Project Management Assessment 1

This report investigates the Salisbury House (SH) Project for understanding and analysing project management fundamentals. It includes core elements of project management including introduction of project, scope of project, assumptions of budget, constraints, organisational structure, control mechanisms, framework of reporting and planning of project with milestones.

Project Management
Assessment 1

Contents
Contents...........................................................................................................................................2
INTRODUCTION...........................................................................................................................1
MAIN BODY..................................................................................................................................1
Introduction of project.................................................................................................................1
Project Scope...............................................................................................................................1
Budget Assumptions....................................................................................................................2
Assumptions................................................................................................................................2
Constraints...................................................................................................................................3
Stakeholders and their involvement.............................................................................................5
Project Organisation Structure addition to Roles and Responsibilities.......................................6
Project control mechanisms.........................................................................................................7
Reporting framework...................................................................................................................7
Project planning with milestones.................................................................................................8
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Each project differs from routine activities and has feature of uniqueness against others.
Project management is art along with science of organising all types of elements of project
(Gomes, Oliveira and Chaves, 2018). It serves purpose of planning addition to managing
resources and tasks of a project with the hope of completing listed objectives together with
deliverables successfully. It has final deliverables which are mostly constrained to finite scale of
time and budget. Aim of the present report is to investigate a project for understanding and
analysing project management fundamentals. To gain knowledge about project management,
Salisbury House (SH) Project is taken into consideration. The project involves expansion of
building of The University of Wales Trinity Saint David London campus nearby to main
building.
The assessment includes core elements of project management including introduction of
project, scope of project, assumptions of budget, constraints, organisational structure, control
mechanisms, framework of reporting and planning of project with milestones.
MAIN BODY
Introduction of project
Campus of The University of Wales Trinity Saint David London has acquired new
building block that is Salisbury House which is the site located at new building which is as
Kennington business park. Goal of Salisbury House (SH) Project is to expand university for
creating additional facilities for ever growing number of administrative staff and students.
Objective of the project is to build the building block which includes ample facilities such as
classrooms, reception space, offices for lecturers, kitchenette, toilet and many more. For the
project, critical success factors are effective management support, constant communication with
stakeholder, managing scope effectively and optimising skilled resources.
Project Scope
Objective of Salisbury House (SH) Project is to build the building block at The University
of Wales Trinity Saint David London including key facilities for huge number of students and
teachers. Project scope of Salisbury House (SH) Project entails all required work for completing
deliverables and parameters that are explained below:
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Quality: The expected quality from Salisbury House (SH) Project includes set of guardrails
for project concerned with expectations of owner as well as shed lights on facilities for students
and teachers of the University.
Cost: The overall project of Salisbury House will cost around £105 per square metre
(m2) of basic brick as well as block cavity walling, such as labour, damp roof courses, wall ties
along with insulation.
Timeline: Salisbury House (SH) Project will take around 2 years and create around 500
jobs to develop a new building block of University of Wales Trinity Saint David (UWTSD)
London campus that is Salisbury House.
Benefits: The Salisbury House (SH) Project will benefit number of students and teachers
of University of Wales Trinity Saint David (UWTSD) London by developing new cultural
values, providing wide range of academic choices addition to student activities, wide variety of
courses, well stocked libraries and hence forth. The project is expected to offer ample facilities to
students and teachers of the university (Bolden, Gulati and Edwards, 2019).
Budget Assumptions
Project budget is termed to total estimated cost for the purpose of completing each involved
activities over each project phase. In Salisbury House (SH) Project, budget helps in setting
expenditure expectations as well as getting approval, ensuring that financial resources are
available at right time together with measuring performance. The budget allocated for Salisbury
House (SH) Project is around £ 15000.
Assumptions
What is known
In Salisbury House (SH) Project, team members will have access to all kinds of resources
which are significant for completing tasks and certain specialised equipment. Material costs of
the project will remain same during course of completing the project. Each kind of equipment
used in project will be working condition while project scope will remain static (Shivakumar,
Shivakumar and Ramachandran, 2018). The project will provide ample number of facilities to
professionals and students of the university. Huge number of stakeholders are happy or satisfied
with impacts on living standards of the project.
What is not known
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Despite of working on acquisition of new building block, UWSTD can arrange additional
facilities for students and teachers at its older building which can reduce huge number of costs.
In Salisbury House (SH) Project, management issues and technological obsoleteness can cause
project cost to spiral. With the project, the university can contribute in boosting economy of UK.
Constraints
Main purpose of Salisbury House (SH) Project is to expand activities of UWSTD to
another building due to growing population of students. The new building is established near
main building of the educational institution which will provide ample number of facilities to
students and teachers. There are various number of risks as well as other constraints which
impact the project (Costin and Et. Al., 2018). In Salisbury House (SH) Project, project managers
created robust risk register that is table including risks of project. For Salisbury House (SH)
Project, risk register is underneath:
Constraints
or risks
Impacts Likelihood Responsible
department
Mitigation action Status
Cost risk High High Finance  Strong planning
addition to projections
ahead of time.
 Having details about
processes and
documentation that
are available through
project management
offices (Kochovski
and Stankovski,
2018).
Open
Technological
risks
High Moderate Information
Technology
 Using data backups
which entails off-site
or remote storage.
 Securing passwords.
 Using anti-virus, anti-
spyware protection
Open
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together with
firewalls.
Health and
safety hazards
High Moderate Administration  Arranging and
providing personal
protection equipment
(Fairhead and Leach,
2020).
 Enforcing regular
breaks for workers
performing activities
uninterrupted 24-hour
at on-site.
 Carrying out
maintenance activities
continuously and
safely.
Open
Labor
shortages and
productivity
issues
Medium Low Human
Resource
Management
 Making improvisation
in recruitment and
selection process.
 Upgrading training
sessions and
development
programs.
 Encouraging as well
as offering
opportunities for
growth.
 Improving work
environment together
with offering superior
benefits.
Open
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Stakeholders and their involvement
In a project, stakeholders are delineated to people or organisation which actively involved
in practices and have interest that might be affected as an outcome of successful project
completion. In aspect to Salisbury House (SH) Project, parties and individuals which are part of
company are internal stakeholders, while, parties and people that are not part of venture but are
affected by practices are external stakeholders. For the purpose of identifying, prioritising
addition to managing stakeholders, stakeholder analysis is conducted in aspect to Salisbury
House (SH) Project which is below:
Power
High  Government.
 Local Authorities.
 Project investors.
 Management.
Low  Students.
 General Public
 Employees.
 Suppliers
Low High
Interest
High power with high interest: In Salisbury House (SH) Project, project investors and
management are stakeholders with high power and high interest fully engage in project along
with make greatest possible efforts to attain success.
High power with low interest: Within Salisbury House (SH) Project, government and
local authorities are stakeholders having high power and low interest. They put enough work for
tasks but becomes bored quickly with message (Atanda, 2019).
Low power with high interest: Employees and suppliers are stakeholders of Salisbury
House (SH) Project having low power and high interest. They are adequately informed about
project practices and help with details of project.
Low power with low interest: Students and General Public are stakeholders of Salisbury
House (SH) Project having low power and low interest in project tasks.
Project Organisation Structure addition to Roles and Responsibilities
In Salisbury House (SH) Project, organisational structure followed is hierarchical structure
that includes chain of command from senior management as well as executive to general
personnel. With this structure, authority is clearly defined and encourages specialisation
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(Beushausen, Torrent and Alexander, 2019). Roles and responsibilities of project board that are
involved in Salisbury House (SH) Project are underneath:
Figure 1 Hierarchal Structure of Salisbury House (SH) Project. 2022.
For Salisbury House (SH) Project, roles and responsibilities concerned with project board
are as follows:
Board of Directors: Mentioned below are roles and responsibilities of Board of Directors
of Salisbury House (SH) Project:
 Negotiate project funding.
 Evaluate success of project upon completion.
 Gain agreement among various stakeholders in case of differences in opinions.
 Establish policy based governance system.
 Undertake actions for resolving inter project boundary issues.
General Manager: Some of roles and responsibilities of general manager of Salisbury
House (SH) Project are underneath:
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 Overseeing day to day project operations.
 Developing along with managing budgets.
 Preparing reports as well as giving presentations (O'Dwyer and Gilmore, 2018).
 Recruiting, selecting, training, development, reward management, compensation and
performance management of workers.
Project control mechanisms
Project control are termed to processes to collect along with analyse information related to
project for keeping costs together with schedules in track. In aspect to Salisbury House (SH)
Project, project control mechanisms are as analysed:
Go/No-Go Control: With this, project managers take control project through taking form
of testing in order to ensure that certain preconditions are fulfilled prior a task is undertaken. For
example, in Salisbury House (SH) Project, plastering of building will start only after completion
of wiring and plumbing. So, when plastering of new building do not start off in time, it can cause
delays in preceding tasks. The controlling mechanisms is linked with actual plans addition to not
independently set on calendar.
Post-performance control: This type of controlling mechanism is used for controlling
project after completion of tasks (Martins and Silva, 2021). In Salisbury House (SH) Project,
Board of Directors and General Manager are involved to control the project. In this mechanisms,
key focus is not to alter tasks that has already happened, however, ensure that good along with
bad practices are recorded to assist in future project working. For instance, in construction of
building that is Salisbury House (SH), an analysis of delays exposes that it is complex to
coordinate the availability of masons and electricians, the knowledge helped in planning and
implementing the inauguration of new building.
Reporting framework
In project management, the element includes communication or transferring of essential
information with other people having interest and powers. Within Salisbury House (SH) Project,
communication is possible through top-down approach which is a communication approach to
exchange views, instructions, messages and information between top management together with
workforce at lower level management (Fenu and Pittarello, 2018). Furthermore, instructions
belonging to the project filter down from highest ranking officials to workers or staff through
managerial structure. Mediums of communication that are opted in the project includes written,
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verbal and non-verbal aspects. At same time, other communication mediums are face to face
interactions, online messaging platforms, e-mails and so on. The communication plan for
Salisbury House (SH) Project is as follows:
Description Frequency Channel Audience Owner
Virtual
project
group
meeting
Weakly Zoom All project team
members conduct
the meeting in order
to share views of all
regarding the same.
Program manager is
responsible for handling
the situation concerned
with this.
Milestone
along with
delivery
update
Weekly Asana Entire project team
have update for this
and is significant to
get update about
delivery update of
milestone.
Whole team of Salisbury
House (SH) Project.
Project
status
update
Daily Asana All internal
stakeholders
Require contacts and
exchange of information
with program manager.
Project planning with milestones
Project planning is delineated to collection of techniques for proposing, planning,
executing, managing along with evaluating project in combination with art of management. In a
project, planning is application of skills, tools, knowledge and techniques to wider practices for
meeting specified requirements. In Salisbury House (SH) Project, purpose of planning is to
establish key requirements, establish costs, schedule out practices, list deliverables along with
dates of delivery. It defined approaches that are required to be used in delivering intended scope
of project by team members. In association to Salisbury House (SH) Project, project planning is
as follows:
Initiation: It is first step of project planning that arises prior project is greenlit. In
Salisbury House (SH) Project, initiation involves putting collectively business case document
which explains requirement of project, that is followed by feasibility study with the hope of
determining viability in terms of cost along with projected benefits. The stage acts as sign of
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authorisation that provides approval to manager and team for accessing resources that are being
provided for completing project successfully.
Planning: In project planning stage, project scope is delineated through methodologies
and work breakdown structure in order to manage project as per devised decisions (McDonald
and Eisenhardt, 2020). In Salisbury House (SH) Project, project planning entails estimation of
cost, resources along with quality. With assumption of concept and feasibility determinations,
managers at project planning devise along with coordinate project budget through estimating
costs relevant to factors such as labour, material and hence forth. Moreover, key benchmarks are
planned by managers in order to fulfil tendering addition to preparatory works for deliverables in
an outstanding manner.
Designing processes and outputs: With approval of project, team members of Salisbury
House (SH) Project proceed with designing as well as items required to complete working. In
entails defining measurements, monitoring method, status reporting protocols, criteria of
evaluation, designing ultimate processes addition to outputs and schedules.
Implementation: Herein project designing team implement project with assistance of
additional personnel. Test implementation could be used for checking project design together
with outputs for determining whether they fulfil objective or not. With usage of planned
reporting methods, team of Salisbury House (SH) Project monitors project addition to report on
status to accurate involved parties or stakeholders at designated milestone. Furthermore, interim
outcomes could be communicated to interested parties and course actions are undertaken when
necessary.
Evaluation and Closure: In this, project team closes working when scheduled tasks or
activities have been completed successfully (Kochovski and Stankovski, 2018). In Salisbury
House (SH) Project, evaluations are performed for determining actual tasks or events scheduled
versus planned, costs versus budget, objectives met versus planned and effectiveness of team of
planning along with implementation. In this stage, project is officially closed out, participants are
recognised for great contributions and team disbands. In addition, resources are released,
contracts are signed off together with evaluation of successes and failures are carried out.
Project milestones are checkpoints which determine when tasks or group of events have
been completed or when new activity is launched (Bolden, Gulati and Edwards, 2019). These are
used as signals that posts start or end date, budget checks, external reviews and submission of
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major deliverables of project. Milestones of project planning based on Salisbury House (SH)
Project are as follows:
Date Milestone
21.01.21 Initiation
20.02.21 Planning
15.03.21 Designing processes and outputs
01.05.21 Implementation
15.06.21 Evaluation and Closure
CONCLUSION
From the mentioned information, it is concluded project initiation document ensures that
project sets off on the right foot. It bundles information that is acquired by starting of project
addition to initiate processes in controlled environment. It provides reference point across
completion of working to project team and end audiences. Project scope assist members to
emphasis on common objectives and provides smart roadmap that assist in scheduling work,
assigning tasks together with setting budget. Constraints are analysed through risk register which
assist project managers to track all the identified risks together with vital information about all.
Project organisational structure determines hierarchy together with authority of people that are
part of working.
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REFERENCES
Books and Journals:
Atanda, J. O., 2019. Developing a social sustainability assessment framework. Sustainable Cities
and Society. 44. pp.237-252.
Beushausen, H., Torrent, R. and Alexander, M.G., 2019. Performance-based approaches for
concrete durability: State of the art and future research needs. Cement and Concrete
Research. 119. pp.11-20.
Bolden, R., Gulati, A. and Edwards, G., 2019. Mobilizing change in public services: insights
from a systems leadership development intervention. International Journal of Public
Administration.
Costin, A. and Et. Al., 2018. Building Information Modeling (BIM) for transportation
infrastructure–Literature review, applications, challenges, and
recommendations. Automation in Construction. 94. pp.257-281.
Fairhead, J. and Leach, M., 2020. Webs of power and the construction of environmental policy
problems: forest loss in Guinea (pp. 35-57). Routledge.
Fenu, C. and Pittarello, F., 2018. Svevo tour: The design and the experimentation of an
augmented reality application for engaging visitors of a literary museum. International
Journal of Human-Computer Studies. 114. pp.20-35.
Gomes, F., Oliveira, M. and Chaves, M. S., 2018. An analysis of the relationship between
knowledge sharing and the project management process groups. Knowledge and
Process Management. 25(3). pp.168-179.
Kochovski, P. and Stankovski, V., 2018. Supporting smart construction with dependable edge
computing infrastructures and applications. Automation in Construction. 85. pp.182-
192.
Martins, L. and Silva, V., 2021. Development of a fragility and vulnerability model for global
seismic risk analyses. Bulletin of Earthquake Engineering. 19(15). pp.6719-6745.
McDonald, R. M. and Eisenhardt, K. M., 2020. Parallel play: Startups, nascent markets, and
effective business-model design. Administrative Science Quarterly. 65(2). pp.483-523.
O'Dwyer, M. and Gilmore, A., 2018. Value and alliance capability and the formation of strategic
alliances in SMEs: The impact of customer orientation and resource
optimisation. Journal of Business Research. 87. pp.58-68.
Shivakumar, S. K., Shivakumar and Ramachandran, 2018. Complete Guide to Digital Project
Management. Apress.
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