Project Management: Management report for Welsh Government

Running head: PROJECT MANAGEMENT
Project Management: Management report for Welsh Government
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1PROJECT MANAGEMENT
Introduction
This report reflects the roles, benefits, both positive and negative impact of using
professional project management prcatices to ensure the success of the projects. The project
managers and project team members are responsible to take necessary actions following which
they will be able to reach the project objectives and goals. The aim of Welsh Government is to
deliver flawless and error free projects to their clients. Welsh Government is focused to deliver
much effective and efficient project management techniques and tools to deliver well structured
projects to their consumers. Due to the presence of certain challenges in terms of uncertainty,
volatility, ambiguity, complexity of Brexit and potential governance devolution, legal systems,
improper administrative policy and procedures Welsh Government is keeping all their focus into
managing these risks.
Throughout the project lifecycle period a timely review must be conducted by the project
team members and associate stakeholders to ensure whether the project is governing towards the
positive direction or not (Boud, Cohen and Sampson 2014). If the review outcome shows
negative vibes then the ways through which needful changes can be incorporated are also
demonstrated in the Welsh Government report. Though, during the project planning and
implementation phase there are huge chances of intra team conflict occurrences. It is the
responsibility of the project manager to make sure that no such internal conflict is occurring that
may interrupt the expected project outcome. The process of conflict resolution are also
mentioned and discussed in this report.

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1. Scope Management
1.1 In-Scope
The report discusses the details of project management prcatices those are strictly needed
to be followed by the project managers to accomplish a project without any sort of functional and
operational errors. It is the responsibility of the project manager and project team members to
develop a project considering the demand and expectation of their clients. The processes through
which the time, cost and quality of a project can be maintained are the scope of this report. Apart
from this, the processes that to be followed by the project manager while managing the
procurement, stakeholders, resources, communication, conflicts and risks of the project are also
scope of this project. The processes rather strategies are suggested to the senior management
group of Welsh Government to make sure that these rules are immediately become part of the
published project rules and regulations. It will create a boundary line for all the project managers
and force them to follow the governmental guidelines while managing any project.
1.2 Out-Scope
The above mentioned elements and knowledge areas are in-scope for the project but
some sectors that are not scope of this discussion includes ranges of the current proposed
programs and projects, the details ambiguity adjacent and possible Welsh Government
devolution, the policy and regulations undertaken from European Union are outscope of the
project report.

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2. Time management
Project time management is referred to as one of the most crucial elements from the
project knowledge areas. In order to manage project time some processes should be followed by
the project team members during planning and implementing any project and these are as
follows:
Project schedule management: In this phase the project manager requires to establish all
the needful policies, procedures as well as documents needed to manage the project time
schedule. However, the project manager including team members should follow this rules and
policies till the end and execution of the projects (Sharon and Dori 2017). The Welsh
Government should incorporate these project time management processes in their policy. With
proper input to the time management program a schedule for any project can be designed with a
set of activity breakdown and time allotment. However, the specification for time changed for
different project because if their complexity variation.
Defining activities: In order to avoid over allocation of time any large project requires to
be subdivided into smaller activities (Burke 2013). For each of the activity separate timeframe is
allowed and as soon as the time is allowed it become the responsibility of the assigned resources
to complete that activity within that timeframe.
Sequence activities: In this phase the list of the activities must be put in a sequential
order to avoid planning and execution interruptions. Before putting them all on a queue the
relationship between among the activities must be analyzed and understand well by each of the
tram members (Silvius and Schipper 2014). Using Project management software (Zoho, MS
project etc) the dependency among the activities must be pointed out.

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Resource allocation and estimating duration: As soon as the resources are assigned to
the activities proper resources are needed also important to be assigned to them. After analyzing
the activity complexity and usefulness resources should be assigned to each of them (Ahern,
Leavy and Byrne 2014). Then the approximate time that may be needed to complete a particular
activity is assigned by the project manager.
Develop and control schedule: With the changing time the projects should be monitored
and tracked and accordingly the schedule should also be updated.
3. Cost management
The primary concern of the project cost management is to measure the individual cost of
all the assigned resources required to successfully complete any project. After the determination
of the project budget the cost starts keep on monitoring and measuring (Wautelet, and Kolp
2016). However, even though changes are incorporated the project manager should focus that
the total budget of the project is static. There are four different processes must be published by
Welsh Government that is to be followed while developing and implementing any project:
Cost management plan: In this process the project manager must take advice from the
finance manager to plan total cost for project. In this phase the ways through which budget can
be determined, cost can be estimated, all types of expenses can be managed throughout project
development period are measured (Burke 2013). The important activities those are widely
followed throughout this phase include life cycle costing, value engineering etc.
Estimate time: After analyzing the project scope statements and activity details for each
and every activity cost for required materials, tools, techniques and equipments are estimated in

5PROJECT MANAGEMENT
this phase. The complete project budget is calculated based on these unit estimations. However,
in case of project management two different types of cost definitions are found in terms of fixed
or planned cost and actual cost (Todorovic et al. 2015). The planned cost may not be every time
equal to the actual cost.
Determine process of budget: This is the third process of project cost management. In
this phase, the separate estimated costs are all combined together to determine the actual budget
of the project (Fernandez-Cavia et al. 2014). After completion of the activity costs there will be
contingency reserves for top of these estimations. These are mainly reserved to deal with
uncertainty and risks.
Control the cost process: During the project progress period if any changes are also
incorporated then also the project manager and finance manager should make sure that the
overall budget is not exceeding. In other words using ROI, EVM, Breakvven calculation the
project cost should always be controlled and monitored (Boud, Cohenand Sampson 2014).
4. Communication Management
Communication is the other useful knowledge area that must be focused and considered
by the project manager while delivering a project. The processes that required to be followed
while managing any project include the below:
Communication management plan: In this process an accurate approach of
communication must be chosen by the project manager after analyzing the type and features of
the project. Based on the information shared by project stakeholders this communication plan
should be prepared and maintained (Ghosal, et al. 2015). With proper sharing of information the