A Critical Analysis of Project Management Processes and Strategies

The project management process involves five phases: initiating, planning, execution, monitoring and control, and closing. The initiating phase sets the stage for the project by defining its scope, goals, and deliverables. Planning involves developing a detailed plan to achieve the project's objectives, including setting milestones and allocating resources. Execution is where the planned tasks are carried out, and monitoring and control involve tracking progress and identifying any deviations from the plan, taking corrective action as needed. Closing formally terminates the project and transfers its results to the stakeholders. Additionally, risk management strategies such as accepting, minimizing, sharing, and transferring risks can be employed to mitigate potential threats to the project. Effective communication, scope definition, and scheduling are also critical components of a successful project. Finally, controlling the project involves monitoring progress, identifying deviations from plan, taking corrective action, and ensuring that the project is completed within budget.

MANAGING PROJECT
NAME: JOHNSON JEFF
SOLOMON
STUDENT NO:
139017773
MODULE CODE: SIM 335
MODULE TUTOR: PETER
COLEMAN
WORD COUNT:
TASK1- 660 WORDS
TASK2- 2200 WORDS
solo

TASK 1
1. Projects are usually characterized by three types:
 Change driven: The necessity to alter operations to compete with the
business environment.
 Market driven: creating a new product in reaction to latest business
requirements. For instance, BMW uses managing project procedure to
carry out its new technique.
 Crisis driven: Generally a reaction to a critical condition.
Examples of each type of projects –
 Change driven: A telecommunication firm wishes to advance its consumer
service by streamlining its services by forming a more flexible arrangement
able to manage forthcoming development.
 Market driven: A research department in a chemical organization assign time
to discovering the opportunities to evolve innovative goods with the recent
polymer. ( Coleman, 2014)
 Crisis driven: A Charity working in the under developed countries may find out
in discussion with indigenous people that a well is needed. This includes
consultation with them of a good place to have the well and discussing with a
hydrologist and controlling manual labour and supplies to execute the work.
(Field and Keller, 1998)
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2(I). Scope management includes the actions and procedures that enable the project
manager to ensure that the scope of the project comprises all the work to realize the
project targets. (Pinto, 2013)
2(ii). Scope management is a plan that comprises of the organizational structure for
the team handling the project, the strategies and process the team members are
meant to work with and task description for each team members. (Burke, 2013)
2(iii). There are many tools to subdivision of the work of scope which include Product
Breakdown Structure, Transport breakdown structure, Location breakdown structure,
Systems breakdown structure. (Burke, 2013)
Tasks precednce time Days 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
A - 5days 5 DAYS
B - 4days 4 DAYS
C A 6days 6DAYS
D B 2days 2DAYS
E B 5days 5DAYS
F C 6days 6DAYS
G F 4days 4DAYS
H F 5days 5DAYS
3(ii) Critical path- A, C, F, H
3(iii) Duration- 22 days
3(iv). Advantages of Gantt charts are:
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 They are very straightforward to make and comprehend.
 It recognises the system of the project with its plan.
 It keeps people informed and controls the project.
 It is beneficial for recognizing the resources you need to
assign tasks to people. (Pinto, 2013).
4. Project success is determined by the quadruple constraint which includes:
 Time: Projects are controlled by a definite time frame in
which the project should be finalized.
 Budget: Projects must conform to budgeted allowances
which ensure resources are used more proficiently.
 Performance: Projects are improved for the purpose of
meeting the technical requirements for the project as
specified.
 Client Acceptance: Projects main focus is their clients or
customers who they want to give maximum satisfaction.
(Pinto, 2013).
5. To make sure you keep alterations to project under control take the subsequent
actions:
 Initiate a procedure for submitting, appraising and approving
alterations to plan of the project.
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 Explain guidelines so that the group members know exactly
what slight alterations are suitable and what alterations need to
be put through the change control procedure.
 Evaluate change requests with team members.
 Contemplate the influence of the alterations, recognize causes
of modifications and determine if these effect on other areas of
the project.
 Look at the other activities and decide their influence on the
project.
 Support or refuse alterations and communicate alterations to
every individual.
 Document and trace alterations, writing their consequence in the
project. (Coleman, 2014).
6. Project quality management is the method of recognizing requests of quality and
standards for the projects, deliverables and recording the project comply with the
quality requests.
PQM are subdivided into four components:
 Quality planning- This includes recognizing the requirements for
quality for the project and product and recording the project
conforms to the quality necessities.
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 Quality Assurance -This involve substantiating that the project
activities are appropriate which ensures the project deliverables will
be of good quality.
 Quality Control- Quality Control substantiate that the product
conforms to the quality necessities.
 Continuous improvement- Continuous improvement is used by
businesses to describe how data provided by quality assurance and
quality control processes are used to enhance productivity.
(Knowledge.apm.org.uk).
Task 2
Introduction
A project can be defined as an order of arranged events targeted at a clear objective
that preferably has to be accomplished given the limited funds assigned. (Pinto,
2013). when handling a project like setting up new wind turbines, factors like the
mission, scope, aims, deliverables, project limitations are deliberated by the project
manager who should have essential skills such as leadership, team building,
integrative thinking, organization skills, decision making which are essential for a
project manager to be effective in order to stimulate change and accomplish
organization aims. This report applies managing projects concept established in the
course which are scope of the project, team formation, and leadership. This report
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will use project Life cycle to structure the wind turbine project which discusses
stages in a project growth which are significant because they decide the logic that
direct a project and the life cycle aid to develop a plan for the wind turbine project
with its four types of phases which are conceptualization, planning, execution,
termination. (Burke, 2013).
BODY- WIND TURBINE PROJECT
The Conceptualization stage is phase where the scope of the work is decided,
essential resources are recognized, and skills, policies and significant organizational
stakeholders are signed on. A project manager needs to use the project initiation
document because it communicates information to the stakeholders and team
members and pledge their support for the project and they obtain their approval for
the next phase.
The Development phase is the stage where the comprehensive specifications,
schematics, and policies are developed. In the stage, the key team members are
appointed and the scope baseline is developed for the wind turbine project. (Burns
and Sinfield, 2003).
The scope of a project is defined as the planning of a detailed project it take account
of a definite list of project deliverables, responsibilities and targets which are evident
in appendix 3. (Maylor, 2010). In order for scope to be recognized there must be
enquiry into the phase of planning, including the new team members, ignore time
impending on the creation of work breakdown structure, pre-planning benefits and
simplicity within portfolios and programme. The scope documentation of the project
is termed scope statement which is well-known to allocate duties to members of the
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team which also show how finished work is completed and accepted and which will
help teams to concentrate, if there are deviations to be made during the project
(Richman, 2002).Project management tools such as milestones, Gantt chart, critical
path, network diagram to plot and manage a project competently. The project scope
can be designed and supervised using a Gantt chart which is easy to comprehend
but its downside is its lack of devotion to budgets. However, Gantt charts make
evident the start and finish of project terminal elements when handling a project.
Network diagrams institutes the common-sense connection between the activities.
Nevertheless, project managers can use straightforward messaging method like
notice boards or to-do list. (Maylor, 2010). The project manager needs to use distinct
project management technique like the work breakdown structure which proposes to
give an enhanced control of scope and it gives an established strategy for the
project. The central aim of a budget is the need to substantiate, instead of
contradicting with the project's objectives and the schedule that allows an
organization to accomplish these aims which are evident in appendix 5. The project
budget must be synchronized with the project actions defined in the WBS, as the
WBS establishes the project plan and the budget allocates the essential resources to
maintain the plan.
Top-down budgeting will be necessary for a project like the wind turbine project
because it involves immediate contribution from the stakeholders but it criticisms are
it causes frictions between departments because of fighting for the largest share of
the budgets within departments. (Pinto, 2013).
Dealing with the risk that will be instigated by the setting up of the wind turbine
project by the project manager is of very vital significance since it assists the
manager of the project to oppose the diversity of diverse threats a project is
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vulnerable to. Nevertheless, the risk from the wind turbine projects needs to be
controlled using the stages of systematic risk management like risk identification
which determines the specific threats which can influence the project and analysis of
probability which has an influence when they occur and risk mitigation which are
ways to reduce the influence of threats that can derail the project and finally
organizing and recording which creates information for upcoming project. The risk of
the wind turbine projects can be addressed by accepting, minimizing, sharing and
transferring the risk which are evident in appendix 4. (Boddy, 2002).
The cost for the wind turbine project may be £1million but the sum is not necessary
at the start of the project since the economic team needs to be aware of the need for
cash possibly in monthly or quarterly periods. Administration is crucial to the
accomplishment of a project, particularly a big one. Occasionally this is the work of
the project manager, but for projects like the wind turbine it is suitable and well-
reasoned to have a full-time administration and have project file custodian whose
work is to keep track of documents and have a project structure which include an
accountant, engineer, transport person to integrate each other skills for the project of
the wind turbine to be effective. The project manager must have regular meetings
with snowball ltd so he can be acquainted with their feedback in order for the project
not to be a problem. (Field and Keller, 1998).
The Execution phase is where the system is improved or the product is formed. The
undertakings of a project manager throughout a project execution may be reflected
under the subsequent headings which are initiating, planning, monitoring, directing,
and communicating which are evident in Appendix 2. (Weiss and Wysocki, 1992).
When managing project like the wind turbine project, effective communication is very
important because it is a means to attaining team member’s commitment,
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extraordinary team member’s performance and project accomplishment which
supports the effectiveness of the organization and success of the project. (Champ,
2013). Team members are more dedicated when there is easy access to
information and team members know the organization resolutions and project
actions that affect their works. (Wright, 2009). However, Verghese (2012) states that
reduced communication are an obstacle to team member’s performance and
commitment. Additionally, reduced communication between the project manager of
the wind turbine and Snowball ltd could lead to the let-down of the project but this
can be averted by improving communication in the wind turbine project in form of
joint communication which are written and non-written and an all inclusive feedback
structure should be incorporated within the culture. (D`Aprix and Fagan-Smith,
2011).There are usual difficulties a project manager can face during a project which
are equipment estimation more than what expected, a supplier can go bust and new
law may prohibit a scheduled course of action which requires project manager to
have a contingency plan so that the project can be brought back under control.
(Boddy, 2002). The core activities in the execution stage of a project are monitoring
and control and these depend on the communication system used by the project
team. There needs to be a recognized change control procedure to deal with
deviations to the plan which is essential to control the possible effect on the project
whatever alteration you make; there will be a knock-on effect on the project financial
plan, schedule or scope. (Coleman, 2014). The control of a project can be likened
to a feedback control loop which requires both a definition of the plan and also a
measurement of the actual status. The wind turbine project status may be measured
with techniques such as periodic reports, milestones and inspections which are
evident in appendix 6. (Field and Keller, 1998). Leadership is a responsibility of
9

interpreting the objectives and values of the organization, dealing with change and
setting direction. Management is an all inclusive activity which helps to achieve
organizational objectives through effectiveness from team members. (Dalakoura,
2010). However, if the project manager of the wind turbine is short of vital skills like
inspiring and constructing teams, having a vision and communicating then the
sustainability of the project will not be sustained and the organizational objectives will
not be realized. (Field and Keller, 1998)
Project managers need to be able to motivate teams to work well in order for the
project to be finalized. The project manager of the wind turbine could deliberate
using the theory of vroom expectancy which inspires the workforce which states that
performance is as a consequence of conscious choices whose drive ensures
optimization of satisfaction and decreasing soreness. (Rafiq and Mahmood, 2010).
The work force effectiveness is centred on separate factors which include
understanding, character and competence. Vroom proposes that determination,
incentive and behaviour are related to one’s motivation. But the expectancy theory
has its disapproval which are the theory can be very deceptive. (Vroom, 1964). The
team members when fully motivated can take accountability of executing
responsibilities and producing deliverables as intended in the plan of the project
which is controlled by the manager of the project which will make the project
prosperous. (Johnson and Scholes, 1999).
To decide the suitable style for leadership for any project, the project manager has to
consider the separate team member’s levels of proficiency and commitment. For
this one-off special project of the wind turbine a change of leadership style to a
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democratic style of leadership is required for the project manager but this style of
leadership has its drawbacks which are that the decision making process is time-
consuming and it can affect project performance. (Tyssen et al, 2014).
Fig 1- The model of John Addair 1990
This leadership style substantiate the model of john addairs which proposes that for
a leader to be effective he has to concentrate on the individual, task ahead and team
members. (Kissi et al. 2013). The project manager could also imitate the theory of
Locke goal-setting, which requires that requirements for team members to achieve
difficult goals and effective reaction is specified which makes team members feels
satisfied with the remuneration and incentives which influence team members to
accomplish additional demanding objectives. (Dinh et al, 2014)
Furthermore, for the wind turbine project to succeed the project manager needs to
achieve needs with rewards and the project manager must be able to quantify efforts
towards the anticipated result, concentrating on the quantifiable and reported results.
Project managers should make sure to reward workers for their hard work by public
recognition, promotion or higher salary. (Field and Keller, 1998).
A Team are a combination of different people who unite to accomplish
organizational objectives. (Goleman, 2002). There are various benefits of teams in a
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project like better innovating thinking better, efficient control of funds, team members
support. Even though, some issues which include inadequate team members,
ambiguous targets, different behaviours, poor management of time, insufficient funds
could cause team incompetency. (Schwalbe, 2009). The Belbin study of 1970
discovered that the accomplishment of team member’s hinge on the attitude of the
team rather than their intelligence, he proposed that a team which is good should
have alternated roles which are evident in appendix 7. The project manager of the
wind turbine should integrate the Belbin’s team roles in his wind turbine project to
help consolidate on the strength of different team roles and investigate their impact
on the team performance. (Belbin, 1970). Additionally, team members should be
aware of responsibilities and the group development phases which are the forming,
storming, norming, performing and adjourning which are evident in appendix 7.
(Tuckman and Jensen, 1977). When integrated, there will be an amalgamation of
competence, talent, and different skills at different phases which leads to higher
maximization of resources and output.
The Termination phase is where the project is concluded and handed to the client,
the project funds are reassigned, and the project is terminated which involves testing
and commissioning the wind turbine project before handing the project over to snow
ball ltd. Frequent challenges project managers face when the project is in the
termination phase is preserving their energy and motivation to finish the work, the
project manager of the wind turbine can be aware that it is usual for team members
to lose their interest to close the project in an effective way but if the project closeout
is handled like a project it make sure the project end on a positive note. (Pinto,
2013).
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Conclusion
Project needs to be clear in terms of the plan, frame of time and excellence so that
team members could have an all inclusive project management procedure. The
scope of the wind turbine needs to have exceptional consideration because when
they are not appropriately controlled, there is a high possibility of threat to the
project. Nevertheless, project like the wind turbine need excellence in leadership
and good personality which are essential any absence of this factors will lead to
project incompetency. (Epitropaki and Martin, 2013).
Good leadership leads to effective team development and productive communication
which is important to accomplish the objectives of the wind turbine project.
Harvard Referencing
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Harlow: Financial Times Prentice Hall.
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Appendices
Appendix 1
Diagram of Quadruple constraint
Source: www.slideshare.net
Appendix 2
Project management processes
1. The initiating process is where the decision to start the project is made which
offers the manager of the project the power to start using funds and assigning tasks
to team members.
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2. Planning process is where actions are précised to achieve the organization
objectives. This comprises of putting all project knowledge areas into the plan of the
project.
3. Execution process involves controlling the workers to carry out the plan of the
project.
4. Monitoring and control involves controlling the progress of the project and
identifying alterations form the project plan and remedial action taken.
5. Closing process formally terminates the project and transfers the project to the
client. (Burke, 2013)
Appendix 3
Project scope is improved when it becomes straightforward for team members
because phase of a project can change which affect the project. Stakeholders being
involved in the documentation of scope minimize bottle necks in the projects which is
very important to scrutinize the scope in depth to recognize and control the problems
that are faced within the project; these problems could be expenses and inadequate
supply of resources. It is essential for team members to know how to accomplish the
project which enhances effective communication within the group. (Schwalbe,
2009).
Project Scheduling Technique
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The most important concerns of a manager of a project is scheduling which helps
ensure that a project is terminated as stated in the project plan. The schedule needs
to be broken down into different steps which make a massive project to be seen as
minor projects. The finishing point of each phase is important because it gives team
members a sense of accomplishment.
Work breakdown structure
WBS is the rudimentary to project management. Estimation and threat assessment
are centred on the WBS. Control and monitoring are controlled to reflect the project
split into work packages which present the key structure in the business which
makes the WBS structure effective. (Field and Keller, 1998)
Appendix 4
Planning For Risk
There are four strategies on how to respond to risk which are:
 Accept risk: Risks of an insignificant nature are probably present in a
matter of course, but because their probabilities are so small, they are
deemed satisfactory and are value is low because the expenditure
overshadows the benefits.
 Minimize risks: These involves strategies to reduce the risk and
diminishing the influence
 Share risk: Risk can be assigned to different players in the project
which help to evenly lessen the burden of the risk on one player in the project.
19

 Transfer risk: Transfer of risk is done contractually; the advantage of
reassigning risk is that it reduces the burden. (Koster, 2009).
Appendix 5
Administration
The administrative work enables the organization of the project work. The
wind turbine project discussed in the report administrative work will be done by the
project controller and he has a project support team. The organisational
responsibilities carried out by the controller of the project entails forecasting,
monitoring cost, reporting, preserving the project files, providing amenities,
formulating subcontractors agreements and observing progress.
Budgeting
The project budget is the cost of the work budgeted to be achieved to finish
the project. The budget needs to be synchronised with the activities within a project
as defined in the work breakdown structure, as the WBS creates the scheduling of
the project and allocates resources.
Top-down budgeting
Top-down budgeting for the wind turbine project because this approach seeks to
approach the top hierarchy of an organization and find out their judgement. Top-
down budgeting has the advantage of top management experienced being involved
with project estimation but can create tension between branches and managers at
lower levels in the organization as they struggle for the main share of the budget.
(Pinto, 2013).
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Appendix six
Controlling the project
They are methods for evaluating the status of the project which are:
1. Milestones: milestones are used to improve the accuracy of progress reporting
because of their high level efficiency.
2. Periodic progress reports: The old-fashioned management tool for measuring
where the project is the reports made periodically which are made frequently which
are used to measure the progress and expenses.
3. Progress review meeting: The progress review help to identify bottle necks and
helps to enhance commitment from team members which enhances team
motivation. (Field and Keller, 1998).
Project Control Cycle
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Plan
 Specifications
 Project schedule
 Project budget
 Resource plan
 Vendor contracts
Do
 Monitor Record
status
 Monitor report
progress
 Monitor Report
cost
Check
 Actual status
against plan
 Schedule
 Cost
Action
 Correct any
deviation from
plan
 Re- plan as
necessary
Appendix seven
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Belbein (1970) roles of Team Members
23

Phases of team development
24

Source: Adopted from Tuckman, B. W. and Jensen, M. A. (1977)
25