Project Execution Planning and Management

This document discusses the execution phase of project management, focusing on planning and management. It covers stakeholder identification, power-interest matrix, quality management plan, and procurement management plan. It also provides recommendations for handling potential risks and introduces the concept of Earned Value Management (EVM). The content is relevant to the construction of a new international airport in Western Sydney.

Project Execution
Planning and
Management

Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
Identification of major stakeholders:......................................................................................3
Grouping of identified stakeholders in terms of internal and external stakeholders and
providing power-interest matrix:............................................................................................5
Quality management plan:......................................................................................................6
Procurement management plan:.............................................................................................7
TASK 2............................................................................................................................................8
Recommendations:.................................................................................................................8
TASK 3..........................................................................................................................................10
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................12

INTRODUCTION
The execution phase of project is typically the longest step in life cycle of a project and
requires most time and money/resources. In this step, managers need to incorporate a variety of
project management procedures to allow managers to track and coordinate the project. Such
processes assist managers in managing time, expense, efficiency, transition, risks and problems
(O’Connor, O’Brien and Choi, 2016). These also assist with recruitment, customer awareness,
and communications management. The study covers various aspects of project execution
planning and management in context of project of construction of new international airport in
Western Sydney.
TASK 1
Identification of major stakeholders:
Passengers: These are primary stakeholder of Airport based on services and their importance
passengers may be classified as, follows:
1. Origin leisure/personal travellers: These are generally community-based passengers who
use airport as point of departure for recreation or any other personal travels.
2. Origin business passengers: They are nearby business passengers, using airport as point
of departure.
3. Leisure / special traveller destination: those are tourists to the city, for the tourism or
other special reasons.
4. Destination Business travellers: those are business passengers who come to visit/see local
businesses
Managers: They are internal stakeholders who are responsible for managing the entire
operations of airport. Success and failure in operation of airport depends on the managers. They
are key stakeholders who also responsible for taking all internal managerial and strategic
decisions (Zhang, Xie and Li, 2019.).
Investors and Shareholders: They are core stakeholders generally founder of business who
invest substantial amount of money and other monetary resources in business. As in construction
of airport these stakeholders are those individuals or organisations which provides money and
take share in income.

Business, Commerce, Tourism, Arts, Sports, and Education Organizations: Organizations
which are airport clients in different ways are being described as Business, trade Commerce,
Leisure, Culture, Sports and Learning. Figure 1 provides a way of classifying these entities
depending on the form of usage that they obtain from airport: certain entities are primary users
of airport through exporting or importing-services (i.e. corporate passengers) and products
(materials or manufactured goods). Many companies, as a function of their visitors (e.g. tourists)
passing via the terminal, become potential terminal clients. The word "entities" refers to
both the profit and non-profit organizations (McNally, 2018).
Air Carrier: Air carriers offer flight transportation from airports. Air carriers comprise
passenger and freight airlines as well as being split into 3 sub-categories: Large certified carriers,
Small certified carriers and Commuter carriers. Air carriers choose airports depending on
customer demands for services to / from terminals (i.e. future revenue development) and the
expense of operating at airport. The airlines aim to achieve greater returns. Airports perform the
purpose of rendering high-yield markets open. Attractive airports guarantee small air carrier
operating costs at the terminal. It covers both reducing direct fees paid to air carriers by
optimizing non-aeronautical sales and mitigating air carrier expenses by land hold.

Grouping of identified stakeholders in terms of internal and external stakeholders and providing
power-interest matrix:
Internal stakeholders: Internal Stakeholders implies to certain organisations, people or
organizations who are interested in company’s management. They will affect and be affected
by entity 's performance or loss regardless of the organization 's value. These are directly linked
with Airport’s management and operations. As discussed above Managers and inventors or
shareholders are main internal stakeholders of Airport (Tonchia, 2018).
External Stakeholders: External stakeholders implies to those stakeholders that are not member
of board or management but are influenced by company's operation. They are outside players
who make up the market climate. They 're also named Secondary Stakeholders. These
are consumers of company's financial records, to recognize its efficiency, productivity, and
liquidity. In context of Airport, Business, Commerce, Tourism, Arts, Sports, and Education
Organizations, passengers and Air Carrier are key external stakeholders.
Power-interest matrix: Power Interest Grid, also recognized as Power Interest Matrix, is basic
method that can help in categorize project stakeholders through expanded project enhanced
value. This method lets manager to concentrate on the main stakeholders that can make project
or ruin it. This in effect helps in prioritizing stakeholders (Kjersem, Jünge and Emblemsvåg,
2017). Here following is the power-interest matrix of Airport, as follows:

Here in above matrix, stakeholders in Manage Closely corner can easily guarantee failure
of project if they are not properly handled. In Airpoert they are shareholders and inevstors.
Project manager should involve these people entirely, and make every effort to please them.
Monitor involes all the stakeholders which have less interest and require minimum efforts to
retain them like in case of airport these are pessangers which are not regular customers or does
not affect business significantly.
Keep informed involve all those stakeholders who are highly intersted in airport operations but
not require additional efforts to retain them ot not affect orgnisation significantly like Air carrier
and other orgnisations which are big customer of airport.
Keep Satisfied includes manament personeel who are responsible for managing business of
airport. These have high moderate interest but inflrunetcial powet of management is very high,
So keep satifying requirements of these personnel is quite crucial (Hatcher, 2019).
Quality management plan:
A Quality Management Plan helps direct Program Managers and project managers in the
implementation of project or system quality control and quality control operations. As in case of
Aipport construction project, QMP's goal is to explain how quality would be handled
during project's life-cycle. For project results and task processes , quality assurance preparation
describes quality policies as well as procedures applicable to the project, identifies who is
accountable and records compliance. An entrepreneur creates a QMP. The extent to
which project meets the specifications is consistency.

Quality Management Tools: Here are some key quality management tools discussed in conetct
of airport construction project, as follows:
TQM: TQM is integrated and systematic framework for all company processes preparing and
monitoring such that goods or services meet consumer requirements or surpass them. TQM is a
company-based philosophy that embraces principles like staff participation, quality improvement
at any and all tiers and customer relations. This also consists of set of strategies related to quality
management, such as detailed recording of operations, consistent target identification and
customer success measures.
Kaizen: Kaizen's approach seeks to include all grades of staff and to promote incremental
progressive changes in all aspects of business, with a significant effect over time. In
airport construction case, procedures are standardized, analyzed and afterwards improved
with result that damage is minimized and efficiency is growing.
Six Sigma: The 'sigma' relates to Greek letter that used signify a confidence interval, so the
failure rate is six stigmas higher than the average. The company employs methods like statistic
monitoring for processes and charts, identifies exemptions from the top and bottom limits and
aims to reduce number of failures.
Procurement management plan:
A procurement management plan is component of project management program as a whole.
The plan explains how goods are procured and how organisation can use project to handle
suppliers. Involve: procurement process, different areas to identify. Project manager supports the
creation of a strategy for process of procurement. The right form of procurement is crucial step
in process of procurement management. Here, Contracts have three types or varieties, in context
of Airport construction project:
1. Fixed Price (FP) (a.k.a. Firm Fixed Price (FFP)
2. Cost-reimbursable (CR)
3. Time and Material (T&M)
Fixed Price Contract:
A business corporation offers to deliver a products or services at fixed price irrespective of the
real costs for production, inventory and equipment’s. The contractor shall incur the extra costs
whenever costs surpass the agreed sum. Since scope is specified the purchaser has least cost risk.

The price controls are balanced by a clearly defined job range balanced by competitive offerors.
Procurement statement (SOW) is the basis for salesmen's bids.
Cost-Reimbursable: In case of an unclear reach and specific estimates of cost, enforce cost-
reimbursable contract. This excludes betting on fixed rates. The seller pays workers the
appropriate costs specified by contract in a cost-refundable contract. Cost-reimbursable contract
is usually applied for software development projects where it is hard to determine the nature of
the job and prevent it from changing (Džumhur, Ljevo and Marić, 2017).
Time and Material: When the amount of commitment is unknown it is better to use contract
with time and content. Even this contract can be named Unit Size. Purchaser charges on an
hourly or per object basis. So hourly rate or cost per unit is identified and set, but uncertain
at time of contract awarding is quantity and, hence, the amount of effort. Therefore, time and
material rate is comparable to fixed-price contract, as basis is set per hour. This also reflects a
deal that is non-refundable, because supplies are reimbursed and overall cost is undisclosed.
TASK 2
Recommendations:
Referees failing to show up at designated games: This risk is inadequate or preventable.
If officials fail to show up at allocated recreations, the entire diversion would get impacted. We
have to get officials to sign agreement where there's penalty for skipping a nice without warning
to us, we ought to create it fine of up to $10,000 so they know we 're not joking! Off probability
something is happening to official and he can't take care of match he trying to convey us about.
In fact, a referee should be able to use it in this case consistently.
Fighting between teams: In every game, the chance of fighting will certainly arise as it was
expected, on all situations one have to speak with group's coach to tell them we foresee the fair
game, because player who has red card to Two yellow card in Two plays would miss out on the
next game. Yellow and red card is safest thing to do if the situation is right. To some extent, this
is indispensable and worthy as it is a lot of fun and usually players are strong in terms of
winning. For any case, officers, as a surveillance tool, should ensure that diversion is fair and no
one harmed by partiality to the fullest extent possible. The danger may also remain because there
is undoubtedly a problem in nearly any game.

Pivotal error committed by a referee that determines the outcome of a game: This chance
and error is not worthwhile and may in fact trigger really reasonable and moral problems.
Referees are responsible for an amendment if they are paid from one of the parties and
redeployed for the benefit of such a party after an inspection.
For outstanding records or a fantastic basis for making less or no errors, we will recruit referees.
You should literally provide technical assistance to look at the official's selections. Innovation
will either assist you or enable you to fight this decision.
Abusive behaviours along the side-lines by parents: That needs to be remembered, guardians
cheer for children and undoubtedly refuse to speak to groups about their energy; which is really a
piece of way of life for gamers. You can also have troughs to keeping an eye out on guardians
and also some protection. In any game, volunteers will be delegated to guards in order to ensure
that children are not harmed.
Inadequate parking: When we have not sufficient parking space, it is proposed that lease
unfilled areas from stadium and contractors to watch over cars and support individuals to avoid
them because more revenue can be generated. A political buffer from this should also be
preserved. You wouldn't produce stops solely for the party of audiences. Additional costs will be
needless. We will call a nearby company on the evening of occasion to agree to park on their
property. Markers of such shaded tape and/or poles will be used to park the visitors (Jaafar and
Yusof, 2019).
Not enough teams sign up for different age brackets: We get to make us talk about this thing,
everybody can talk about this thing Facebook, Snapchat, Pinterest, YouTube, the television, local
TV, and we can attract more people and children and adults. The portions may also be extended.
It will allow increased competition for players out of age range.
Serious injury: Injuries will take place here and will also be established in every case, need a
restaurant squad ready to deal with emergencies, plan an emergency truck with all supplies, and
know what the nearest healing centre is if player requires to be more aware.
We will give the best restorative assistance on the property. This helps to work easily and
efficiently with the injured game.

TASK 3
EVM: This lets project managers assess the success of their programs. This is a structured
project management method that recognizes differences in products depends on contrast between
work completed and scheduled jobs. EVM is utilized for schedule and risk control which can be
essential for project planning. The basic line of project is a central part of EVM and benchmark
for evm-related operations. For a project decision-making (Wen, Qiang and An, 2017), EVM
offers quantitative evidence. Following is EVM in context of given case scenario:
Model I: 10000 * .4 + 15000 *.2 + 14000 * .4 = 12600
Model II: 8000 * .4 + 18000 * .2 + 12000 * .4 = 11600
Model III: 6000 * .4 + 16000 * .2 + 21000 * .4 = 14000
Thus, Expected Earned value for per hour for each customer will be:
Model I: 12600 / 100 = 126
Model II: 11600 / 120 = 96.67
Model III: 14000 / 140 = 100
Thus, as per above analysis of EVM it has been analysed that Model II is most cost effective
therefore it is recommended to Saint Pedro health centre to select Model II.
CONCLUSION
From the above study it has been articulated that project execution planning and
management is most critical aspect in entire project management which enable managers to
implement project effectively.

REFERENCES
Books and Journals:
O’Connor, J.T., O’Brien, W.J. and Choi, J.O., 2016. Industrial project execution planning:
Modularization versus stick-built. Practice periodical on structural design and
construction, 21(1), p.04015014.
Zhang, J., Xie, H. and Li, H., 2019. Improvement of students problem-solving skills through
project execution planning in civil engineering and construction management
education. Engineering, Construction and Architectural Management.
McNally, J.S., 2018. NO PAIN, NO GAIN? Effective planning, change management, project
execution, and strong leadership can help you limit the pain and achieve
success. Strategic Finance, 100(5), pp.34-40.
Tonchia, S., 2018. Project Execution. In Industrial Project Management (pp. 241-267). Springer,
Berlin, Heidelberg.
Kjersem, K., Jünge, G.H. and Emblemsvåg, J., 2017, September. Project Execution Strategy and
Planning Challenges. In IFIP International Conference on Advances in Production
Management Systems (pp. 243-250). Springer, Cham.
Hatcher, C.A., 2019. A Conceptual Framework for Flight Test Management and Execution
Utilizing Agile Development and Project Management Concepts (No. 412TW-PA-
19145). 812th Test Support Squadron, 812 TSS/ENTI Edwards United States.
Džumhur, S., Ljevo, Ž. and Marić, J., 2017, May. BIM Project Execution Planning Suited for
Road Infrastructure Pilot Project in Bosnia and Herzegovina. In International
Symposium on Innovative and Interdisciplinary Applications of Advanced
Technologies (pp. 560-570). Springer, Cham.
Jaafar, K. and Yusof, S., 2019. Evaluating Stakeholder's Level of Involvement in Project
Execution Phase. The Journal of Modern Project Management, 7(1).
Wen, Q., Qiang, M. and An, N., 2017. Collaborating with construction management consultants
in project execution: Responsibility delegation and capability integration. Journal of
Construction Engineering and Management, 143(7), p.04017021.