Project Progress Report for Office Relocation to Clink Street, London

This report covers the network diagram and critical path identification, identification of project failure factors, selection of project management methods, and critical analysis of virtual meetings for overseas projects for the Office Relocation to Clink Street, London project.

Running head: PROJECT PROGRESS REPORT
Project Progress Report
Office Relocation to Clink Street, London
Name of the Student:
Name of the University:
Author note:

1PROJECT PROGRESS REPORT
Table of Contents
Introduction......................................................................................................................................2
1. Network Diagram and Critical Path Identification......................................................................3
2. Identification of Project Failure Factors......................................................................................6
3. Selection of Project Management Methods.................................................................................8
4. Critical Analysis of Virtual Meetings for Overseas Projects.....................................................11
Conclusion.....................................................................................................................................12
Bibliography..................................................................................................................................13

2PROJECT PROGRESS REPORT
Introduction
The implication of the principles of project management is one of the most crucial factors
for aligning the utilization of the operations (Turner 2014). The utilization of the functions was
helpful for defining the role played by the use of the factors aligning the utilization of the
improved information processing for easing the implication of the process. The use of the project
management processing would allow the simplification of the applications for aligning the
utilization of the innovative technologies for easing the activities. The project management
principles was helpful for easing the processes of the installation of the activities. The analysis of
the project of “Office Relocation to Clink Street, London” was considered for the report.
The report was based on analysing the process of identifying the required construction
project management principles for developing. The project of “Office Relocation to Clink Street,
London” was considered for the execution of the processes and installation of the final project
report. The first part of the assignment would cover the network diagram and critical path
identification for the project by the help of Ms-project file developed for the assignment and
Visio for developing the critical path using CPM method. The second part of the assignment was
done for identification of project failure factors and explaining the factors. The next part would
evaluate the selection of project management methods for the project. The last part of the
assignment would deal with the critical analysis of virtual meetings for overseas projects.

3PROJECT PROGRESS REPORT
1. Network Diagram and Critical Path Identification
The following is the network diagram for the project of Office Relocation to Clink Street, London,
pac a in o oodk g g f g s
tart edS : W 8/22/18 ID: 15
ini TF sh: hu 8/23/18 r daDu : 2 ys
eR s:
c oo in inter ie patt ernh s g v w
tart T eS : u 8/7/18 ID: 3
ini T eF sh: u 8/7/18 r daDu : 1 y
eR s:
etti n p o inter ie pannels g u f v w
tart riS : F 8/3/18 ID: 2
ini MonF sh: 8/6/18 r daDu : 2 ys
eR s:
electin t e i tin mana ers g h sh f g g
tart T eS : u 8/7/18 ID: 4
ini edF sh: W 8/8/18 r daDu : 2 ys
eR s:
electin t e i tin teams g h sh f g
tart riS : F 8/10/18 ID: 8
ini MonF sh: 8/13/18 r daDu : 2 ys
eR s:
Plannin t e e ec tiong h x u
tart T eS : u 8/14/18 ID: 10
ini edF sh: W 8/15/18 r daDu : 2 ys
eR s:
etti n p o inter ie pannels g u f v w
tart TS : hu 8/9/18 ID: 6
ini riF sh: F 8/10/18 r daDu : 2 ys
eR s:
e ie in et e planR v w g h
tart TS : hu 8/16/18 ID: 11
ini riF sh: F 8/17/18 r daDu : 2 ys
eR s:
c oo in inter ie patt ernh s g v w
tart TS : hu 8/9/18 ID: 7
ini TF sh: hu 8/9/18 r daDu : 1 y
eR s:
mar in att endence o t e emplo eek g f h y s
tart TS : hu 8/30/18 ID: 21
ini TF sh: hu 8/30/18 r daDu : 1 y
eR s:
tran portations
tart edS : W 8/22/18 ID: 16
ini riF sh: F 8/24/18 r daDu : 3 ys
eR s:
ett lin o t e ne o iceS g f h w ff
tart MonS : 8/27/18 ID: 17
ini edF sh: W 8/29/18 r daDu : 3 ys
eR s:
emplo ee ne acilit mana er in t e ne o icey w f y g s h w ff
tart riS : F 8/24/18 ID: 18
ini MonF sh: 8/27/18 r daDu : 2 ys
eR s:
emplo in team nder eac acilit mana ery g u h f y g
tart T eS : u 8/28/18 ID: 19
ini TF sh: hu 8/30/18 r daDu : 3 ys
eR s:
Appro in t e planv g h
tart TS : hu 8/16/18 ID: 12
ini riF sh: F 8/17/18 r daDu : 2 ys
eR s:
c ec in t eir dail pro reh k g h y g ss
tart riS : F 8/31/18 ID: 22
ini riF sh: F 8/31/18 r daDu : 1 y
eR s:
calc latin t e et ical i eu g h h ssu s
tart MonS : 9/3/18 ID: 26
ini T eF sh: u 9/4/18 r daDu : 2 ys
eR s:
c ec in t e demand o emplo eeh k g h s f y s
tart MonS : 9/3/18 ID: 25
ini MonF sh: 9/3/18 r daDu : 1 y
eR s:
monitorin t eir or proceg h w k ss
tart riS : F 8/31/18 ID: 23
ini riF sh: F 8/31/18 r daDu : 1 y
eR s:
miti atin t e et ical i eg g h h ssu s
tart T eS : u 9/4/18 ID: 27
ini edF sh: W 9/5/18 r daDu : 2 ys
eR s:
completion o t e po ectf h j
tart TS : hu 9/6/18 ID: 28
ini TF sh: hu 9/6/18 r daDu : 1 y
eR s:
initiatin t e pro ectg h j
tart MonS : 8/20/18 ID: 14
ini T eF sh: u 8/21/18 r daDu : 2 ys
eR s:
Figure 1: Network Diagram for the Project
(Source: Created by the Author)
The following is the critical path of the project

4PROJECT PROGRESS REPORT
ID Task
Mode
Task Name Duration Start Finish
2 ettin p o inter ie pannels g u f v w da2 ys riF 8/3/18 Mon 8/6/18
4 electin t e i tin mana ers g h sh f g g da2 ys T eu 8/7/18 edW 8/8/18
7 c oo in inter ie patternh s g v w da1 y Thu 8/9/18 Thu 8/9/18
8 electin t e i tin teams g h sh f g da2 ys riF 8/10/18 Mon 8/13/18
10 Plannin t e e ec tiong h x u da2 ys T eu 8/14/18 edW 8/15/18
12 Appro in t e planv g h da2 ys Thu 8/16/18 riF 8/17/18
14 initiatin t e pro ectg h j da2 ys Mon 8/20/18 T eu 8/21/18
15 pac a in o oodk g g f g s da2 ys edW 8/22/18 Thu 8/23/18
16 tran portations da3 ys edW 8/22/18 riF 8/24/18
17 ettlin o t e ne o iceS g f h w ff da3 ys Mon 8/27/18 edW 8/29/18
18 emplo ee ne acilit mana ery w f y g s
in t e ne o iceh w ff
da2 ys riF 8/24/18 Mon 8/27/18
19 emplo in team nder eacy g u h
acilit mana erf y g
da3 ys T eu 8/28/18 Thu 8/30/18
21 mar in attendence o t ek g f h
emplo eey s
da1 y Thu 8/30/18 Thu 8/30/18
23 monitorin t eir or proceg h w k ss da1 y riF 8/31/18 riF 8/31/18
25 c ec in t e demand oh k g h s f
emplo eey s
da1 y Mon 9/3/18 Mon 9/3/18
27 miti atin t e et ical i eg g h h ssu s da2 ys T eu 9/4/18 edW 9/5/18
28 completion o t e po ectf h j da1 y Thu 9/6/18 Thu 9/6/18
F M T S W S T F M T S W S
Jul 29, '18 Aug 5, '18 Aug 12, '18 Aug 19, '18 Aug 26, '18 Sep 2, '18 Sep 9, '18
Figure 2: Critical Path for the Project
(Source: Created by the Author)
The project of “Office Relocation to Clink Street, London” had the critical activities for all the major planning and relocation activities as the elements of critical path. As per the critical
path of the project, it is evident that the completion of the project had been effective and supportive of the operations. The critical path of the project runs from the activities of setting up of
interview panel, selecting the shifting manager, choosing interview pattern, selecting the shifting team, Planning the execution , Approving the plan, initiating the project, packaging of goods,
transportation, Settling of the new office, employee new facility managers in the new office, employing team under each facility manager, marking attendance of the employees, monitoring their
work process, checking the demands of employees, mitigating the ethical issues, and completion of the project. These critical activity have direct impact on the project schedule because the
increase in the duration of the activities would result in increasing the overall duration. The utilization of the functions was helpful for defining the role played by the use of the factors aligning
the utilization of the improved information processing for easing the implication of the process.

5PROJECT PROGRESS REPORT
The forward and backward path of the project is shown below,
0
Office Relocation to
Clink Street, London
1
determiation of shifting
manager
1.1
setting up of interview
pannel
1.2
choosing interview
pattern
1.3
selecting the shifting
manager
2
Selecting project team
2.1
setting up of interview
pannel
2.2
choosing interview
pattern
2.3
selecting the shifting
team
3
Planning
3.1
Planning the execution
3.2
Reviewing ethe plan
3.3
Approving the plan
4
Execution
4.1
initiating the project
4.2
packaging of goods
4.3
transportation
4.4
Settling of the new
office
4.5
employee new facility
managers in the new
office
4.6
employing team under
each facility manager
5
Monitoring and
Controlling
5.1
marking attendence of
the employees
5.2
checking their daily
progress
5.3
monitoring their work
process
5.4
Closure
5.4.1
checking the demands
of employees
5.4.2
calculating the ethical
issues
5.4.3
mitigating the ethical
issues
5.4.4
completion of the
poject
0
1
23
4
5
67
8
9
1011
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
25 days 0%
8/3/18 9/6/18
4 days 0%
8/3/18 8/8/18
2 days 0%
8/3/18 8/6/18
1 day 0%
8/7/18 8/7/18
2 days 0%
8/7/18 8/8/18
3 days 0%
8/9/18 8/13/18 2 days 0%
8/9/18 8/10/18
1 day 0%
8/9/18 8/9/18
2 days 0%
8/10/18 8/13/18
4 days 0%
8/14/18 8/17/18
2 days 0%
8/14/18 8/15/18
2 days 0%
8/16/18 8/17/18
2 days 0%
8/16/18 8/17/18
9 days 0%
8/20/18 8/30/18
2 days 0%
8/20/18 8/21/18
2 days 0%
8/22/18 8/23/18
3 days 0%
8/22/18 8/24/18
3 days 0%
8/27/18 8/29/18 2 days 0%
8/24/18 8/27/18
3 days 0%
8/28/18 8/30/18
6 days 0%
8/30/18 9/6/18
1 day 0%
8/30/18 8/30/18
1 day 0%
8/31/18 8/31/18
1 day 0%
8/31/18 8/31/18
4 days 0%
9/3/18 9/6/18 1 day 0%
9/3/18 9/3/18
2 days 0%
9/3/18 9/4/18
2 days 0%
9/4/18 9/5/18
1 day 0%
9/6/18 9/6/18
Figure 3: Forward and Backward Path for the Project
(Source: Created by the Author)

6PROJECT PROGRESS REPORT
2. Identification of Project Failure Factors
According to Sage, Dainty and Brookes (2014), the IT projects have a long lasting history
of facing failure due to many factors including shortage of time or resource, unskilled labours,
and system failure. The information installation was explicitly developed for resulting in
developing the major setback for the execution of the project operations. The main reasons for
the failure of the projects include the probable issues of shortage of time or resource, unskilled
labours, and system failure. The study helped in realizing the following facts related to the
project management and failure,
 Almost 31.1% of the projects have been failed even before the starting of the
project
 Many projects (almost 52.7%) have been estimated wrong and it took over 189%
of the estimated budget for achieving the project budget
 It has also been shown that the state government had taken a toll of $81 billion on
the cancelled IT projects.
 The average of the projects that were completed on time and within estimated
budget was only limited to 16.2%
 78.4% of the IT projects have been limited to the 74% of the actual project
functions and installation
Shortage of Time or Resource: The shortage of time and resources are the major factors
aligning the issues of developing the final execution of the processes. The lack of resources
aligning the execution of the project operations would form the factors aligning the major
setback for the formation of the project. The project of “Office Relocation to Clink Street,

7PROJECT PROGRESS REPORT
London” would result in developing the major issues in execution of the project activities for
aligning the operations of the project execution. The major deliverable for the project installation
would result in listing the formation of the operations. The delay in completion of the report
would result in developing the major issues for developing the factors aligning the utilization of
the improved factors. Some more issues of shortage of budget are another factor that can form
the impact on the execution of the project installation. The installation was effective for listing
the involvement of the operations developing the increment of the operations. The resource
lacking would result in developing the major formation issues.
Unskilled Labours: The presence of unskilled labours would also result in developing
major fallouts for the execution of the project installation. The labour skills are also a major
factor causing the impact on the progress of the improved operations. The labours was facing the
installation of the operations taking care of the activities and listing the involvement of the
operations developing the installation of the activities for easing the flow of operations. The
unskilled labours would result in delaying the activities and implying the issues of late execution.
The unskilled labours was responsible for not making the installation of the operations delayed
for trapping the significant installation of the operations.
System Failure: The system failure is a major factor resulting in developing the issues in
developing the installation of the operations. The failure of the system installation would result
in developing the major installation issues in developing the operations. The failure of the system
would result in developing the setback for the IT project installation. The analysis would allow
the utilization of the improved functions for taking care of the operations and developing the
major issues in aligning the operations for the organization. The failure of the system would
result in developing the systematic issues for continuation of the operations.

8PROJECT PROGRESS REPORT
Hence, as per the study of Wang et al. (2018), these issues have resulted in developing
the issues of execution and installation of the operations. The completion of the project has been
subjected for the deployment of effective activities that would help in making sure that the
activities are aligned cohesively. The study would also align the utilization of the operations so
that the functions would form the utilization of the activities. (), have also stated that the
implication of the smart project management would involve the implication of the effective and
smart implication management. The enlisting of the project operation model would form the
significant modification of the functions.
3. Selection of Project Management Methods
The project management methods was explicitly deployed for developing the successful
evaluation of the project management methods (Rui et al. 2016). The installation of the
operations would significantly allow the analysis of the operations for taking care of the actions
aligning the selection of the project. The utilization of the functions was helpful for defining the
role played by the use of the factors aligning the utilization of the improved information
processing for easing the implication of the process. The use of the project management
processing would allow the simplification of the applications for aligning the utilization of the
innovative technologies for easing the activities. The project management principles was helpful
for easing the processes of the installation of the activities. The selection of the project was based
on the factors of defining the analysis of the factors for involving the utilization of the factors
depicting the role of value analysis using NPV, ROI, and Payback Period. These are the
economic benefits of the project operations aligning for listing the involvement of the smart
processing installation (Cooper and Sommer 2018). The following section would highlight the

9PROJECT PROGRESS REPORT
inclusion of the operations supporting the influence of the tools for selection of activities and
defining the role for influencing the operations,
NPV: NPV or net present value is the method of evaluating the value of project in terms
of the cost. The project installation was explicitly deployed for easing the formation of the
refurbished project report (Cooper and Sommer 2018). The installation of the activities would
result in listing the taking care of the functions supporting the implication of the operations. The
NPV is an effective method of developing the analysis for the project. The project evaluation
comprise of onetime cost, monthly expenses (recurring and non-recurring), economic benefit,
and discounting factors. The project life was considered for evaluating the factors of using the
implication of the effective and improved analysis process. The NPV analysis is done based on
the formation of the activities resulting in calculating the net economic benefit of the project. The
NPV is calculated by considering the sum of net incomes from the project and subtracting the net
expenses of the project for the lifetime of the project.
ROI: ROI is developed considering the return calculation for the project and it is termed
as return on investments (Kaiser, El Arbi and Ahlemann 2015). A project comprise of onetime
cost, monthly expenses (recurring and non-recurring), economic benefit, and discounting factors.
The project life was considered for evaluating the factors of using the implication of the effective
and improved analysis process. The project installation was explicitly deployed for easing the
formation of the refurbished project report. The installation of the activities would result in
listing the taking care of the functions supporting the implication of the operations. The ROI is
calculated for finding out the returns on the investment for each period of time. The period of
time for evaluation can be monthly, annually, half yearly or specific years. The ROI would help
in calculating the returns or the economic benefits that the project gets with the passage of time.

10PROJECT PROGRESS REPORT
Payback: The payback of project is an evaluation of the time for which the project
investments can be gained (Bentahar and Cameron 2015). The project involves various costs like
onetime cost, recurring monthly costs, and annual costs. The project life was considered for
evaluating the factors of using the implication of the effective and improved analysis process.
The project installation was explicitly deployed for easing the formation of the refurbished
project report. Specific rate of return can be calculated by evaluating the incomes and expenses
ratio. The payback period would also allow the simplification of the factors defining the support
and installation for the project. The proper definition of payback period is that it is the time
required for getting nil NPV (all incomes and expenses are equal in values) for a definite rate of
discount or discounting factor.
These three economic tools can be used for defining the implication of the factors
aligning the utilization of the information processing. It would allow the simplification of the
project completion using the significant evaluation of the project installation. The benefits from
the project would evaluate the formation of the factors aligning the simplification of the
functions. These tools would result in listing the final project evaluation installation for the
project.
4. Critical Analysis of Virtual Meetings for Overseas Projects
The virtual meetings are done using the help of telecommunication and IOT devices for
easing the information transfer and significant formation of the activities. The virtual meetings
are developed for significantly allowing the formation of the operations. The use of the IOT

11PROJECT PROGRESS REPORT
devices would help in easing the meetings via voice or video conference (Lindeblad et al. 2016).
The implication of the successive information installation would ease the utilization of the
probable installation processing. The installation of the factors would take care of the effective
utilization of the functions. The virtual meetings ensure that the requirements and the progress of
the project are conveyed to the installation of the factors aligning the influence of the effective
progress installation. The information processing would develop the implication of the factors
developing the information requirements by the stakeholders of the project. The benefits of using
the virtual meetings are that no time boundary for the execution of the project activities. The
virtual meetings can result in listing the utilization of the formation processing.
On the contrary the formation of the virtual meetings was evaluated on the negative
impacts in the formation of the functions listing the evaluation of the facts aligning the
simplification of the activities. The major issues in the execution of the virtual meetings are the
dependency on the systems and equipments (Arnfalk et al. 2016). It is highly possible that the
execution of the project would tend to result in listing the formation of the factors defining the
issues for proper information transfer. It is also possible that the factor aligning the project
execution might result in developing delay or tampering issue. The misuse of the information
transferred over the IOT device is also a major factor that can hinder the benefits of virtual
meetings. Moreover, the slog in video buffering would also result in developing the issue of the
project execution.
Conclusion
It can be concluded from the assignment that the use of the project management
operations had been helpful for making the report. The utilization of the functions had been

12PROJECT PROGRESS REPORT
helpful for defining the role played by the use of the factors aligning the utilization of the
improved information processing for easing the implication of the process. The use of the project
management processing had allowed the simplification of the applications for aligning the
utilization of the innovative technologies for easing the activities. The project management
principles had been helpful for easing the processes of the installation of the activities. The
project of “Office Relocation to Clink Street, London” had been considered for the execution of
the processes and installation of the final project report. The first part of the assignment had
covered the network diagram and critical path identification for the project by the help of Ms-
project file developed for the assignment and Visio for developing the critical path using CPM
method. The second part of the assignment had been done for identification of project failure
factors and explaining the factors. The next part had evaluated the selection of project
management methods for the project. The last part of the assignment had dealt with the critical
analysis of virtual meetings for overseas projects.

13PROJECT PROGRESS REPORT
Bibliography
Arnfalk, P., Pilerot, U., Schillander, P. and Grönvall, P., 2016. Green IT in practice: virtual
meetings in Swedish public agencies. Journal of Cleaner Production, 123, pp.101-112.
Bentahar, O. and Cameron, R., 2015. Design and Implementation of a Mixed Method Research
Study in Project Management. Electronic Journal of Business Research Methods, 13(1).
Bronte-Stewart, M., 2015. Beyond the iron triangle: Evaluating aspects of success and failure
using a project status model. Computing & Information Systems, 19(2), pp.19-36.
Cooper, R.G. and Sommer, A.F., 2018. Agile–Stage-Gate for Manufacturers: Changing the Way
New Products Are Developed Integrating Agile project management methods into a Stage-Gate
system offers both opportunities and challenges. Research-Technology Management, 61(2),
pp.17-26.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Jacobs, F.R., Chase, R.B. and Lummus, R.R., 2014. Operations and supply chain
management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.

14PROJECT PROGRESS REPORT
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and
project success in different project governance contexts. International Journal of Project
Management, 33(6), pp.1377-1392.
Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful project portfolio management
beyond project selection techniques: Understanding the role of structural
installation. International Journal of Project Management, 33(1), pp.126-139.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kirkland, C.E., 2015. Effective Complex Project Management: An Adaptive Agile Framework
for Delivering Business Value. Project Management Journal, 46(5), pp.e3-e3.
Lindeblad, P.A., Voytenko, Y., Mont, O. and Arnfalk, P., 2016. Organisational effects of virtual
meetings. Journal of Cleaner Production, 123, pp.113-123.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), pp.202-217.
Nguyen, T.P. and Chileshe, N., 2015. Revisiting the construction project failure factors in
Vietnam. Built Environment Project and Asset Management, 5(4), pp.398-416.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.
Rui, X.U.E., Baron, C., Esteban, P. and Zheng, L., 2016. Integrating the ISO/IEC 15288 Systems
Engineering Standard with the PMBoK Project Management Guide to Optimize the Management

15PROJECT PROGRESS REPORT
of Engineering Projects. In Complex Systems Design & Management (pp. 291-291). Springer,
Cham.
Sage, D., Dainty, A. and Brookes, N., 2014. A critical argument in favor of theoretical pluralism:
Project failure and the many and varied limitations of project management. International journal
of project management, 32(4), pp.544-555.
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), pp.278-290.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-
hill.
Wang, W., Wang, B., Yang, K., Yang, C., Yuan, W. and Song, S., 2018. When Project
Commitment Leads to Learning from Failure: The Roles of Perceived Shame and Personal
Control. Frontiers in Psychology, 9, p.86.