MBA Project Management: Issues, Root Cause, Recommendations, Action Plan

This report discusses the strategic vision and complexity of mega projects, with a focus on the development of a tunnel between Chile and Argentina. It identifies issues, root causes, and provides recommendations and an action plan for successful project management.

Running head: MBA PROJECT MANAGEMENT
MBA Project Management
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Introduction................................................................................................................................2
Issues..........................................................................................................................................2
Root cause of the issues.............................................................................................................3
Recommendations......................................................................................................................3
Action Plan.................................................................................................................................5
Conclusion..................................................................................................................................5
References..................................................................................................................................7

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Introduction
The report is prepared for the identification of the strategic vision and the complexity
of different successful mega projects. The current project selected for the development of the
project scope report is to develop a tunnel between Chile and Argentina. The project is
selected for boosting the trade between Argentina and Chile. The distance of the tunnel is set
to be 11.5 km long and since it is impassable for the goods transport the height of the tunnel
needs to be increased. The management of the pivotal factors and the relationship with the
different issues should be identified for completing the project successfully. There are
different cost theories related with the management of the economic cost and the efficiency of
the megaprojects are utilized and the cost, time and the other productivity goals are managed
for the mitigation of the different issues.
Issues
The main issues identified for the development of the tunnel between Chile and
Argentina is the blockage of the pass during the renovation of the project. The passengers
needs to choose alternative routes or face traffic jams during the development of the project
that would cause inconvenience for them. The adaptation of the complexity of the project is
essential for the success of the project. The finance and the contracts can also cause problem
and it should also be managed for the development of the tunnel (Sanghera 2019). The
project is needed to be completed in time and the delays in each of the phases of the project
should be avoided for the management of the cost overrun. The effort should be calculated
for the completion of the task for the estimation of the time needed to complete the project
(Crawford 2014). The project deliverables should be created by the project manager and the
resource required for the completion of each of the activity of the project should be assigned
for the estimation of the completion of the activity.

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Root cause of the issues
Research has been done for finding the root cause of the issue and it has been found
that the complexity in the venture and the unavailability of the resources required for
completion of each of the activity of the project can cause barrier in the path of the project.
The balanced score card model is also used for the analysing the four dimension of success
such as financial, customer, learning and internal processes (Turner 2014). There are lots
more study that are used for the identification of the success criteria of the project. The
changes in the management process and its impact on the different fields such as customer,
development team, success of the business are assessed for dealing with the project (Harrison
and Lock 2017). Emphasis should be given on the quality control and the project schedule
should be approved from the clients such that the resources are allocated. The paper works
should be completed and attention should be given on the invoices of the third party and the
fees of the labour and the workers for the completion of the cost included in the project
(Nicholas and Steyn 2017). The resources should be released after the completion of the
project and it should be categorized as internal and external resources for releasing the
external resources after the completion of the project.
Recommendations
Clear Strategic Vision - The current needs of the project is to increase the height of
the tunnel and enable the freight transport for enabling transportation of goods between the
two countries. A parallel tunnel should be created for the management of the border stations
and it should act as a connection between the countries. The number of vehicles estimated to
cross the tunnel should be identified and the new technology that can be used for the
management of the traffic should be identified (Heagney 2016). The needs of the
stakeholders should be analysed for the identification of the impact of each of the step. It can
help in adding additional resource and automating the schedule without the need to change

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the timeline manually (Team 2014). A human resource plan should be created for the
management of the team involved in the construction of the mega projects. The team should
be identified by the name, roles and responsibility for the identification of the number of
peoples required for the completion of the project.
Total alignment - The main objectives for the development of the project is to
improve the business between the two countries. The tunnel needs to have proper ventilation
for the management of the geological conditions. Different building equipment with the
firefighting capability should be enabled and the contractors involved should be experienced
with similar king of project for management of the constraints and barriers. The criteria for
the success of the mega projects are evaluated for the creation of the framework of the project
and the common triple constraints are used for the identification of the cost and the time
required for the development of the project (Fuller et al. 2017). The goals and objectives of
the project of the project should be clear for the development of new strategy and supporting
action should be taken for the performance of the project meets the needs. A survey should be
done on the local needs and the project should be aligned such that it can support the longer
term and support the future needs of the people.
Adaptation to complexity - The project should be progressed from milestone to
milestone and after the completion of each of the milestone the In the project closure phase
the maintenance and the surrounding environment that has been affected due to the project
should be maintained such that the project meets the expectation of the stakeholders (Fleming
and Koppelman 2016). The quality constraint of the project should be meet and the errors in
the preliminary phases of project development should be removed such that the quality of the
project is maintained. The success of the project should be celebrated with the project team
members and their work should be appreciated such that they are satisfied and give their best
for similar types of project in future (Marchewka 2014). It should be ensured that the closure

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of the project is smooth and the level of success should be identified for the handling similar
type of project in future.
Action Plan
The different mega projects and its objectives are analysed for the adaptation of the
complexity and for the evaluation a study is made on the different successful mega projects
and avoid the condition for failure. The boring that should be made and the development of
the vehicular tunnel and closing the pass for the development of the project should be
managed. The project is planned to connect with the Coquimbo port located in Chile and San
Juan located in Argentina. A contingency theory is used for the management of the mega
projects and the relation between the environmental and the structural attributes are studied
for taking specific contingency decision (Shenhar and Holzmann 2017). The project scope
management is essential for a project to set the different processes and ensure that the scope
of the project is defined accurately. It helps the project manager to complete the project
within the time duration and control the different operations that are not defined in the project
scope. The project scope is used for planning, controlling and closing the project. The scope
statement is used for clear identification and delivering the project within the proposed
budget and time (Pheng 2018). The project scope document helps in establishment of the
roles and responsibility of the team members and the following steps are performed for
capturing, defining and monitoring the scope.
Conclusion
The management of scope of a project is not a difficult task as there is no need of
effort, patience and time. The internal visibility of the tunnel should be maintained with the
installation of lights. With the proper development of the project scope the errors in the
development of the tunnel can be minimized and it enables a control on the project for

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delivering it on the time. For the management of the project scope there is a requirement to
communicate with the team members and address the different factors that may change
during the development of the project. It also helps in estimating the cost and time of the
project and eliminate the extra cost that are not directly associated with the project. Research
on the similar type of project helps in learning lessons on the factors for the success and
failure point of a project and they are considered for the development of the new project. The
complex problem for the development of the mega problem and its impact on the
organization are analysed for increasing the knowledge on the areas of project management
and manage the uncertain areas found during the progress of the project.

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References
Crawford, J.K., 2014. Project management maturity model. Auerbach Publications.
Fuller, M.A., Valacich, J.S., George, J.F. and Schneider, C., 2017. Information Systems
Project Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Marchewka, J.T., 2014. Information technology project management. John Wiley & Sons.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.
Pheng, L.S., 2018. Project Scope Management. In Project Management for the Built
Environment (pp. 63-77). Springer, Singapore.
Shenhar, A. and Holzmann, V., 2017. The Three Secrets of Megaproject Success: Clear
Strategic Vision, Total Alignment, and Adapting to Complexity. Project Management
Journal, 48(6), pp.29-46.
Sanghera, P., 2019. Project Scope Management. In CAPM® in Depth (pp. 135-171). Apress,
Berkeley, CA.
Team, F.M.E., 2014. Project Scope Management.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY:
McGraw-hill.

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Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.