Project Initiation Document (PID)

The Project Initiation Document (PID), also referred to as Project Charter, is a document that details the different activities and elements that need to be taken into consideration for a project. It includes objectives, budget, approach, timescale, key personnel, and stakeholder analysis. This document is specifically related to the sustainability trip to Uganda organized by QAHE.

PROJECT

Table of Contents
MAIN BODY..............................................................................................................................................................................................3
PROJECT 1.................................................................................................................................................................................................3
Project Initiation Document (PID)...........................................................................................................................................................3
WBS.........................................................................................................................................................................................................6
PROJECT 2.................................................................................................................................................................................................8
Risk Register............................................................................................................................................................................................8
Cruciality of overall risk management plan...........................................................................................................................................13
PROJECT 3...............................................................................................................................................................................................14
Structured Communication....................................................................................................................................................................14
Critical Analysis of methodologies.......................................................................................................................................................14
REFERENCES............................................................................................................................................................................................1

MAIN BODY
PROJECT 1
Project Initiation Document (PID)
The PID also referred as Project Charter is mainly a document detailing the different activities and elements that need to be taken into
purview such as the number of people required, budgets, timelines etc. (Kerzner, 2019). For the present event that is to be performed
by QAHE, the different elements that can be evaluated are:
Objectives: QAHE intends to make the issue of sustainable business more clear by organising this trip to Uganda but the key
objectives can be illustrated as:
 The robustness of the sustainability course will increase thus increasing the potential candidates for this course in future.
 The holding of the trip will increase the publicity as well as goodwill for the university course that has been developed.
 The activities that have been planned will be achieved in the allotted time period.
Budget: Budget helps in ascertaining the overall cost that might be incurred and the overall expenses on different heads are estimated
prior to the completion of this trip will be estimated (Heldman, 2018). The two week trip of the 30 students of the students of QAHE
can be planned in following manner and the amount can be budgeted accordingly:
Particulars Amount (Per student) Amount (Total for 30 students)
Travelling expenditure £600 £18000
Food and drink refreshments £350 £10500
Residence expenses £450 £13500
Medical facilities/ supplements £100 £3000
Hiring tour operator £140 £4200

Recreational activities fund £350 £10500
Stationary £10 £300
Total £2000 £60000
Approach: The project can be completed using an error free approach so that quantum of errors can be minimised collectively. The
following approaches can be developed in order to develop the project plan for tour comprehensively:
 The planning of the itinerary should be intricate and all the activities should be included in the purview right from the start to
the end.
 Core team necessary for executing the project will include approximately 8 teachers and 14 students, the HOD’s and lastly the
dean of QAHE University. Apart from this there will be volunteers as well who can assist in the project collectively.
 The timeline that has been developed will be followed so that the targets can be achieved accordingly.
 Students will not have to compromise with their study schedules and a separate time slot will be allotted to them.
Timescale: Since the trip is to be held in the next academic year in March, there is a time of complete one year (Lyra and et.al., 2018).
The planning will commence from August 2020 and will culminate till February of next year i.e. 2021 and the trip will be held for two
weeks in March 2021.
Key Personnel: The key personnel that is necessary for the completion of project is similar to the core team. However, apart from that,
there will also be requirement of one specialist and other major external or internal parties as well.
Stakeholder Analysis: The stakeholder analysis is also critical in ascertaining the overall parties that might be interested in the project
and it also helps in analysing the degree of influence that they have over the project (Fernandes and et.al., 2018). Fir the current
project of QAHE, the stakeholder analysis can be done in following manner:
Stakeholders Significance
Parents The major stakeholder group is of parents who can be positively

influenced by the sustainable trip that has been planned and their
approval is instrumental in further fulfilling the activities of the
project.
Students The students will be actually going to the trip to Uganda and hence
they need be satisfied regarding the arrangements etc. that have
been made (Mousaei and Javdani, 2018). This will also increase the
number of potential employees recommended for the course.
Sponsors The sponsors or investors are the major funders of the trip as well
as the University and hence they need to be kept informed about
every decision that is being taken and the overall reporting needs to
be regularly done.
Project
Manager
The Project manager or the leader is the key party and hence they
must be aware of the different activities that are being performed
and the overall decision that are necessary must be taken by them
regularly and accordingly.
Team Members The team member are those who will be actually implementing the
plan that has been developed and hence it is necessary to clearly
segregate the different roles and duties that need to be fulfilled and
the implementation also becomes easier (Pandi-Perumal and et.al.,
2015).
WBS
S. Nos. Task Name Duration Start Finish Predecessors

1 Trip Initiation 60 days Wed 01-07-20 Tue 22-09-20
2 Set up a team 1 mon Wed 01-07-20 Tue 28-07-20
3 Segregating roles and responsibilities 0.5 mons Wed 29-07-20 Tue 11-08-20 2
4 Conduct Feasibility study 0.5 mons Wed 12-08-20 Tue 25-08-20 2,3
5 Stakeholder identification 1 mon Wed 26-08-20 Tue 22-09-20 4
6 Trip Planning 50 days Wed 23-09-20 Tue 01-12-20
7 Budget Formation 0.5 mons Wed 23-09-20 Tue 06-10-20 4,5
8 Develop Timeline 0.25 mons Wed 07-10-20 Tue 13-10-20 7
9 Selection of tour operator 0.75 mons Wed 14-10-20 Tue 03-11-20 7,8
10 Develop Publicity mechanisms 1 mon Wed 04-11-20 Tue 01-12-20 9
11 Trip Implementation 85 days Wed 02-12-20 Tue 30-03-21
12 Formulating the Itinerary 2 mons Wed 02-12-20 Tue 26-01-21 9,10
13 Selection of trip activities 0.25 mons Wed 27-01-21 Tue 02-02-21 12
14 Marketing of trip 1 mon Wed 03-02-21 Tue 02-03-21 13
15 Branding trip 1 mon Wed 03-03-21 Tue 30-03-21 14
16 Trip Monitoring 20 days Wed 31-03-21 Tue 27-04-21
17 Rehearsing of the itenary 0.25 mons Wed 31-03-21 Tue 06-04-21 14,15
18 Bookings 0.25 mons Wed 07-04-21 Tue 13-04-21 17
19 Risk management 0.25 mons Wed 14-04-21 Tue 20-04-21 17,18
20 Selection of volunteers and other staff 0.25 mons Wed 21-04-21 Tue 27-04-21 19
21 Closure 15 days Wed 28-04-21 Tue 18-05-21
22 Reviewing the activities 0.25 mons Wed 28-04-21 Tue 04-05-21 20
23 Suggesting for improvement 0.25 mons Wed 05-05-21 Tue 11-05-21 22
24 Success of the trip 0.25 mons Wed 12-05-21 Tue 18-05-21 22,23

PROJECT 2
Risk Register
The risk register is necessary for the evaluation and identification of different risks that might arise in a project and the manner in
which they can be addressed is also planned in advance (Sanghera, 2019). These risks can vary from the level of highly likely to least
likely. The risk register will include risks where the probability 1 will indicate the risks that are least likely to occur and the number 5
will indicate probability that is most likely to occur. For the sustainability trip to Uganda, the risk register can be developed in
following manner:

Risk Management Register for Sustainability trip to Uganda at QAHE
Risk Identification Assessment Response Monitoring and Control
Serial
Numb
er
Risk Event Cause Effect Probability
Mitigatio
n
Strategy
Action Responsible
person(s) Pre Action
Pre
Action
Weigh
ted
Score
Post
Action
Post
action
Weighted
Score
1 Risks related
to external
environment
The taste and
preference of
the external
environment
has changed
leaving the
cause
redundant.
Project
failure
1 Accept The objectives
of the project
should be
aligned properly
with the market
changes and
trends and
rectification
should be made
that justifies the
aim as closely as
possible (Hoda
and Murugesan,
2016).
Project
Leader,
managemen
t team.
Constant
evaluation
and
identificati
on of
change in
market
trends and
preference.
5 Strategie
s
inflicting
minimum
damage
should be
impleme
nted.
3
2 Leadership
related risks
The current
project leader
might prove to
be redundant
and this can
lead to the
ultimate
failure of the
entire project.
Project
Delay
3 Reductio
n or
Control
Evaluation of
the areas where
leader is lacking
and then either
train them or
appoint an
expert.
Managemen
t of QAHE,
team
members
Selection
should be
done after
thorough
evaluation
and
performing
tests
accordingl
y so that
an
4 Current
leader
can either
be
removed
or a new
one can
be
appointe
d as soon
as
2

efficient
employee
can be
selected.
possible.
3 Inadequately
developed
scope
The current
scope should
be wide
enough that it
takes into
purview the
different
objectives and
they must be
addressed
satisfactorily
(Conforto and
et.al., 2016).
Project
Delay
1 Avoid The pre
formulation of
scope should be
wide enough so
that it explains
the overall aims
that are to be
achieved.
Project
Manager/
team
members.
An
exhaustive
risk
evaluation
and market
research
needs to be
conducted
adequately
.
3 The new
or
modified
scope
needs to
be
discussed
and
develope
d.
4
4 Faulty
Budgets
Here the
actual costs
are higher than
the standards
costs that have
been set up in
the budget.
Overall
cost of
project
complet
ion can
increase
.
5 Mitigate Strategies that
match the actual
costs with the
standard costs
developed must
be formulated.
Project
Manager
and Finance
manager
The
current
inflation
rate and
the
expected
rise must
be kept in
mind so
that
correct
budget can
be
estimated.
2 D. Develop
new
budget
and get is
approved
so that
further
costs can
be met.
5 Communicati
on Barriers
The
integration
Project
Delay
4 Reduce/
Control
Leader must
develop a
Project
Manager
Roles and
responsibil
3 Increase
the
5

exchange of
communicatio
n is not proper
within the
team members
and this can
affect the
overall
efficiency of
the work done.
or even
Project
Failure
cohesive
environment
where the team
members
understand each
other and are
also a part of the
overall system.
ities need
to be
clearly
segregated
and the
overall to
and fro
communic
ation
needs to be
facilitated.
communi
cation
and
exchange
of
positive
ideas.
6 Shortfall in
Resources
Required
resources must
be estimated
correctly so
that the
resources can
be generated
timely.
Increase
d costs
5 Transfer Lack of
synchronisation
between the
estimation and
actual can lead
to this
(Anantatmula
and Rad, 2018).
Often the
procurement
department is
more
responsible.
Project
Manager
and external
parties
Correct
estimation
1 Developi
ng
detailed
backup
plans.
4
7 Natural
Calamities
Landslide,
heavy rains,
draughts,
earthquake
etc.
Project
cancella
tion
1 Accept This risk is least
likely to actually
occur but if it
dies, then the
losses should be
minimised as
much as
possible.
No one Weather
forecasts
should
always be
taken into
considerati
on.
3 The
losses
can be
bridged
up by
taking
proper
actions.
2
8 Loosing The funding of Project 2 Mitigate Regular Marketing Progress 5 Engage 4

sponsors the project can
be removed
and cancelled
if the sponsors
move away
(Mullaly and
Thomas,
2016).
failure/
delay.
information of
the decisions
taken and
exhaustive
communication
as well.
team/
Project
Manager
should be
regularly
reported
and
informed
decision-
making
should
take place.
with the
sponsors
regularly
and
impleme
nt
decisions
only after
their
approval.
9 Legal
Trouble
Legal
requirements
of different
countries are
separate and
failure to
comply with
rules of
Uganda can be
risky.
Project
delay,
increase
d cost
and
complic
ations.
3 Avoid Compliance to
the laws and
adopting correct
practices needs
to be done.
The project
Manager
Engage in
detailed
study of
legislative
system.
1 Different
loopholes
should be
identified
and
modificat
ion
accordin
g to these
laws
needs to
be done.
5
10 Commercial
Risks
The change in
the
preferences
can lead to the
project
becoming non-
viable and this
can ultimately
lead to the
failure.
Project
failure
3 Accept Stakeholder
evaluation and
compromise
should be done
so that the
correct strategies
can be
developed
beforehand.
Project
manager
Regular
environme
nt
scanning
and assess
excitement
level of the
products
3 Develop
a
compreh
ensive
backup
plan
4

Cruciality of overall risk management plan
The formation of the risk register is an important part in the overall project plan formation as it helps in the evaluation of the
different potential risks that can occur in the implementation and execution of the plan. When the risks are identified and mapped
before their actual incurrence, it ultimately helps in better and quicker formation and implementation of the strategic plan so that the
overall chances of potential losses for the company can be minimised collectively (Silvius and et.al., 2017). Additionally, since the
project involves visit to Uganda, there are unforeseen risks that might leave the students strangled and hence it is necessary to be
better prepared.
The risk register involves risk such as natural calamities which are least likely to occur but if they do, then there is a requirement
of comprehensively developed action plan that can collectively help in addressing the problems being placed. Accordingly, there is
another risk related to the improperly developed scope or itinerary in the present context. The chances of this risk occurring is high
and hence the follow up actions regarding its evaluation and improvement need to be done so that the proper and satisfactory trip can
be planned for the students. Collectively it can be said that the formation of itinerary is the comprehensive part of the overall project
where the risk plan that is being developed and implemented will help the management of QAHE in developing a more
comprehensive series of actions that will address the overall potential risks that might arise in a better manner.
PROJECT 3
Structured Communication
Every project plan that has been developed can succeed only if it is properly developed and structured where the communication
channels are overall clear and the team members are also familiar with the different roles and responsibilities that are to be complied
with and the different tasks and duties that have been assigned are also clear (Sanchez and Terlizzi, 2017). The current communication
hierarchy that can be implemented in the project team planning for the sustainability trip to Uganda can be ascertained as follows:
Team Members – Project Leader – Relevant Authority

Since the current project team is developing a plan for the two week trip to Uganda, it is necessary that the overall communication is
clear between the different authorities and collectively there are reduced chances of any major failure that might take place amongst
the members collectively. In the current situation the team members that will be working on the project are comparatively limited and
hence the overall flexibility in the communication is enhanced (Lock, 2020). This will enable the team and the members in developing
open communication channels where the issues if any would be communicated directly to the team leader or to the relevant authority
and the overall complicacies can be minimised collectively.
Hence it can be adequately said that in order to complete the current project of QAHE, the communication will be flexible due to the
smaller chain of command and significantly easier communication channels as well.
Critical Analysis of methodologies
There are a variety of project management methodologies that can be used and implemented in order to achieved the different tasks
that are required to be completed in a more comprehensive manner. The different methodologies that can be used are;
Prince2 Methodology: This technique is a variety advanced method that is used in the project management where the projects that are
being implemented and executed at a wide scale generally adopt this methodology. Here the complete project is divided into some of
the critical stages and points and hence there are no loose ends i.e. all the activities that have to be performed are completed from
starting to end leaving no loopholes (Hoda and Murugesan, 2016). The different strengths and weaknesses of this method can be
identified in following manner:
Strengths Weaknesses
 This technique helps in the achievement of the major
milestones and also includes components like PID,
budget etc.
 Managers are able to easily segregate the crucial and
important activities from the ones that are not very
 The softer skills are not included in this methodology
where the necessary tasks are included in the project
management. The overall documentation for the
technique is also comparatively higher.
 The overall implementation of the Prince2

critical and hence the overall aspects helps in the
avoidance of the wastage of resources as well.
Methodology is a very complex task and hence the
manager of the project must be an experienced person.
Agile Methodology: Agile methodology is a comparatively simpler technique that is usually implemented on the project that are
operating at a lower level. Here the segregation is into a variety of smaller activities that are closely interlined and hence the
achievement of the key objectives that have been developed is also comparatively much easier (Conforto and et.al., 2016). The critical
analysis of this methodology can be implemented in following manner:
Strengths Weaknesses
 In this method, the flexibility of the implementation of
such tasks is comparatively higher and hence the
changes in the market trends can also be included in
the report.
 The communication between the team member also
increases under this method.
 The roles and responsibilities are segregated and
hence it becomes difficult for members to coordinate
and communicate with each other.
 The manager should be experiences so that the overall
implementation of the methodology can be flexible
and enhanced.
Waterfall Methodology: This is the most traditional project management methodology that is comparatively redundant in the current
scenario. Here the segregation of the activities is in such manner that the next phase or step can be started only when the earlier phase
or step has been completed fully (Mullaly and Thomas, 2016). The different strengths and weaknesses that can be associated with this
system are:
Strengths Weaknesses
This methodology is very simple and easy to implement The method is very rigid and redundant to apply which makes

where the tasks do not overlap with each other. The overall
wastage can be avoided and resources can be saved.
it inflexible and hence changes in trends cannot be
incorporate easily in the overall implementation of the plan.
Overall collectively it can be said that the evaluation of the different project management methodologies points out that the best
strategy i.e. methodology that can be used currently in the present scenario of planning a sustainable trip to Uganda is the Agile
project management methodology. This is because the flexibility of the overall methodology will help in increasing the
communication as well as integration between the different components. Additionally, this technique is favourable for the smaller
scale projects and the current project is also implemented at a smaller level for QAHE university only. Therefore, Agile is the best
methodology that can be implemented.

REFERENCES
Books and journals
Anantatmula, V. S. and Rad, P. F., 2018. Role of organizational project management maturity
factors on project success. Engineering Management Journal. 30(3). pp.165-178.
Conforto, E.C and et.al., 2016. The agility construct on project management
theory. International Journal of Project Management. 34(4). pp.660-674.
Fernandes, G. and et.al., 2018. Project Management Practices for Collaborative University-
Industry R&D: A Hybrid Approach. Procedia computer science. 138. pp.805-814
Heldman, K., 2018. Project management jumpstart. John Wiley & Sons
Hoda, R. and Murugesan, L. K., 2016. Multi-level agile project management challenges: A self-
organizing team perspective. Journal of Systems and Software. 117. pp.245-257.
Kerzner, H., 2019. Using the project management maturity model: strategic planning for project
management. Wiley.
Lock, D., 2020. Project management.
Lyra, K. T. and et.al., 2018, September. An agile project management experience: points of view
of graduate students. In Proceedings of the XXXII Brazilian Symposium on Software
Engineering (pp. 240-249). ACM.
Mousaei, M. and Javdani, T., 2018. A new project risk management model based on scrum
framework and Prince2 methodology. International Journal of Advanced Computer
Science and Applications. 9.
Mullaly, M. and Thomas, J., 2016. The Value of Project Management: Rethinking Project
Management Maturity and Fit. In Gower Handbook of Project Management (pp. 79-
100). Routledge.
Pandi-Perumal, S.R. And et.al., 2015. Project stakeholder management in the clinical research
environment: how to do it right. Frontiers in psychiatry, 6. p.71.
Sanchez, O. P. and Terlizzi, M. A., 2017. Cost and time project management success factors for
information systems development projects. International Journal of Project
Management. 35(8). pp.1608-1626.
Sanghera, P., 2019. Monitoring Stakeholder Engagement and Communication. In PMP® in
Depth (pp. 519-533). Apress, Berkeley, CA.
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Silvius, A. G and et.al., 2017. Considering sustainability in project management decision
making; An investigation using Q-methodology. International Journal of Project
Management. 35(6). pp.1133-1150.
Online
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