Assignment Project Management Practice
Added on 2022-08-25
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Running head: PROJECT MANAGEMENT PRACTICE
Assessment 4: Project Management Practice
Student Name:
Student Number:
Assessment 4: Project Management Practice
Student Name:
Student Number:
PROJECT MANAGEMENT PRACTICE1
Table of Contents
1. Introduction............................................................................................................3
2. Literature Review...................................................................................................3
2.1 Project Schedule Management.......................................................................3
2.2 Project Quality Management...........................................................................6
2.3 Project Risk Management...............................................................................9
3. Case Study Review.............................................................................................12
3.1 Case Study 1.................................................................................................12
3.1.1 Introduction.............................................................................................12
3.1.2 Problem Description...............................................................................12
3.1.3 Research Methodology and Data Collection..........................................12
3.1.4 Analysis...................................................................................................13
3.1.5 Findings..................................................................................................13
3.1.6 Recommendations..................................................................................14
3.1.7 Conclusions............................................................................................14
3.2 Case Study 2.................................................................................................15
3.2.1 Introduction.............................................................................................15
3.2.2 Problem Description...............................................................................15
3.2.3 Research Methodology and Data Collection..........................................15
3.2.4 Analysis...................................................................................................16
3.2.5 Findings..................................................................................................16
3.2.6 Recommendations..................................................................................17
3.2.7 Conclusions............................................................................................17
3.3 Case Study 3.................................................................................................18
3.3.1 Introduction.............................................................................................18
3.3.2 Problem Description...............................................................................18
3.3.3 Research Methodology and Data Collection..........................................18
Table of Contents
1. Introduction............................................................................................................3
2. Literature Review...................................................................................................3
2.1 Project Schedule Management.......................................................................3
2.2 Project Quality Management...........................................................................6
2.3 Project Risk Management...............................................................................9
3. Case Study Review.............................................................................................12
3.1 Case Study 1.................................................................................................12
3.1.1 Introduction.............................................................................................12
3.1.2 Problem Description...............................................................................12
3.1.3 Research Methodology and Data Collection..........................................12
3.1.4 Analysis...................................................................................................13
3.1.5 Findings..................................................................................................13
3.1.6 Recommendations..................................................................................14
3.1.7 Conclusions............................................................................................14
3.2 Case Study 2.................................................................................................15
3.2.1 Introduction.............................................................................................15
3.2.2 Problem Description...............................................................................15
3.2.3 Research Methodology and Data Collection..........................................15
3.2.4 Analysis...................................................................................................16
3.2.5 Findings..................................................................................................16
3.2.6 Recommendations..................................................................................17
3.2.7 Conclusions............................................................................................17
3.3 Case Study 3.................................................................................................18
3.3.1 Introduction.............................................................................................18
3.3.2 Problem Description...............................................................................18
3.3.3 Research Methodology and Data Collection..........................................18
PROJECT MANAGEMENT PRACTICE2
3.3.4 Analysis...................................................................................................18
3.3.5 Findings..................................................................................................19
3.3.6 Recommendations..................................................................................20
3.3.7 Conclusions............................................................................................20
4. Results and Findings...........................................................................................20
5. Conclusions and Recommendations...................................................................32
5.1 Limitations.........................................................................................................33
References.................................................................................................................34
3.3.4 Analysis...................................................................................................18
3.3.5 Findings..................................................................................................19
3.3.6 Recommendations..................................................................................20
3.3.7 Conclusions............................................................................................20
4. Results and Findings...........................................................................................20
5. Conclusions and Recommendations...................................................................32
5.1 Limitations.........................................................................................................33
References.................................................................................................................34
PROJECT MANAGEMENT PRACTICE3
1. Introduction
The project management report is reflected on analysing the knowledge areas
in three of the case studies. The case studies are focused on lecture capture
upgrade project, Sydney Opera House and Severe Exploitation of Foreign Workers
in Australia. In this specific study, the selected knowledge areas in project
management are project schedule, project quality and project risk management. Lu
et al., (2018) stated that the project schedule management is a process to develop,
maintain and communicate the project time as well as required project resources.
The project schedule is contained timetable for the project required to end the project
work. Lou, Xu and Wang (2017) mentioned that the project quality is such a
knowledge areas concerned with quality of project plan. The goal of this
management is assessing and controlling the quality by means of project
management processes. According to Kliem and Ludin (2019), the risk management
is formal project document describes how to identity and manage project risks. In
order to manage risks, risk management actions are taken to mitigate risks to project
activities.
In this paper, the process knowledge processes have purpose to create new
knowledge for the individuals those are involved in construction project planning. The
captured knowledge is used for improving performance of project so that there is
achievement of project success. The knowledge which is created through using
three knowledge areas is prepared accessible for the future project planning by the
project management team members. Literature review is conducted based on
selected knowledge areas for better understanding of its benefits and opportunities
in the construction projects. Three of the selected case studies are also analysed
based on research methods, research problems and findings are discussed at the
final stage. Finally, recommendations are also provided to make improvement in
construction project for successfully manage it so that no problems as well as risks
are raised in future project.
1. Introduction
The project management report is reflected on analysing the knowledge areas
in three of the case studies. The case studies are focused on lecture capture
upgrade project, Sydney Opera House and Severe Exploitation of Foreign Workers
in Australia. In this specific study, the selected knowledge areas in project
management are project schedule, project quality and project risk management. Lu
et al., (2018) stated that the project schedule management is a process to develop,
maintain and communicate the project time as well as required project resources.
The project schedule is contained timetable for the project required to end the project
work. Lou, Xu and Wang (2017) mentioned that the project quality is such a
knowledge areas concerned with quality of project plan. The goal of this
management is assessing and controlling the quality by means of project
management processes. According to Kliem and Ludin (2019), the risk management
is formal project document describes how to identity and manage project risks. In
order to manage risks, risk management actions are taken to mitigate risks to project
activities.
In this paper, the process knowledge processes have purpose to create new
knowledge for the individuals those are involved in construction project planning. The
captured knowledge is used for improving performance of project so that there is
achievement of project success. The knowledge which is created through using
three knowledge areas is prepared accessible for the future project planning by the
project management team members. Literature review is conducted based on
selected knowledge areas for better understanding of its benefits and opportunities
in the construction projects. Three of the selected case studies are also analysed
based on research methods, research problems and findings are discussed at the
final stage. Finally, recommendations are also provided to make improvement in
construction project for successfully manage it so that no problems as well as risks
are raised in future project.
PROJECT MANAGEMENT PRACTICE4
2. Literature Review
2.1 Project Schedule Management
Scheduling is considered as integral part of the project management. In the
construction project planning, control of project scheduling is considered as vital part
of project process. According to Hu et al., (2016), delivering the project on time is
required in construction project so that there is avoiding of losses in the plan. The
project scheduling is a project milestone, activity and deliverable with a start and end
date. Kerzner (2017) illustrated that completion of project is focused on how the
project manager can schedule the project activities for timely completion. The project
manager is required to use project scheduling techniques in construction project to
align the project aspects such that work is finished on time. Apart from all this,
schedule management helps to allocate right person for project task and allocation of
available project resources. The project scheduling is including various methods and
techniques, and outline of each technique is listed below used by project manager
for better project planning.
Gantt chart: In order to create project schedule, Gantt chart is used to
present the project time in graphical format. Tommelein and Blampied (2018)
discussed that this chart is used to track project progress and provide project
reporting. It is used by project manager to determine average time required in project
completion. It is a bar chart represents the activities in sequence form.
Critical path method (CPM): Papke-Shields and Boyer-Wright (2017)
mentioned that CPM is used to monitor project scheduling. In relation to CPM, the
critical project tasks and its float time are shown, therefore there is easier to control
project scheduling. This method estimates maximum as well as minimum time
needed to finish the project plan. The project scope as well as list of project activities
are required for on time finishing of project.
Program Evaluation and Review Technique (PERT): Nicholas and Steyn
(2017) discussed that it is a method to schedule flow of project activities and
estimate time taken to finish the tasks. This scheduling technique will help to present
how one task is dependent on other task. In order to schedule construction project
by means of PERT, one can define the project activities, provide the predecessors
2. Literature Review
2.1 Project Schedule Management
Scheduling is considered as integral part of the project management. In the
construction project planning, control of project scheduling is considered as vital part
of project process. According to Hu et al., (2016), delivering the project on time is
required in construction project so that there is avoiding of losses in the plan. The
project scheduling is a project milestone, activity and deliverable with a start and end
date. Kerzner (2017) illustrated that completion of project is focused on how the
project manager can schedule the project activities for timely completion. The project
manager is required to use project scheduling techniques in construction project to
align the project aspects such that work is finished on time. Apart from all this,
schedule management helps to allocate right person for project task and allocation of
available project resources. The project scheduling is including various methods and
techniques, and outline of each technique is listed below used by project manager
for better project planning.
Gantt chart: In order to create project schedule, Gantt chart is used to
present the project time in graphical format. Tommelein and Blampied (2018)
discussed that this chart is used to track project progress and provide project
reporting. It is used by project manager to determine average time required in project
completion. It is a bar chart represents the activities in sequence form.
Critical path method (CPM): Papke-Shields and Boyer-Wright (2017)
mentioned that CPM is used to monitor project scheduling. In relation to CPM, the
critical project tasks and its float time are shown, therefore there is easier to control
project scheduling. This method estimates maximum as well as minimum time
needed to finish the project plan. The project scope as well as list of project activities
are required for on time finishing of project.
Program Evaluation and Review Technique (PERT): Nicholas and Steyn
(2017) discussed that it is a method to schedule flow of project activities and
estimate time taken to finish the tasks. This scheduling technique will help to present
how one task is dependent on other task. In order to schedule construction project
by means of PERT, one can define the project activities, provide the predecessors
PROJECT MANAGEMENT PRACTICE5
and define project milestones. There is measurement of total project time based on
level of confidence.
Duration Compression: This technique helps to cut short of project
schedule. It can able to make changes in project schedule without changes in project
scope, and in this case the project will be running late. Two of the methods are used
to calculate duration compression- fast tracking as well as crashing. Sanghera
(2019) determined that fast tracking is a way to use CPM. This technique finds way
to speed the pace at which the project is implemented by execution of project tasks
and overlapping of the project tasks. It helps the project manager to speed up pace
of construction project. Meredith, Mantel Jr and Shafer (2017) discussed that
crashing is a way to involve the project resources to complete the project work on
time. Project crashing is not possible without adding additional project resources. It is
a technique used by addition of extra time, while it will stay with planned deadline,
while raises the project cost.
The project scheduling techniques help the project manager in construction
project to allocate resources and end work on planned time. It helps to study past
and current performance of project team, track current project progress and identify
obstacles faced by the project team members. In the construction project planning,
the project schedule contains activities like implementation in addition to execution of
the project in determined time (Heagney, 2016). It helps the project manager to
prioritize the project activities involved in successful project completion. The project
planning is considered as key significant contributor towards the success of project
plan. Harrison and Lock (2017) mentioned that there is failure in the project planning
due to poor project planning. Time spend in the project activities will lead to lessen
the project risks and also increase in success of the project planning. Fleming and
Koppelman (2016) discussed that there is four levels of project success like project
efficiency, impact on customers, success of business and preparing for the future of
project plan. Following are benefits of schedule management in constructing a
project:
i. Scheduling assists in project tracking, project reporting as well as
making progress in business communication.
and define project milestones. There is measurement of total project time based on
level of confidence.
Duration Compression: This technique helps to cut short of project
schedule. It can able to make changes in project schedule without changes in project
scope, and in this case the project will be running late. Two of the methods are used
to calculate duration compression- fast tracking as well as crashing. Sanghera
(2019) determined that fast tracking is a way to use CPM. This technique finds way
to speed the pace at which the project is implemented by execution of project tasks
and overlapping of the project tasks. It helps the project manager to speed up pace
of construction project. Meredith, Mantel Jr and Shafer (2017) discussed that
crashing is a way to involve the project resources to complete the project work on
time. Project crashing is not possible without adding additional project resources. It is
a technique used by addition of extra time, while it will stay with planned deadline,
while raises the project cost.
The project scheduling techniques help the project manager in construction
project to allocate resources and end work on planned time. It helps to study past
and current performance of project team, track current project progress and identify
obstacles faced by the project team members. In the construction project planning,
the project schedule contains activities like implementation in addition to execution of
the project in determined time (Heagney, 2016). It helps the project manager to
prioritize the project activities involved in successful project completion. The project
planning is considered as key significant contributor towards the success of project
plan. Harrison and Lock (2017) mentioned that there is failure in the project planning
due to poor project planning. Time spend in the project activities will lead to lessen
the project risks and also increase in success of the project planning. Fleming and
Koppelman (2016) discussed that there is four levels of project success like project
efficiency, impact on customers, success of business and preparing for the future of
project plan. Following are benefits of schedule management in constructing a
project:
i. Scheduling assists in project tracking, project reporting as well as
making progress in business communication.
PROJECT MANAGEMENT PRACTICE6
ii. It ensures that each of the project tasks are on track and
dependencies and deadlines are perfect.
iii. There is highlighting of project related issues as well as concerns like
project delays, lack of project resources, cost overrun and failure of
construction equipment (Kerzner, 2019).
iv. It helps in identification of task relationships.
v. Schedule tracks the project milestones and key project deliverables
required to finish work on planned timeframe.
vi. It can used in project monitoring as well as controlling of project
schedule and identifying challenges raised (Heldman, 2018).
For considering uncertainties in the project planning, Bi et al., (2017)
presented project management procedure to assign priority to ranking of the project
activities. There is also determination of highest completion delays at each project
stage and determine probability of completion on scheduled timeframe. Hu et al.,
(2016) mentioned that calculation of non-critical path as well as float of project
activities using PERT lead to project uncertainties and network implementation.
From this PM knowledge area, it is known that CPM, PERT, Gantt chart are the
project scheduling techniques, while those techniques are not able to limit project
uncertainties to estimate schedule. In order to meet with project management
practices, in-depth study is conducted to combine theories along with concepts.
2.2 Project Quality Management
According to Lou, Xu and Wang (2017), project quality management is a
process to make sure that the project activities required to design and implement the
project plan are of better quality. It is an independent project process occurred at end
of project activity to measure level of quality of project output. Pheng (2018)
mentioned that quality management is continuous procedure starts and finishes with
project planning. It is such a process started from project initiation stage and final
step in project closure stage. According to Javed and Liu (2017), Quality
management is focused to make improvement over satisfaction of the project
stakeholders throughout continuous improvement in project processes. It is being
achieved by continuous improvement over quality of materials as well as services
providing to beneficiaries. The main purpose of management of quality is done by
ii. It ensures that each of the project tasks are on track and
dependencies and deadlines are perfect.
iii. There is highlighting of project related issues as well as concerns like
project delays, lack of project resources, cost overrun and failure of
construction equipment (Kerzner, 2019).
iv. It helps in identification of task relationships.
v. Schedule tracks the project milestones and key project deliverables
required to finish work on planned timeframe.
vi. It can used in project monitoring as well as controlling of project
schedule and identifying challenges raised (Heldman, 2018).
For considering uncertainties in the project planning, Bi et al., (2017)
presented project management procedure to assign priority to ranking of the project
activities. There is also determination of highest completion delays at each project
stage and determine probability of completion on scheduled timeframe. Hu et al.,
(2016) mentioned that calculation of non-critical path as well as float of project
activities using PERT lead to project uncertainties and network implementation.
From this PM knowledge area, it is known that CPM, PERT, Gantt chart are the
project scheduling techniques, while those techniques are not able to limit project
uncertainties to estimate schedule. In order to meet with project management
practices, in-depth study is conducted to combine theories along with concepts.
2.2 Project Quality Management
According to Lou, Xu and Wang (2017), project quality management is a
process to make sure that the project activities required to design and implement the
project plan are of better quality. It is an independent project process occurred at end
of project activity to measure level of quality of project output. Pheng (2018)
mentioned that quality management is continuous procedure starts and finishes with
project planning. It is such a process started from project initiation stage and final
step in project closure stage. According to Javed and Liu (2017), Quality
management is focused to make improvement over satisfaction of the project
stakeholders throughout continuous improvement in project processes. It is being
achieved by continuous improvement over quality of materials as well as services
providing to beneficiaries. The main purpose of management of quality is done by
PROJECT MANAGEMENT PRACTICE7
ensuring that the project will meet with stakeholder’s needs and demands. The
project team should develop a strong relations with the key stakeholders for better
understanding of quality. Rumane (2017) argued that one of the cause of poor
quality is focused on written project requirements and ignored stakeholder’s
expectations for planning. Quality is being reviewed with project scope, timetable as
well as financial planning. When the project client is not satisfied with project
outcome, then the project team is required to make changes in scope, agenda
besides economical values.
Basu (2017) discussed that all product and services are having characteristics
which can facilitate identification of project quality. Characteristics of those materials
and services are part of how equipment and services should meet with client’s
expectations. According to Wright and Lawlor-Wright (2018), quality characteristics is
related to measures as well as procedures attached to product and services.
Functionality: It is a degree through which the equipment performs intended
functions, and it is mainly required for construction equipment to measure if
operation is behaved as it is expected or not.
Performance: Fuller et al., (2017) mentioned that it determines how well a
product and service can perform beneficiaries intended usage. The building system
is designed to support construction work and required maintenance for reducing cost
of community as well as increase in sustainability.
Timeliness: Lou, Xu and Wang (2017) mentioned that this characteristics
determines how the product and service can meet with actual requirements of
beneficiaries. It is applicable to intended usage of application and usage.
Reliability: It is ability of service besides product to achieve as intended
below control circumstances without undesirable failures. There is trust of
beneficiaries on quality of testing performed for construction equipment.
Consistency: There is delivering of services at same way for each of the
project beneficiaries (Fuller et al., 2017).
Relevance: It is the characteristics to determine how product and service can
meet with preferable needs of the beneficiaries. It is applicable to intended usage for
the construction project.
ensuring that the project will meet with stakeholder’s needs and demands. The
project team should develop a strong relations with the key stakeholders for better
understanding of quality. Rumane (2017) argued that one of the cause of poor
quality is focused on written project requirements and ignored stakeholder’s
expectations for planning. Quality is being reviewed with project scope, timetable as
well as financial planning. When the project client is not satisfied with project
outcome, then the project team is required to make changes in scope, agenda
besides economical values.
Basu (2017) discussed that all product and services are having characteristics
which can facilitate identification of project quality. Characteristics of those materials
and services are part of how equipment and services should meet with client’s
expectations. According to Wright and Lawlor-Wright (2018), quality characteristics is
related to measures as well as procedures attached to product and services.
Functionality: It is a degree through which the equipment performs intended
functions, and it is mainly required for construction equipment to measure if
operation is behaved as it is expected or not.
Performance: Fuller et al., (2017) mentioned that it determines how well a
product and service can perform beneficiaries intended usage. The building system
is designed to support construction work and required maintenance for reducing cost
of community as well as increase in sustainability.
Timeliness: Lou, Xu and Wang (2017) mentioned that this characteristics
determines how the product and service can meet with actual requirements of
beneficiaries. It is applicable to intended usage of application and usage.
Reliability: It is ability of service besides product to achieve as intended
below control circumstances without undesirable failures. There is trust of
beneficiaries on quality of testing performed for construction equipment.
Consistency: There is delivering of services at same way for each of the
project beneficiaries (Fuller et al., 2017).
Relevance: It is the characteristics to determine how product and service can
meet with preferable needs of the beneficiaries. It is applicable to intended usage for
the construction project.
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