Project Execution Plan (PEP) for International Live Project Management

This document provides a Project Execution Plan (PEP) for International Live Project Management. It covers the goals, responsibilities, and tasks involved in executing the project. It also discusses how to manage risks, procure resources, and create a project schedule. The PEP is designed to ensure clear communication and successful completion of the project.

International Live Project
Management
Module Code: 1643
2019/20
Project Execution Plan (PEP)
MSc International Tourism Management
MSc Aviation Management
MA International Hospitality Management
PEP Checklist prior to final submission
Have you: Y/N
1 Included a clear overview of your proposed project linked
to the chosen scope?

2 Offered 6 clear Goals, WP’s and associated tasks?
3 Identified with justifications the key responsibilities of a
PM?
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4 Detailed your current key strengths and gaps in
knowledge and experience against the PM’s
responsibilities?
5 Clearly identified the external stakeholders associate with
your proposed project?
6 Completed all 3 sections of the communications task?
7 Offered 4 realistic & SMART KPI’s for your 12 week
project?
8 Completed the Interim reporting form including the RAG
status of your project at the time of
Project Execution Plan
The Project Execution Plan (PEP) is the governing document that establishes and communicates the
means to execute, monitor, and control your project.
A completed PEP is communicated to the project team, client and sponsor to ensure that everyone is clear
on the parameters of the project and how the project will be completed.
Each section provides a brief overview of the theme. You will only be required to complete certain tasks,
which are identified in green. For all other sections, please read the content to familiarise yourself with a
complete PEP.
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Notes:
1. This PEP template has been adapted for academic use, and therefore, students will need to undertake specific tasks only throughout this version,
along with supplying a list of references at the end of the document. In addition, all students are taking the role of Project Manager (PM), working
with a diverse and inclusive fictitious team. (Fictitious team = artificial team that is not real).
2. We have included ‘prompters’ for various sections, to support you accordingly. In addition, we will cover each section within the module delivery
strategy, so ensure that you are in attendance.
Section 1: Project Summary
Task A: Complete this project summary form below:
Project Scope
Provide a brief overview
of your project proposal
and how it aligns to ONE
of the 3 project scopes
(50 words)
The project proposal is based on Vintage trains. It is a heritage bases attraction which identifies the need to
diversify both their market as well as their product. It is planning to bring out one repackaged current
prouduct into a new diverse market. So, the product of diaspora is been chosen. As the organisation wants to
develop their product into a new market so it was necessary for them to choose that product which would be
beneficial in diverse market and diaspora was best option.
Project Start Date: 5 th april 2021
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Project PEP
Completion Date:
5th June 2021
Project Final Report
Completion Date:
15th June 2021
Section 2: Project Plan
2.1 Work Breakdown Structure, Project Goals/Objectives and Work Packages
The Work Breakdown Structure (WBS) sets out the total work needed to deliver the scope of the project. The starting point
is to identify the project’s goals/objectives - the breakdown of the project scope into smaller measurable parts. The project
objectives should be outcome-driven.
From project goals, the team would then identify Work Packages (WPs) - a group of tasks that need to be completed in order
to achieve a specific project goal/objective.
For this project, a maximum of 6 project goals/objectives should be considered for completing your project scope. From here,
specific Work Packages (groups of tasks) should be identified to complete each project goal/objective.
Example:
Project goal = To ascertain the gap within the current tourism product portfolio in destination X.
Work Package = Conduct a destination audit
Specific tasks to complete a destination audit = primary and secondary attraction audit; accessibility audit from key ports to
destination; accommodation audit and so on (these are all separate tasks that collectively will become a destination audit).
Important
The project scope that you chose is a proposal – therefore this section, ONLY considers the project proposal up to the 12
weeks of the module.
Please remember that you are NOT responsible for implementing the project only for producing a comprehensive project
proposal. Therefore, the following section should align only to the 12 weeks of the module.
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Task B: Identify the project goals/objectives and Work Packages (WPs) and tasks that are
needed for your 12-week project scope.
[Note: This should cover the proposed project scope, which includes both the PEP and Final Report]
Numbe
r Project Goal/Objective (Outcome
focus)
Work Package
name
Specific tasks needed to complete this
WP/goal/ objective
1. The goal of company is to create a strong sense of
doing business and developing a new product of
diaspora into a diverse new market.
Operations a. Market research
b. Focus on main goals and objectives
c. Selecting the correct method
d. Proper planning
2. Another objective of vintage trains is to schedule
the project in such a way that everything is
managed in a timely mannner and overall
execution is done according to the schedule been
set.
Management a. Organising whole workspace
b. Start with those activties which will consume more time
c. Decrease the usage of multi tasking(Keung and Fok, 2021)
d. Setting all priorities
3. The main focus and goal of vintage trains in
creative a new product which is diaspora is to
manage all their activities as well as programs by
following whole project life cycle.
Operational a. Monitoring the execution procedure
b. Setting up all deadlines
c. Effective communication within all team members
d. Updating all necessary information
4. The goal is to set everything as per the deadlines
and achieve success.
Finance a.To have right resources
b. Proper planning for setting up deadline
c. Creation of detailed schedule
d. Proper understanding of all tasks
5. Another objective of company is to achieve
competitive advantage while entering into the
new diverse market.
Execution a. Better decisions regarding business
b. Improving customer experience
c. Better financial aspects
d. Usage of innovative concepts
6. As there are many risks associated while
executing the project so it is the main goal of
company to manage all risks and execute the
Risk managment team a. Always be positive
b. Learn from previous faults been done
c. Take all responsibilities even when there is risk
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project as per plan been set. d. Evaluation of all risks during whole project execution
2.2 Procurement of Resources
Procurement is the process of finding, agreeing terms and acquiring resources (goods, services, or human resources) in the completion of a project.
2.2.1 Human resources (Project Manager & project team)
It is important to have a project team that has the knowledge and skills to complete the project on time. Typically, a Project
Manager would source the team from other departments within an organisation. A useful starting point is to identify the key
responsibilities of a Project Manager.
Task C: Identify the key responsibilities of a Project Manager, using relevant references to
support these statements.
Responsibility References
The first responsibility of project manager is to create a clear plan with respect to activities and
resource planning. As all projects which need to be executed by vintage trains in context with
diaspora cannot be predicted in advance so it is their responsibility to make necessary
adjustments.
Shastri, Y., Hoda, R. and Amor, R., 2021.
The role of the project manager in agile
software development projects. Journal of
Systems and Software, 173, p.110871.
Project managers also had the responsibility while executive their project was to effectively
control their time management. Every project has certain guidelines in context with the
completion of their project so with respect to this they need to estimate their duration of activity
and develop a proper schedule.
Li, Y., Sun, T., Shou, Y. and Sun, H., 2020.
What Makes a Competent International
Project Manager in Emerging and
Developing Countries?. Project Management
Journal, 51(2), pp.181-198.
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While executing their plan vintage trains also set uo a budget for this so they need to assure that
everything is been managed within their budget only. So, as their diaspora product they had set
up a budget for this.
Lepori, B. and Montauti, M., 2020. Bringing
the organization back in: Flexing structural
responses to competing logics in budgeting.
Accounting, Organizations and Society, 80,
p.101075.
In every project execution plan there are many risks which are associated with it. A company
may face many obstacles so it is the responsibilitity of project manager to manage all risks.
While executing a project plan they have the responsibility to assign all the work their team
members as per their abilities and ensure that everything is been completed as it was scheduled.
Meredith, J.R. and Zwikael, O., 2020.
Achieving strategic benefits from project
investments: Appoint a project owner.
Business Horizons, 63(1), pp.61-71.
Execution of project takes a long period of time so during this process proper documentation has
to be done. It is the responsibility of project manager to assure that all actions which are taken are
properly approved and in future can be executed by vintage trains with respect to diaspora.
Samimi, A., 2020. Risk Management in
Information Technology. Progress in
Chemical and Biochemical Research,
pp.130-134.
There are many stakeholders who are involved during the phase of executing the plan so in
relation with this they must update their stakeholders about each information about the project on
constant basis.
Lehtinen, J. and Aaltonen, K., 2020.
Organizing external stakeholder engagement
in inter-organizational projects: Opening the
black box. International Journal of Project
Management, 38(2), pp.85-98.
Task D: Review your own skills and knowledge as a potential PM and identify any gaps in
completing this project scope. [link this to the project objectives/WP’s/tasks (Task B) and the PM responsibilities (Task
C)]
Project Manager
Key Strengths (Knowledge & skills linked to WBS) (include more rows if needed) Gaps (Knowledge & skills linked to WBS)
As a project manager it is their main strength of efficiently communicating with
each other.
As the main strength is communication but the gap was that two
way conversation was not getting effective(Miranda, 2021).
Project manager created overall schedule of their project with respect to their Though schedule is created properly but the main gap was that
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starting date till the completion date. proper planning was not been done as per the schedule been set.
Another strength of project manager is to manage all risk through which the
company was also achieving success while executing the project.
There are many risks associated with the project and it is managed
but at the same point of time gap arises as the project manager may
not be able to tackle all risks due to his inability of to follow all
responsibilities
As the project manager of vintage trains with respect to executing diaspora they
had a strong sense of doing business.
Project manager has good sense of doing business but they may not
be able to do proper market research.
It is also a strength of project manager that they scheduled everything in a
timely manner and assigned all responsibilities to each team member as per the
overall project which need to be executed(O’Connor and et.al, 2021).
It is necessary to do all projects in timely manner but problem
arises when proper planning is not done during assigning all
responsibilities.
The project manager managed all certain tasks while making efficient usage of
project life cycle right from the step of planning till the result been generated.
As per the project life cycle there are different stages which are
involved but if one of the stage doesn't get performed in a good
manner then whole project would get affected.
Project Team
After mapping the PM’s skills and knowledge, the PM would source their project team members based on the specialisms that
the PM would require for completing the project. As you are working in a fictitious team, you do not have to source your team
members.
2.2.2 Physical Resources
For all projects, the PM would consider any physical resources that you may need (in an ideal setting) to complete the project.
You are not required to complete this section of the PEP.
2.3 Project Schedule & Timeline
The project schedule communicates what work needs to be done and the timeframes in which that work needs to be
completed by each team member. The project schedule should reflect the work associated with delivering the project on time.
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As you are a PM working with a fictitious team, you will need to decide on the project schedule over the 12-week module
period.
Task E: Complete the Project Schedule for your chosen project scope over the 12-week module
period.
Objective
Number WPs & its tasks Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk1
0
Wk11 Wk12
1. Determining all goals and objectives Writin
g
down
all
goals
Meas
uring
all
goals
Setting
up a
deadline
Ident
ificat
ion
of
obsta
cles
Met
hods
to
solv
e
prob
lems
Fina
lisin
g
way
s
Revi
ewin
g
Monit
oring
Exec
uting
Con
troll
ing
Provid
ing
update
s
Achi
evin
g all
goals
2 Establishing market strategy Setting
up
market
goals
Mark
et
audit
Market
research
Anal
ysati
on
Targ
et
audi
ence
Sett
ing
up
bud
get
Mark
et
strate
gies
Sched
ule to
imple
ment
Eval
uatio
n
Con
troll
ing
Selecti
ng the
best
Exec
uting
3 Identification of elements Unders
tand
about
market
Ident
ifyin
g
custo
mer
need
s
Value
propositi
on
Focu
s on
impo
rtant
thing
s
Prov
idin
g
valu
e
prop
ositi
on
Mar
keti
ng
plan
Setti
ng up
strate
gies
Select
ing
the
best
one
Dete
rmini
ng
all
elem
ents
Buil
ding
up
all
ele
men
ts
Enhan
cing
Achi
evin
g
2.3.1 Milestone Chart
A milestone is a significant time deadline for either starting or completing a project task. Fundamentally, these are the key
dates for checking the progress of the project in order to successfully complete the project on time. This is not needed to be
completed for this project as you have established key dates already in Task A and will review your progress in completing
these tasks in the final section of this PEP.
2.3.2 Project Slippage
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In the event of the project suffering slippage of greater than ONE week, then the project schedule will need to be revised by
the Project Manager, with a clear course of action to redress the slippage. This is not needed to be completed for this project
as you will submit your PEP before the completion of your project.
2.4 Key Stakeholders:
Stakeholder identification is the process of identifying the people, groups or organisations that could impact or be impacted by
a decision, activity or outcome of the project.
The purpose of a stakeholder analysis is to identify the key stakeholders that could impact the success of the project along
the project timeline, linked to their interest and power. From here, the PM would need to take specific actions to manage the
most significant stakeholders. This action could include the following - to monitor the stakeholders; to inform them of
updates; to consult them on project actions; to seek their support on a specific project task; to seek their reviews on project
outcomes, and so on.
Stakeholders can be internal (eg. the PM, project the team, Resource Managers) and external (local community, tourists,
businesses etc).
The stakeholders you provide MUST be specific. For example:
Stakehol
der
Specifics
Client Who specifically?
Market Which specific market have you chosen for your scope? Do not simply
state tourists!
Local DMO What is it called and who within this organisation would you be liaising
with?
Municipalit
y
Which local and specific department and who would you realistically be
in contact with?
Communit
y groups
Are there any local communities that this project will impact – for
positive or negative reasons? If so who represents them?
Task F: Complete the External Stakeholder Table below, with reference to your chosen project
scope.
External
Stakeholder
(Be specific to
your project
scope)
Interest:
How much does the project
affect them?
Power/Influence:
How much power/influence
do they have?
Identify the stage of the
project life cycle that this
stakeholder is most
critical.
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Clients H/M/L The clients of diaspora project
associated with vintage trains organisation
are affected at high level. As they are the
main individuals associated with the project
in context with their execution.
Justify
H/M/L The clients have high power and
high influence because they know each
detail of project and are indulged into
important decision making. So, with
respect to the project been executed by
vintage trains their clients have high
power(Bruce, 2021) .
In project life cycle they are at the
stage of initiation as they are the only
one who are involved into starting a
new project. So, it is the most critical
stage for them.
Market H/M/L The project affects them at high
level because the main aim of company to
implement a new product into a diverse
market it will affect them a lot.
Justify
H/M/L The new diverse market has
high power and high interest level so
with respect to vintage trains project as
they were expanding their project into a
different sector so their market had
high level of power and interest.
In terms of the stage of project life
cycle the market is at the execution
stage. So, an external stakeholder it is
the most crucial and critical stage for
them.
Project
manager
H/M/L As a project manager they also have
high interest level because a project can be
managed well only with their level of
interest. They have various responsibilities
so through their high interest level only
they will perform their roles.
Justify
H/M/L They have high influence and
medium power level because project
managers need to monitor each step
during the phase of execution of project
but as in terms of medium power they
need to report their clients also.
The critical stage of project manager
in context with project life cycle is
the stage of monitoring and
controlling.
Consumers H/M/L In context with consumers it affects
them at low interest level because while
execution of a new product there are many
changes which are required and at the same
point of time they get more responsibilities
so in terms of this they don't have much
respect to this.
Justify
H/M/L In context with the project of
vintage trains of developing diaspora
into a new diverse market consumers
has both low power and low influence
level. They has low power because they
have to accept the orders to their project
manager and need to perform
everything in accordance with that only.
Justify
All consumers are involved in the
stage of execution of project and also
during the stage of planning because
they have different roles and
responsibilities which are needed
while doing the project and all plans
been made by vintage trains
organisation are need to be discussed
by their team members(Filippetto,
Lima and Barbosa, 2021)..
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Community
groups
H/M/L As a heritage organisation and
creating a new product with respect to
diaspora into a diverse market community
groups which are heritage tourism agencies
they have high level of interest because
they will be receiving a new and efficient
product. It will affect them at high level
because during the phase of execution they
will receive many benefits.
Justify
H/M/L Community groups have high
influence level because according to
their agencies only whole project plan
would be executed. Their influence
level is necessary because without their
power and influence no project plan can
be further executed.
Justify
The most critical stage of community
groups is at the closure because while
project comes to an end stage it is
necessary that everything is managed
well and all depends on those
community groups.
Task G: Plot the external stakeholders on the Power/Interest Grid.
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Low
Interest
Medium
Interest
High
Interest
High
Power
Low interest/High power Medium interest/High power High interest/High power
In context with the first external
stakeholder which are clients they have
high power and high interest level
because they are the main individuals
who are associated with the execution of
project. Another external stakeholder
which is the market they also have high
power and high interest level because as
the project execution of new product
which is diaspora diverse market was the
most important thing which need to be
considered so with respect to this they
had high power(Al-Ali, Sultan and
Musa). The external community groups
pursue high power and high interest
level because each essential thing about
the project is done in accordance with
those community groups.
Medium
Power
Low interest/Medium power Medium interest/Medium power High interest/Medium power
As in case of project managers they has
high interest level but medium power
because during the phase of execution it
is important that their level of interest
should be high because through this only
whole project would be able to manage
effectively and at the same point of time
they has medium level of power because
they had to approach all clients whether
all project is been done according to
their responsibilities.
Low
Power
Low interest/Low power Medium interest /Low power High interest/Low power
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In case of consumers they have
low power and low interest level
because they had to follow all roles
and responsibilities which a project
manager has assigned and as
certain changes are required and
company expands their product
into diverse market they don't have
much interest level in that specific
product(Dandage, Ran and
Mantha, 2021).
Task H: identify the 3 most significant stakeholders for your project and the action needed by the PM.
Stakeholder Interest/Influence Action needed by the PM –
identify the stage of the Project
Life Cycle
References
Project managers
Project managers has has high
interest level as well as high
influence level because they
need to communicate with
their team members
The project managers has to take many steps
with respect to project life cycle. In terms of the
initiation phase of projects there are various
clients who are involved during the initiation
stage so after a project is been planned the
project manager has to assign all responsibilities
to all team members and follow the monitoring
process whether everything is managed well or
not. They need to control all risks which are
associated with the project of vintage trains.
Lauer, T., 2021.
Success Factor Project
Management: Managing
Complexity Correctly. In
Change Management
(pp. 185-201). Springer,
Berlin, Heidelberg.
15

consumers Consumers have medium
interest level but have high
power because a project is
executed as per the consumers
only . They have high power
because they have different
expectation so in context with
the vintage trains also they
need to consider all their
power. With respect to their
power vintage heritage
tourism also consumers had
many expectations.
In case of the external stakeholders in context
with consumers the project manager has to
assure that everything is done as per the
expectations of consumers and focus on
enhancing their interest level.
Shastri, Y., Hoda, R. and
Amor, R., 2021. The
role of the project
manager in agile
software development
projects. Journal of
Systems and Software,
173, p.110871.
Community groups
In case of community groups
they are the most important
stakeholder of project is
because according to them
only vintage trains would
implement a new product into
diverse market. They have
high power and high level of
interest because as receiving a
new product in context with
diaspora they were having
high interest level.
Project manager has to take certain actions with
respect to community groups. The company
executed whole project according to the heritage
agencies so they need to assure what are the
expectations of all agencies and in relation with
that only they will plan their project and execute
it accordingly.
Steils, N., Hanine, S.,
Rochdane, H. and
Hamdani, S., 2021.
Urban crowdsourcing:
Stakeholder selection
and dynamic
knowledge flows in high
and low complexity
projects. Industrial
Marketing
Management.
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2.5 Risk Management Plan
The focus of a project Risk Management Plan is to identify and manage potential risks associated with the completion and
implementation of a project. Project risks can potentially cause a project to be delayed, to go over-budget and/or not achieve
the project’s quality metrics. There are many internal and external factors that can influence the project (some are controllable
and uncontrollable); for example – a competitor prompts the project to have an expedited launch date.
Criteria for Risk Assessment
When assessing project risks, two criteria are considered - the probability (or chance) of a risk happening (High/Medium/Low
probability) and the likely impact of this risk (Minor/Moderate/Significant impact) on the project’s success.
These risk would be mapped within a table – see the example below:
https://www.enterprise-pm.com/pmbasics/risk-management-models/
You are not required to complete a Risk Management Plan as part of the PEP, but will complete a risk analysis as part of your
final report, which will be linked to your project scope.
2.6 Project Communications
2.6.1 Communications Management Plan
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Effective communication, within a diverse and inclusive landscape, is a critical aspect for a PM on any project, whether dealing
with internal or external stakeholders. PM's need a range of skills in order to deal with the challenges that occur during most
projects, from team members losing focus conflict management within teams, project drift or project change, amongst others.
Accordingly, it is important that a PM develops a clear and effective Communications Plan in order to define the
communication requirements for the project and how information will be distributed/shared/updated to ensure project success.
An effective communications plan will enable problems/slippage to be collectively discussed and addressed in a timely fashion.
Task I(1): Identify & justify the 3 most significant challenges facing Project Managers whilst working within
diverse teams and in ensuring effective stakeholder engagement.
[Example: Consider the diverse nature of project teams in today’s inclusive (for example; multi-cultural and multi-generational
teams), global (for example; operating across different time zones) and digital environment]
Challenge Justify its inclusion References to support your
points
Multiculturalism
Project manager face lot of problems while executing a project
because of multiculturalism. As working with team members and
establishing a new product into a diverse market it creates a challenge
for them because they have to face cultural issues. As there are many
external stakeholders and project manager need to communicate with
those stakeholders it becomes difficult for them to manage
everything. While developing the product in a different phase lot of
cultural issues get arise and while choosing diaspora it was one of
them.
Mansouri, F. and Modood, T., 2021.
The complementarity of
multiculturalism and interculturalism:
Theory backed by Australian evidence.
Ethnic and Racial Studies, 44(16),
pp.1-20.
Multi generational
It becomes a challenge for the organisation because vintage trains
also faced multi generation issues. The people involved in their
project were from different generation levels. So, during the planning
phase everyone had their own opinions and interest due to which it
became very difficult for the organisation to manage their whole plan.
On the basis of generation gaps different opinions take place due to
which the audiences had to suffer a lot.
Fountain, G.H., 2021. Challenges &
Strategies for Supporting a Very Long
Duration Mission. In AIAA Scitech
2021 Forum (p. 0483).
Digital environment
Vintage trains also faced challenge because of digital environment.
As during the execution of project a proper budget is set up so with
respect to digital environment the budget of organisation can exceed
due to which many problems get arise.
Moşteanu, N.R., 2021. Digital
Campus–a future former investment in
education for a sustainable society. In
E3S Web of Conferences (Vol. 234, p.
00029). EDP Sciences.
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Task I (2): From Task I(1), choose the two most significant challenges and propose the most
effective style, mode and frequency of communication that should be utilised to manage these
challenges.
Example: Time-zone challenge with the Client based in Asia. Communication Style: Discursive
Mode: Virtual F2F meeting/formal updates sent via email Frequency: weekly updates
Challenge/
Stakeholder
Communication
Style/Mode/Freque
ncy
Justify References
Multi-cultural
Assertive style/ Video
calls / Daily updates
Due to cultural issues companies used video calls as with the
help of this stakeholders used to see each other culture
Moss, S.M. and Solheim,
M.C., 2021. Shifting Diversity
Discourses and New Feeling
Rules? The Case of Brexit.
Human Arenas, pp.1-21.
Digital environment
Passive communication /
digital media/ Weekly
updates
Usage of digital media was done so that they get familiar Domnina, S.V., Podkopaev,
O.A. and Salynina, S.U.,
2021. The Digital Economy:
Challenges and Opportunities
for Economic Development in
Russia’s Regions. In Current
Achievements, Challenges and
Digital Chances of Knowledge
Based Economy (pp. 149-
157). Springer, Cham.
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2.6.2 Version Control
The PEP is not a static document. It should be regularly updated by team members, although all revisions will be controlled by
the Project Manager. Therefore, it is very important to ensure that a system of Version Control is used within all projects. As
you are working within a fictitious team, you are not required to complete a Version Control plan, but be mindful of this when
completing and submitting your assessments.
2.7 Project Quality Management & Key Performance Indicators.
Quality is simply what the client, sponsor, and/or stakeholder needs from the project. Quality management ensures that
project processes are used effectively and efficiently to produce a high quality project outcome.
According to PMBOK, 5th Edition, Project Quality Management is "the process of identifying quality requirements and/or
standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality
requirements."
Key performance indicators (KPIs) are used to track project performance and help a team understand where their successes (or not) are throughout the project. KPIs can be
determined using the SMART approach, as is illustrated below:
An example of a specific KPI for a university is:
‘to successfully validate an X new programme, in order
to accommodate a changing X market, by date X, with a
target enrolment of X’.
For the purpose of this PEP, you are required to present 4 KPIs,
linked to the project process and the specific nature of your
project scope. See Task A.
Task J: Identify 4 KPIs for your project - 2 based
on the project process (in completing your project on-
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time and within a desired quality level) and 2 based on the project scope itself (diverse product or market and/or
stakeholder KPIs) using the SMART approach.
Note: KPIs should align to the project goals and WPs.
Numb
er
Specific nature of the KPI (ensuring it
is SMART)
Justify your inclusion of this KPI (link back to
project goals & WPs & other similar projects)
References used to
support your decisions
Proces
s 1
It was smart and clear to create a strong sense of
doing business
As it is important to have a strong sense of business
because through this only company would be able to
create a new product. While having clear view point
towards the product company can assure their success
capabilities.
McBride, K.F., Franks, C.,
Wade, V., King, V., Rigney,
J., Burton, N., Dowling, A.,
Howard, N.J., Paquet, C.,
Hillier, S. and Nicholls, S.J.,
2021. Good heart: telling
stories of cardiovascular
protective and risk factors for
Aboriginal women. Heart,
Lung and Circulation, 30(1),
pp.69-77.
Proces
s 2 It was measurable that everything would be
achieved as per the deadlines
As to implement a new product into a diverse market
proper deadlines are been set. Within the set time period
it was justified that product would be innovated within
that.
Carpenter, D. and Glasper, A.,
2021. Managing Chapter 10
your time wisely. How to
Write Your Nursing
Dissertation, p.99.
Scope
1 It is attainable to achieve overall competitive
advantage
While expanding the business into new diverse market it
must be attainable that overall competitive advantage is
been earned.
Hossain, M.S., Hussain, K.,
Kannan, S. and Kunju Raman
Nair, S.K., 2021.
Determinants of sustainable
competitive advantage from
resource-based view:
implications for hotel
industry. Journal of
Hospitality and Tourism
Insights.
21

Scope
2
2.8 Issue Management Plan
Issue Management is the process of identifying and resolving issues that the PM may face in completing the project on time.
These are not the same as risks (which are usually associated with the project implementation), but on the project processes;
for example, problems with staff or suppliers, technical failures, material shortages – these might all have a negative impact on
your project. If the issue goes unresolved you risk creating unnecessary delays or even failure to product your deliverables. As
you have a fictitious team, you are not required to identify issues that may arise within your project.
2.9. Confidentiality
All project team members and stakeholders shall respect the confidentiality of each other’s business and shall not reveal any
information concerning the other party without the written permission of the other party. Project teams have to be careful of
using websites (such as social networking sites) for exchanging/storing information on this project, in case they breach this
confidentiality clause.
All project team members and stakeholders must respect the PMI Code of Ethics. Ethics is about making the best possible
decisions concerning people, resources and the environment. Ethical choices diminish risk, advance positive results, increase
trust, determine long term success and build reputations. Leadership is absolutely dependent on ethical choices.
http://www.pmi.org/~/media/PDF/Ethics/ap_pmicodeofethics.ashx
Project Manager Signature:
Date:
(Note: In a real project, all team members would be required to sign this form)
22

Section 3. INTERIM REPORTING FORM
Project Scope
RAG Status*:
RED /
AMBER / GREEN
* RED "Major concern - escalate to the next level”
Slippage greater than 10% of remaining
time, or quality severely compromised.
Corrective Action not in place, or not
effective. Unlikely to deliver on time or
quality requirements
AMBER "Minor concern – being actively managed”
Slippage less than 10% of remaining time,
or quality impact is minor. Remedial plan
in place.
GREEN "Normal level of attention” No slippage.
No additional attention needed
Key headlines to
justify the RAG
status (bullet point
form)
 The main concern of vintage trains to implement diaspora was with respect to multiculturalism(Xiao,Bie and Bai, 2021).
Key gaps within
your work to date
[link to your project
schedule]
23

The key gaps were
various like two
way
communication
was not been done
and various
cultural issues got
arise(Harold,
2021).
Identify actions
needed to address
these gaps.
To efficiently
tackle all
challenges
company took
various actions
like using the help
of video calls so
that employees get
to know about
each other
culture(Gemino,
Horner Reich and
Serrador, 2021).
24

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Dandage, R.V., Rane, S.B. and Mantha, S.S., 2021. Modelling human resource dimension of international project risk management. Journal of Global
Operations and Strategic Sourcing.
Filippetto, A.S., Lima, R. and Barbosa, J.L.V., 2021. A risk prediction model for software project management based on similarity analysis of context histories.
Information and Software Technology, 131, p.106497.
Gemino, A., Horner Reich, B. and Serrador, P.M., 2021. Agile, traditional, and hybrid approaches to project success: is hybrid a poor second choice?. Project
Management Journal, 52(2), pp.161-175.
Harold, K., 2021. Project management: case studies. John Wiley & Sons, Inc..
Keung, C.C. and Fok, W.H., 2021. The Application of BIM in the Undergraduate Course “Integrated Building Project Development”. In EASEC16 (pp. 2119-
2128). Springer, Singapore.
Miranda, E., 2021. Milestone-Driven Agile Execution. In Balancing Agile and Disciplined Engineering and Management Approaches for IT Services and
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O’Connor, J.T., and et.al, 2021. Relationship between Commissioning and Start-Up Success Factors Achievement and Performance in Capital Projects. Journal
of Construction Engineering and Management, 147(3), p.04021001.
Xiao, L., Bie, L. and Bai, X., 2021. Controlling the schedule risk in green building projects: Buffer management framework with activity dependence. Journal
of Cleaner Production, 278, p.123852.
Styles, A., and et.al, 2021, March. Swath matching technique: The application of 4D acquisition techniques to towed streamer 3D. In EAGE GeoTech 2021
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Nabeel, Q., 2021. Implementation of Technology in Concrete Division: The Construction Industry in Pakistan. RJ International Journal of Management
Studies, 1(1).
Siddiqui, S., 2021. 6 Environmental justice for the victims of the Koshi River Project. Water Conflicts and Resistance: Issues and Challenges in South Asia.
Chakrabortty, R.K., and et.al, 2021. An event-based reactive scheduling approach for the Resource Constrained Project Scheduling Problem with unreliable
resources. Computers & Industrial Engineering, 151, p.106981.
Hongdiyanto, C., 2021. THE ANALYSIS OF ENTREPRENEURSHIP COURSE TOWARDS ENTREPRENEURSHIP INTENTION OF THE
STUDENTS. Journal of Management and Business, 20(1).
Livingston, M., 2021. CLABSI Prevention-Using a 90 Day Sprint. American Journal of Infection Control, 49(6), pp.S18-S19.
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