommodation 12000
Travel and transportation 5000
Lodging 8000
Entertainment 5000
Visit to organisations and other places 12000
Flights 8000

Other expenses 10000
Total 60,000
2.3 Management and Control Stage
The strategy is being implemented, and the results are beginning to appear. Now is the
moment to keep an eye on the numbers. As everyone strives to meet the aims and objectives set
out. It's critical to keep an eye on whether they're on track to meet their goals and objectives. The
budget that has been set and the money that has been utilized in actuality are the same. The
actual performance is compared to the desired performance at this step (Zareei, 2018). Following
are the risks which are taken into consideration by the project manager;
Financial risk: Possibilities of going over budget and difficulties obtaining needed
money.
Organisational risk: Problems with trip preparation, mishandling of activities such as
destination approval delays, license cancellations, and so on.
Human risk: Students' enthusiasm in learning about business challenges has waned, as has
their compliance with health and fitness requirements.
2.4 Executing
Following the planning stage, the next crucial step is to put the strategy into action. It is
the stage of execution where the project manager may work towards achieving the objectives.
This is also an essential stage when the proposed plan may be implemented. It is critical for
LCCA to be able to ensure that it can execute plans more effectively, which will aid in the
achievement of goals and objectives and, as a result, will aid the firm much in improving overall
efficiency and effectiveness (Zwikael and Smyrk, 2019).
2.5 Closing stage
At this point, the project has reached the point when it must be completed. It is very vital
and required for Coventry Manufacturing Ltd to guarantee that the project achieves the
appropriate goals and objectives. This will greatly assist it in determining how to increase the
overall level of efficiency and effectiveness so that adjustments can be made as and when needed
in a proper and acceptable manner.

It is critical that it be properly and appropriately analysed, as this will aid in the
achievement of the required goals and objectives. As a result, it is critical for a company like
LCCA to be able to identify ways to improve overall efficiency and effectiveness, which will aid
it greatly in the future because the management of needs and requirements can be carried out
properly by making proper use of technology.
Conclusion
From the analysis of the above PID, it can be concluded that there are several tasks are
performed by the project manager which enables productive working efforts. Based on the
evaluation of the provided PID, it can be determined that there were various discussions about
the operational running of project organisation. For the purpose of this study, a project
management analysis of the company was conducted, which was based on its performance in
reporting to the local authority in the UK region. It was carried out through the examination of
external elements for the relevant corporate strategies towards making effective movement of the
college. It may be claimed that if a project institute is supplied, it defines the strategy
concentrates on aspects of effective use o project resources that are linked to extracting
productive project outcomes.
Recommendations
By taking into consideration above discussion there are several elements that are
recommended to managers of the project firm. Following the examination of the aforesaid data,
specific recommendations or ideas may be made to the partner organisation in order for them to
obtain a better knowledge of the market. The suggestions will be used to increase workplace
efficiency and establish acceptable working standards for the project facility.
 Effective communication: Project firm operational managers are recommended to
provide great information flow during the growth process by utilising the firm's
operations, which also focuses the firm's emphasis toward the age well priority. Its
inclusion enables better conditions to be agreed upon while maintaining communication
throughout tasks that need the employment of an external workforce. Because the
marketplace is so complex, there may be times when last-minute changes are necessary;
as a result, excellent communication may assist the operational company in making better
judgments.

 Market research: It is suggested that the firm's managers consider conducting periodic
market research. This will assist the company in avoiding negative outcomes from the
extraction of materials. Due to the significant threat in the business market, the firm's
operations may be mishandled. By doing efficient market research, a corporation may
address a variety of challenges posed by political, legal, social, and demographic
variables that impact the company's operations. This may be accomplished by setting
improved standards for planning and completing scheduled tasks in accordance with
desired criteria.
 Digital technology: It is suggested that workforce managers who are involved in activities
at their respective organisations offer their efforts by making use of current technology.
The company's strategy plan governs how effective terms are created in order to provide
the best project benefits in its operating marketplace. As a consequence, using updated or
cutting-edge technology will improve the company's operating standards while also
increasing its competitiveness.
 Flexible management approach: It is advised that the firm's operational management
department use flexible management techniques. This will enable the business firm to
operate effectively in a complicated and uncertain commercial environment. Less
complicated working standards, as well as allowing for fast modifications through the use
of meetings, may prove to be beneficial.

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