Project Management for HS2 Curzon Street London Project

This article discusses the project management for HS2 Curzon Street London Project, including the program's purpose, project's mission, participant assessment, shareholder evaluation, risk management, and more. It also provides insights into asset management, connection management, and directing and regulating the functioning of the project. The article is relevant for students studying project management, business management, and related courses.

Project management

Contents
Contents...........................................................................................................................................2
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
Description of the Program's Purpose..........................................................................................3
Description of the Project's Mission............................................................................................3
Participant assessment for the program.......................................................................................4
Shareholder enumeration.............................................................................................................4
Shareholder Evaluation................................................................................................................4
Shareholder’s table of communication........................................................................................5
Threats are assessed, and options for risk management are considered......................................6
HighRisk Classification Matrix...................................................................................................6
Directing and regulating the functioning.....................................................................................7
Connection Management.............................................................................................................7
Asset Management.......................................................................................................................8
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Plan management is described as "the management of data, capabilities, funds, and
processes to programme activities in order to meet intended outcomes." The research included a
capacity description, timetable, client assessment, and risk assessment, as well as an integrated
corporate strategy (Akhigbe, Newman and Whyte, 2017). The HS2 Curzon Street London
Project is among the initiatives of the HS2 Curzon Street London Project.
TASK
Description of the Program's Purpose
An enterprise is a relatively brief run and a joint effort which results in a one-of-a-kind
product, resource, or result. The conceptual layout encapsulates all facets of a programme, such
as work activities and predicted outcomes, as well as the system's goals, limitations, and
boundaries. The layout stage includes a wide range of a programme, such as work roles and
anticipated deliverables, as well as the system's priorities, constraints, and thresholds." The HS2
Curzon Street station in London Town Hall will be built in a year and a quarter (October 2021) at
a price of £1.2 billion by Curzon Street. The plan included the construction of seven high-speed
platforms and taxi elevators (Balteș and Minculete, 2016).
Goals-
 Actively engage with clients and communicate effectively.
 Collect and acquire the materials you'll need.
 Innovative products must be introduced to employees.
Deliverables-
 The HS2 Curzon Street terminus has indeed been completed, awaiting approval from the
Project Organization.
 Make minicab entrances and high-speed platforms available.
 Workers had received extensive training in the usage of contemporary technology.

Description of the Project's Mission
A Network diagram is a project control tool for effective management. To depict
processes, chronology intervals, crossing duties, and financial availability are employed. The
HS2 Integrating Project's Network diagram could be found here.
Participant assessment for the program
Stakeholders could be described as any organisation or individual who may be persuaded
and impacted by the accomplishment of the company's objectives. A project leader must be
conscious of environmental and interior impacts of essential stakeholders on the programme.

Participation of the wider populace in the programme will provide useful information during the
preliminary stages (Ehrlich and Guilbault, 2017).
Shareholder enumeration
It's critical to identify the consumers who will have a say in how the programme is
implemented. It claims that there are two types of programme participants: exterior and interior.
Individuals and organizations within a corporation, like developers and management, are
examples of internal consumers. External contributors are individuals who are not directly
participating in the programme but are engaged in its growth. Stakeholder participation in
Operation HS2 can be regarded as being either positive or negative.
Shareholder Evaluation
Shareholder involvement aids an organization in achieving its goals and providing intrinsic
worth. One approach to participation evaluation is to utilise a 'Authority Grid' to classify persons
based on their strong impact and objectives / impact on the organisation. Consumer engagement
control would've been crucial for HS2. Reduced and limited users must be monitored to ensure
that they do not have an impact on programme changes. According to their money and influence,
investors have already been split categories (Guironnet, Attuyer and Halbert, 2016).
Keep satisfied
Regional
companies
Manage closely
Project Sponsor (investor)
Local authority (Local
council)
Trade Unions
HS2 employees
Monitor Keep informed
Rivals Local Community
Vendors
Users
Low High
Interest
Power
Hig
h
Lo
w

Shareholder’s table of communication
Stakeholder
Managerial
response
Message
Communication
channel Schedule,
frequency
The sponsoring
(funding) of the
programme would also
have a significant impact
on the project's
effectiveness.
Keeping a watch
on the situation.
The project's funders
should like to know
how things are
progressing and what
the projected and real
lengths are (would have
been great if it was
completed quickly and
on budget) in the shape
of formalised alerts.
As a medium of
communication,
periodic meetings or
emails were employed.
Classes can be
informal, like checking
the webpage to see how
far matters have gone,
or they can be formal,
like conducting practise
workshops.
Project
Partners would
have been
approached on a
regular basis, most
likely weekly. They
want to know if the
project stays on
schedule or if it
will go over
budget.
Employees in the HS2
Development team will
have a lot of power and
influence. They can look
for alternate
employment as a
consequence of poor
working conditions and
mistreatment, causing
the growth to be
postponed.
Keeping a watch
on the situation.
Employees in the HS2
Programme will need
to be informed of their
job requirements. Due
to the project's shorter
duration, it would be
vital to keep track on
their development on a
routine basis. They
should achieve their
objectives and be
pushed to finish their
responsibilities.
Employees could be
questioned regarding
their output and
whether or not they are
meeting their objectives
during assessment
meetings. This might,
however, occur
unofficially, such as
random comments on
the jobsite. Writings
could also be used as a
medium of
communication (Park
Communication
might be made on a
constant schedule,
such as quarterly or
on a daily basis.
Employees will
need to be
informed of their
assigned tasks so
that they are aware
of what they must
be performing for
the programme.

ediu
m
ITY
Table 8
1.5.3.
w
and Lee, 2019).
Threats are assessed, and options for risk management are considered
Threat management is a set of activities aimed at ensuring the most possible profit from an
incident or attaining the best possible results. Concern managers are responsible for identifying
and analysing major threats, developing displacement strategies, and maintaining effective
monitoring and management.
HighRisk Classification Matrix
M PROBABIL
Lo
lassification Matrix
Directing and regulating the functioning
Project programming is the method of dividing precise procedures to assure efficiency at
work. Observing the workflow will ensure that processes are completely implemented, enabling
them to gain ownership of the situation. As per the findings of the latest research 'Contemporary
Knowledge and Technological Requirements in Implementation And enforcement,' 'phrase
analysis indicates the long-term direction of design process with the influence being presented in
mentor' extend courses in product development.' A framework was created prior to the start of
the HS2 initiative to provide organisation and standards for how the request would've been
C
R2L.o3Hwigh R1.2
R1.3
R1.1
R2.2
R1.4
R2.1

processed. A methodology has indeed been created to make sure that the project's productivity is
under supervision, such as the right matching of processes and capabilities to make sure that the
project is accomplished inside the stipulated time frame. When recognized dangers are identified,
this competency would be used to assess how they might be dealt with in the minimal intrusive
way possible.
Connection Management
Rather than depending on interactions and relationships, businesses utilise link
management to help and maintain consumer involvement. 'Client involvement has been
identified among some of the overwhelmingly dominant categories in the area of current
research findings on handling initiatives with the emphasis illustrating that it would be influential
towards the way of Construction Administration in the foreseeable future,' according to the
findings of the article captioned 'Modernist architecture Expert knowledge Precondition in
Presented Approach.' Since considerable knowledge on the need of maintaining great working
links with partnerships has been acquired, this competency should result in an enhanced of the
HS2 Programme. Building a relationship with the proposal's members, as depicted in the 'Key
stakeholder’s involvement diagram,' will help us to fully understand specific needs and how they
might respond to the effort. This skill set will help HS2 secure supplier discounts, sustain
interconnection, and ensure user engagement levels. Client involvement would've been helped by
greater consumer numbers and partnerships with local businesses (Rauch, Fink and Hatak,
2018).
Asset Management
It is a way for ensuring that resources are used more effectively, on time, and within budget,
by ensuring that domestically and abroad resources are used effectively, on time, and then within
budget. This might be implemented to the HS2 project because assigning funding to key
products prevents shortfalls and waste while also outlining how these can be utilised. Employing
a materials manager can help with success because it can help with manufacturing planning and
inputs material management. There would have been reduced waste and usage of resources,
leading in change initiatives. The price of the project would have been kept low due to resource
management and proper scheduling that would have allowed the usage of raw materials to be
monitored during the duration of the operations.

CONCLUSION
From the foregoing, it could be indicated that there are a multitude of aspects that could
benefit the corporation in order to boost its sales and profits, and that these variables must be
thoroughly examined and assessed in order for the corporation to stay ahead of its competing
companies in the industry for a relatively long duration of time.

REFERENCES
Books and journals
Akhigbe, A., Newman, M. and Whyte, A.M., 2017. Predictable sports sentiment and local
trading. Financial Management, 46(2), pp.433-453.
Balteș, N. and Minculete, G.D., 2016. Study on the financial performance of companies
operating in the pharmaceutical industry in Romania. Studia Universitatis Vasile Goldiș
Arad, Seria Științe Economice, 26(1), pp.58-68.
Ehrlich, M. and Guilbault, M., 2017. What colleges can do to enhance financial literacy of
students. Journal of Financial Education, 43(2), pp.262-272.
Guironnet, A., Attuyer, K. and Halbert, L., 2016. Building cities on financial assets: The
financialisation of property markets and its implications for city governments in the
Paris city-region. Urban Studies, 53(7), pp.1442-1464.
Park, S. and Lee, M., 2019. Success and Failure of Entrepreneurial Experience and New Venture
Performance: Moderating Effect of Firm Age. Asia-Pacific Journal of Business
Venturing and Entrepreneurship, 14(4), pp.51-62.
Rauch, A., Fink, M. and Hatak, I., 2018. Stress processes: An essential ingredient in the
entrepreneurial process. Academy of Management Perspectives, 32(3), pp.340-357.