Project Management Fundamentals

This assignment explores the core principles of project management. It defines the project life cycle, outlines the importance of a Work Breakdown Structure (WBS), provides insights into budget planning and control using illustrative examples like Gantt charts and network diagrams. The document also touches upon managing complex projects and the role of visual data representations in decision-making.

Managing Projects

INTRODUCTION
Project management is the process of initiating, developing, executing and terminating a
particular project with the motive to accomplish the goals and objectives. In this context, the
following report is classified into two tasks. In first task, aspects of project management will be
discuss. In task 2 project management plan will be produce for TSK Bearings limited.
TASK 1
1) Definition of Market Driven type of project which was identified Task 2.
The projects are divided into three types which are change driven, market driven and
crisis driven (Walker and et.al., 2016). The change driven projects are the projects which are
done by the project manager in which he or she tends to transform the operation to match the
environment. Crisis driven projects commence in response to an immediate situation. After
analysing the case study of TSK Bearings in Task 2, it can be understood that the project is
Market Driven, As the management wants to introduce new technologies and machineries in new
manufacturing site to be build in North East coast of UK, it can be understood that it is market
driven project. Market driven projects are the projects which are done to produce a new product
in response to market needs and expectations. It is considered as organisational policy
influenced by trends in market and needs of customers. Here the management aim to increase the
productivity and customer base by developing new site or unit. Thus, it can be understood that
the project type in Task 2 is market driven project.
2) Scope management definition of project
Scope management can be defined as the processes needs to make sure that the particular
project involves all the required work to accomplish the aims and objectives of project
(Voordijk, 2016). The scope of project in Task 2 will be; The project will help in developing the
new manufacturing site for TSK Bearings limited with all the high technologies and systems
installed. The Work Breakdown structure can be used as a tool to show the sub-division of work.
3) Difference that can be found after developing full Gantt Chart and identifying critical path.
Gantt Chart is the graphical representation which developed by the project manager by
using specific software. The chart was developed in around 1917 by Henry Gantt. The purpose
of Gantt Chart is to show the series of activities that are being used in the project with budget,
resources, predecessors and timeline (McEvoy, Brady and Munck, 2016). Critical path are the set
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of activities that greatly impacts on the project. If those activities are delayed the completion of
project will be delayed.
4) Identification of success of project
The success of the project is totally relied on the planning done by the project manager
(Walker, 2015). In order to accomplish the aim and objectives of the project that will be initiated
in Task 2, the project manager needs to ensure that plan has been made precisely and
appropriately. It is the role and responsibility of the project manager to formulate effective and
efficient teams that will helps in accomplishing the aims and objectives of the project.
5) Managing change
Future is uncertain and unpredictable. Change can be needed at any phase or stage of the
project life cycle. As in Task 2, TSK Bearings limited desire to develop a new manufacturing site
in North East coast of United Kingdom, the project manager needs to prepare for changes in
clients requirements. Thus, in order to manage change, the project manager needs to plan
appropriately so that modifications can be made in future without facing much loss (Brady and
Davies, 2014).
6) Methods for evaluation, monitoring and control of project.
Monitoring, evaluating and controlling is an important aspect of project management. It
is the role and responsibility of the project manager to frequently monitor the project so that it
can be completed within deadlines and in set budget. In this context, the methods for controlling,
monitoring and evaluating of project is listed below: Managers Controlling: Managers controlling is the method through which the project
manager of the team take the responsibility to control the activities that are being
conducted in the project (Havenvid, Håkansson and Linné, 2016). It is an effective
method through which the project manager ensures that the project activities are
conducting on time.
 Checklist: Checklist is one of the traditional methods used by project managers to
identify the completed activities and the activities which are yet to be done. In order to
evaluate and monitor the ongoing project, the project manager requires preparing a
checklist in which he or she will jot the activities that will be conducted throughout the
project (Martinelli, Waddell and Rahschulte, 2017). It will help project manager to
accomplish the objectives of the project timely and within budget.
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TASK 2
2.1 Introduction
In today's era business giants and organisation prefer high quality output by investing less
time and amount. Project management plays a crucial role in fulfilling their desires. In the era of
competitions, every organisations are striving to achieve higher position by increasing customer
base and satisfaction (Schaltegger and Wagner, 2017). In accordance with this context, the
following task will help in preparing the project management plan for TSK Bearings limited. In
this the skills and competencies required by project manager will be discussed. The process of
project and its life cycles will be investigated. Eventually the leadership skills required by project
manager will be assess.
2.2 Skills and competencies required by project manager
In order to accomplish the goals and objectives of the project assigned to the project
manager by TSK Bearings Limited, it is important for the project manager to posses certain skills
and competencies. The skills and competencies required by project manager is described below: Analytical thinking skills: Analytical thinking skills helps an individual to solve complex
problems more effectively and efficiently (Aubry and Lavoie-Tremblay, 2018). In order
to conduct the following project of building new manufacturing site, it is important for
the project manager to have analytical thinking skills that will help him to solve the
problems efficiently. Leadership skills: Leadership skills help the project manager to guide, motivate, and
influence his or team on the right path and on right direction. In order to increase the
effectiveness of the project, the project manager must lead his or her team adequately and
precisely. Technical Skills: The current project is on development of new manufacturing site at
North East coast of United Kingdom. It requires ample of technical knowledge to
comprehend the software of project management. Thus, project manager must have
adequate technical skills (Killen, 2017).
 Communication skills: As project manager needs to frequently interact with clients,
suppliers, team members, he or she must have effective communication skills.
Communication skills will help the project manager to convey the information precisely.
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2.3 Project management process
Project management is the process of initiating, developing, executing and terminating a
particular project with the motive to accomplish the goals and objectives. The process of project
management can be classified into four stages which are project initiation, project planning,
project execution and project termination. In the first stage, the project manager gather data nd
identify needs (Fox, 2015). In planning stage of project process, the project manager appoint key
team members and conduct studies which are essential for project. In the project implementation
stage, the project got implemented by the project manager. Here, project manager formulate
necessary communication, motivates team, procure goods and services and exercise work. In the
last stage i.e. project termination, the project manager finally terminates the project where project
manager review and evaluate the project. Modifications are made where necessary in the last
stage.
2.4 Project Life Cycle stages
The framework which classifies the project into more manageable phases is referred as
project life cycle (Brady and Davies, 2014). It is classified into four phases which are project
conceptualisation phase, project development phase, project execution phase and project
termination phase. For the current project for developing new manufacturing site for TSK
Bearings limited, the project manager needs to classify the project activities as per the project life
cycle. The description of activities performed in each stage is discuss below:
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2.4.1 Conceptualisation stage
This is the first phase of the project management life cycle. Here project manager will present
the title of project following with goals and objectives (Nicholas and Steyn, 2017). Key
stakeholder of the project will be identified and project charter will be prepared.
A. Project Title
The title of the project is to “develop new manufacturing site for TSK Bearings limited for
introducing new technologies and machineries in the market.”
B. Goals and Objectives
The goals and objectives of the project are as follows:
 To develop a new manufacturing site for TSK Bearings limited in North East coast of
United Kingdom.
 To install information systems and communication technologies to increase the quality of
manufacturing site.
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Illustration 1: Project Life Cycle

 To create the project plan in a way that will help in accomplishing the activities on time
and within budget. To monitor, control and evaluate the project activities in order to avoid future
uncertainties.
C. Key Stakeholders
Table 1: Key Stakeholders
Key stakeholders Stakeholders Considerable Information
Project Client TSK Bearings Ltd. The organisation is specialises
in supplying high quality
bearings for automotive
industries across United
Kingdom.
Project Sponsor Project Manager Needs to make sure to deliver
them high quality
manufacturing site that will
help the organisation to gain
competitive advantages.
Project Champion VM Developers and
Engineering limited
The company is specialist in
developing infrastructure for
commercial purposes.
Project Manager Jim Jonas Competent and knowledgeable
with high experience of
managing large projects across
United Kingdom
D. Scope of the project
In the end of project, TSK Bearings limited will:
 Get a new manufacturing site developed at North East coast of United Kingdom. Improved information technologies and systems that will assist the management to
enlarge their production processes.
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E. Project Charter
Table 2: Project Charter
Project Charter
Project Title Developing a new manufacturing site for TSK Bearings limited for
introducing new technologies and machineries in the market.
Project
Description
The management of TSK Bearings limited wants to develop new
manufacturing site in North East coast of UK. The following project will be
based on construction activities and transforming the purchased building into
new manufacturing site for the organisation.
Project
Manager
Jim Jonas Date Approval 20/01/18
Project Sponsor Project Manager Signature
Business Case Expected Goals
TSK Bearings limited is United Kingdom
based organisation that produces automotive
bearings for automotive organisations. There
main customers are the automotive companies
who install advance bearings in their vehicles.
Due to global competitive pressure, the
management wants to expand their business
activities and desired to develop new
manufacturing site at North East coast of UK.
There prescribed budget for the following
project is £12 million pounds.
 To develop a new manufacturing site
for TSK Bearings limited in North East
coast of United Kingdom.
 To install information systems and
communication technologies to increase
the quality of manufacturing site.
 To create the project plan in a way that
will help in accomplishing the activities
on time and within budget.
 To monitor, control and evaluate the
project activities in order to avoid
future uncertainties.
Team Members Milestones
Name Role Key
Milestones
Start Date End Date
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Alastair Cook Supervisor Starting
project
20/01/18 31/01/18
Andrew Flintoff, Ben
Stokes, Stuart Broad
and Ben Ducket
Services Engineers Business
Requirement
01/02/18 20/02/18
Joe Root and James
Taylor
Information and
Technology Expert
Design 21/02/18 28/02/18
James Anderson The Architect Development 01/03/18 20/03/18
Moeen Ali and Ian
Bell
Financial Advisor Testing 21/03/18 28/03/18
Deployment 29/03/18
2.4.2 Planning Phase
Planning phase is the second phase of the project life cycles. Here, project manager
prepare project plan, risk management plan, resource plan and communication plan
A. Project Plan
The project plan for the following project is described below:
Table 3: Project Plan
Task Name Duration Start Finish Predece
ssors Cost
Initiation £1,100,000.00
Establishment of Project
Charter 3 days 20/01/18 23/01/18 £150,000.00
Resource need
identification 6 days 24/01/18 31/01/18 2 £500,000.00
Formulation of aim and
objectives 1 day 01/02/18 01/02/18 3 £300,000.00
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Deadline setting 3 days 02/02/18 06/02/18 4 £150,000.00
Planning £2,200,000.00
Project Scope 3 days 07/02/18 09/02/18 5 £300,000.00
Data Collection 14 days 07/02/18 26/02/18 5,6 £800,000.00
WBS structuring 3 days 12/02/18 14/02/18 7 £500,000.00
Budget Planning 3 days 27/02/18 01/03/18 8 £600,000.00
Execution 20/01/18 20 January 2018 £3,000,000.00
Quality Assurance 4 days 27/02/18 02/03/18 8,9 £1,500,000.00
Team Training 6 days 02/03/18 09/03/18 10 £1,500,000.00
Monitoring and
controlling £35,200,00.00
Integrating change
control 3 days 10/03/18 13/03/18 11 £2,020,000.00
Controlling and
monitoring project 6 days 14/03/18 20/03/18 12 £1,500,000.00
Checking Quality 5 days 20/03/18 25/03/18 13 £49,000.00
Closure £12,49,000.00
Project Evaluation 3 days 26/03/18 28/03/18 14 £1,200,000.00
Project Modifications 3 days 28/03/18 30/03/18 15 £49,000.00
B. Resource Plan
Table 4: Resource Plan
Phases Task Name Resource type
TSK bearings Ltd
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Project Initiation Initiation
 Establishment of Project
Charter Project manager
 Resource need
identification Human resource management
 Formulation of aim and
objectives Supervisor and Project Sponsor
 Deadline setting Project manager
Project Development Planning Project manager
 Project Scope Project manager
 Data Collection Architect, IT expert and Project
manager
 WBS structuring Project Sponsor
 Budget Planning Project Sponsor, financial
advisor
Project Execution Execution Project Sponsor
 Quality Assurance Service engineers, IT expert
 Team Training Human Resource
Monitoring and controlling Supervisor, Project Sponsor
 Integrating change
control Supervisor, Project Sponsor
 Controlling and
monitoring project Supervisor, Project Sponsor
 Checking Quality Supervisor, Project Sponsor
Project Termination Closure Project Sponsor
 Project Evaluation Project Sponsor
 Project Modifications Project Sponsor
C. Communication Plan
Communication plan is prepared by the project manager. The motive of communication plan is
to remove the confusion of miscommunication (Walker, 2015). Here stakeholders are provided
with the plan and they will get to know who to communicate and when to communicate. The
plan is developed below:
Table 5: Communication Plan
Media of Targets Source Period Stakeholders Deliverable
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communication
Email Messages Purpose of project team.
Announcement of team
and team structure
E-Mail on
official
mail id of
team
members
Once
before
commenci
ng project
Project
manager and
Team Members
Team structure
report and format
Face to Face
meetings
Discussing issues and
ideas.
On sight Once in a
three days
Team
members and
Project
manager
-
Organised
meetings
Discussing plan of
project.
Conference
room
Once in a
week
Project
manager,
Client and team
members
Agenda
Written Report Monitoring reports and
evaluation reports of
project
Electronic
format and
written
format
Month
end
Project
manager and
team
members
Project schedules
and
Work reports
D. Risk Management Plan
The risk management plan is prepared in the project in order to identify the degree of risk
associated in the project. The plan is described below:
Table 6: Risk Management Plan
Type of risk Nature of risk Risk Degree Risk Impact Response to
risk
Financial Risk Overestimation and
underestimations of financial
budget.
3 5 The financial
advisor should
plan budget
precisely so that
extra budget can
be secure.
Organisational Risk Sudden change in the needs 2 3 Project manager
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and expectations of the client
organisation
plan in a way
that
modifications
can be made.
Scope risk Scope underestimations 3 3 Management
must stick to the
project plan.
Human resource
risk
Lack of experience and skills
in team.
1 5 HR manager
must hire
competent and
skilled staff.
Technical Risk Low quality IT infrastructure. 2 4 Manager and IT
experts must
check product
before installing.
Supplier Risk Abysmal resources supplied 3 3 Project manager
must check the
quality of
resources before
purchasing.
2.4.3 Budget Analysis of Project
The aggregate budget set for the following project is £12 million pounds. The distribution of
budget is presented below:
Table 7: Budget plan
Tasks Budget (£) in millions % Change
Project initiation 1.1 9.17
Resource gathering and budget
preparation
2.6 21.67
System design 3.5 29.17
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Developing systems 2.3 19.17
System testing 1.5 12.5
Closure and Transfer 1 8.33
Total Budget of Project 12 millions
2.4.4 Work Break Down Structure
The Work Break Down Structure for the following project is developed below:
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9.17%
21.67%
29.17%
19.17%
12.50%
8.33%
Budget (£)
Project initiation
Resource gathering and budget
preparation
System design
Developing systems
System testing
Closure and Transfer
Illustration 2: Budget Plan

2.4.5 Gantt Chart
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Illustration 3: Work Breakdown Structure
Illustration 4: Gantt Chart

2.4.6 Implementation Stage
This is the third stage in the project management life cycle. In implementation stage, the
project manager begins to execute the project as per the prescribed plan (Walker and et.al.,
2016). The main duty is of project manager and team members where they begin their respective
duties as per plan. The project manager procure resources, make communications and motivates
the team adequately. The implementation stage come to end when the set goals and objectives of
the project got accomplished by the project manager.
2.4.7 Termination Stage
This is the last stage of the project management life cycle. If the goals and objectives of
the project got accomplished by the project manager, then the project terminated (McEvoy,
Brady and Munck, 2016). The role of project manager is to ensure that all the requirements of
client got fulfilled. Proper evaluation of the project is made by the project manager and
modifications are made as per requirements.
2.5 Leadership skills of project manager
In order to guide team adequately and efficiently, the project manager must have required
leadership skills:
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Illustration 5: Network Diagram

 Communication: As project manager needs to frequently interact with clients, suppliers,
team members, he or she must have effective communication skills (Voordijk, 2016).
Communication skills will help the project manager to convey the information precisely.
 Team Building: Team building skills are necessay and important as project manager
needs to guide and work abreast with team. The main role of project manager is to
motivate the employees so that their determination and motivational level can be enlarge.
2.6 Conclusion
The above task was aimed to develop the project plan for TSK Bearings Limited. In the
above task, the project management meaning, the skills and competencies required by project
manager, the project management process and life cycle has been covered. Eventually the
leadership skills required by the project manager has been discussed in the above task.
CONCLUSION
From the above report, it can be understood that managing project is not an easy task.
The file classified into two tasks. In task 1 answers of the questions has been provided and in
task 2 appropriate project management plans for TSK Bearings limited has been produced. Thus,
it can be understood that project management is complex task and project manger must be skilled
enough to handle the project.
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REFERENCES
Books and Journals
Walker, D., and et.al., 2016. Rethinking project management: Its influence on papers published
in the international journal of managing projects in business. International Journal of
Managing Projects in Business, 9(4), pp.716-743.
Voordijk, H., 2016. Guest editorial, International Journal of Managing Projects in Business, Vol.
9 Iss: 1. International journal of managing projects in business, 9(1).
McEvoy, P., Brady, M. and Munck, R., 2016. Capacity development through international
projects: a complex adaptive systems perspective. International Journal of Managing
Projects in Business, 9(3), pp.528-545.
Walker, D., 2015. Managing the Urgent and Unexpected: Twelve Project Cases and a
Commentary. International Journal of Managing Projects in Business.
Brady, T. and Davies, A., 2014. Managing structural and dynamic complexity: A tale of two
projects. Project Management Journal, 45(4), pp.21-38.
Havenvid, M.I., Håkansson, H. and Linné, Å., 2016. Managing renewal in fragmented business
networks. IMP Journal, 10(1), pp.81-106.
Martinelli, R.J., Waddell, J.M. and Rahschulte, T.J., 2017. Projects Without Boundaries:
Successfully Leading Teams and Managing Projects in a Virtual World. John Wiley &
Sons.
Schaltegger, S. and Wagner, M. eds., 2017. Managing the business case for sustainability: The
integration of social, environmental and economic performance. Routledge.
Aubry, M. and Lavoie-Tremblay, M., 2018. Rethinking organizational design for managing
multiple projects. International Journal of Project Management, 36(1), pp.12-26.
Killen, C.P., 2017. Managing portfolio interdependencies: The effects of visual data
representations on project portfolio decision making. International Journal of Managing
Projects in Business, 10(4), pp.856-879.
Fox, S., 2015. Relevance: a framework to address preconceptions that limit perceptions of what
is relevant. International Journal of Managing Projects in Business, 8(4), pp.804-812.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Taylor & Francis.
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