Project Management Transport for London Project Brief

This paper discusses how to get started, how to create a network diagram, how to analyses stakeholders, how to create a work schedule, and how to assess risk for Transport for London project.

BM522 Project
Management

Contents
INTRODUCTION...........................................................................................................................................3
TASK 1..........................................................................................................................................................3
Methodology...........................................................................................................................................3
TASK 2..........................................................................................................................................................4
Network Diagram....................................................................................................................................4
TASK 3..........................................................................................................................................................7
Stakeholder Analysis................................................................................................................................7
TASK 4..........................................................................................................................................................8
Work Break down structure....................................................................................................................8
TASK 5..........................................................................................................................................................9
Risk Analysis............................................................................................................................................9
TASK 6........................................................................................................................................................12
Quality Control......................................................................................................................................12
CONCLUSION.............................................................................................................................................13
REFERENCES..............................................................................................................................................14

INTRODUCTION
Project management is the practice of delivering and managing functions that must be
completed in order to run a firm. This is the application of certain skills, information, resources
and procedures for a variety of purposes in order to increase organizational productivity. Initial
project approaches include the use of software to improve corporate operations, construction
projects, and humanitarian efforts, among others (Müller, Drouin and Sankaran, 2020). It is
critical for any company to comprehend the venture by studying the environmental factors and to
make attempts to introduce anything fresh that will aid in the expansion of commercial
operations. Transport for London is the name of the plan, which includes creating some land
along Bollo Lane in Acton to produce over 800 new dwellings. TFL will be financed during an
event commemorating the G&S society's 50th anniversary. This paper discusses how to get
started, how to create a network diagram, how to analyses stakeholders, how to create a work
schedule, and how to assess risk.
TASK 1
Methodology
Various project approaches might be considered as extracts for the specified building
project. TFL has been charged with building 800 dwellings in Acton while also taking into
account the region's environmental targets. The methodologies provided assure that a venture
company's things are running smoothly, allowing the industry to concentrate on meeting societal
goals. The approaches listed below can be considered for the completion of the work (Kockum
and Dacre, 2021).
• Agile: The project approaches presented are designed to help the project business get the most
out of its construction projects by utilizing them efficiently. In the case of the supplied venture,
the project industry may benefit from the competence of the attempts being generated in the
project owner, as well as enabling management consultants to meet the project's intended goals,
by implementing agile methodology approaches (Dilly, Klochan and Bosslet, 2021).
• Waterfall: Using the provided approach, effective project task division is made possible.
Construction companies can use the supplied technique to build successful paths to the venture

company's targeted aims and priorities. This strategy allows for a more sensible assignment of
project tasks.
TASK 2
Network Diagram
It is a diagrammatic representation of the complete project that is made consists of a
sequence of linked boxes and arrows that show the interrelationships between the project's
operations. The following is a network diagram for Land along Bollo Lane:

The critical path is the longest series of actions that must be done in order to effectively
implement the work, stretching from the beginning to the end. The blue and orange colour
arrows in Figure 1 show actions in the event of Land along Bollo Lane. Furthermore, Figure 2
depicts the lowest time to accomplish the work, which is 1, 2, 4, 5, 9, 10, 21, and 22, with a
theoretical minimum period of 1 + 14 + 7 + 7 + 2 + 84 + 1 + 10 days, or 116 days.

TASK 3
Stakeholder Analysis
Stakeholders are individuals or groups who have a strong interest in a company and are affected
by its strategies or initiatives. The following is an assessment of internally and externally parties
with an involvement in and authority over London's transport system (McLellan and et.al, 2021).
Whenever creating or administering any programme or project, stakeholder analysis is a
technique for gathering and analyzing qualitative data on the interests and capabilities of all
relevant parties. Externally and internally stakeholders with marketing communications in
relation to Land along Bollo Lane include the following:
High power and high interest: Partners and sponsors interested in the Land along Bollo Lane
event or project have a lot of influence as well as a lot of excitement. The communication plan
that might be implemented in the project is to employ a variety of communications means to
keep participants updated (Khahro and et.al, 2020).
High power and low interest: Various agencies with high judgment ability but limited interest
in event activities include viewers and customers.
Low power and high interest: Attendees and administrators are both stakeholders in the event
who have limited capacity to define decisions but a strong desire to complete duties in a

methodical manner. Using humor to communicate with internal customers is a communication
method that may be used to have meaningful dialogues regarding project activities.
Low power and low interest: Town hall members are significant stakeholders with little
influence and little awareness in what is going on in Land along Bollo Lane (Alshehhi and
Kasim, 2020).
TASK 4
Work Break down structure
A work breakdown system (WBS) is a project management tool for performing a cross, variable
assignment. It's a method for breaking down large jobs into smaller portions so that they may be
completed more efficiently and quickly. A work breakdown structure's purpose is to make a
difficult task more manageable. Dividing it down into tiny pieces see other employees to work
on it at the same time, leading to improved teamwork and more efficient project administration.
Work breakdown structure may be represented as a product with a hierarchical concentration on
project breakdown (Sharma, 2020). The below is the work breakdown structure for Land along
Bollo Lane:

TASK 5
Risk Analysis
Risk analysis is a strategy for identifying and analyzing issues that might undermine an
achievement of project objectives (Titov, Birukov and Vichodtseva, 2020). The following is a
risk assessment for the TFL, which includes hazards and control methods:
Sr. No Risk Impact Management team Mitigation strategy
1. Shortage of funds High Finance manager Maintain some cash on
hand and borrow funds
from banks.
2. Resistance of
stakeholders
High Human resource
manager
All data is transmitted,
and rewards are used to

motivate them.
3. Technology failure High Information
technology
manager
Using data backups while
also securing machines
and passwords.
4. Last minute
cancellations
High Marketing manager Making a database of all
attendees, establishing
appropriate cancellation
rules, and filling spots to
reduce absences.
5. Reputational risk High Operational
manager
Checking social media,
fostering goodwill, and
keeping an eye out for
disasters are all important
tasks.
6. Supply chain High Operational
manager
Developing relationships
with numerous vendors
and obtaining resources
ahead of schedule.
7. Poor promotion of
event
High Marketing manager Using digital tactics to
promote an event.
8. Cash mismanagement Medium Finance manager Creating a financial plan
and providing sufficient
financial resources across
all departments
9. Unbeneficial
investment decisions
Medium Finance manager Using a pricing
improvement method and
evaluation

10. Incompetent talent Medium Human resource
manager
Using employment sites
to find motivated and
skilled people to
accomplish project
responsibilities.
11. Changes in legislation
for organizing event
Medium Project manager Developing strategic
adjustments that are both
smart and well-governed.
12. Lack of support from
government
Medium Project manager Communicating
development information
and ensuring that all
requirements are met.
13. Resistance from
communities
Medium Project manager Following corporate
social responsibility
guidelines and integrating
communities in the
project's implementation.
14. Unclarity about roles Low Project manager Creating a report that
includes details about
each team's tasks and
functions, and also
personnel involved in
development.
15. Injuries to personnel Low Human resource
manager
Every squad will be
given protective clothing
and the first kits.
16. Strategic risk Low Project manager Putting the profit margins
into action in order to

better manage plans.
17. Improper guidance
about tasks
Low Project manager Creating timetables, a
network diagram, and
determining the critical
route.
18. Insufficiency of
resources
Low Project manager Organizing resources,
such as technology,
equipment, and facilities,
ahead of time and in
quantity.
19. Unhygienic at
location
Low Project manager Creating a cleaning
regimen, stocking
hygiene products, hosting
hybrid activities, and
putting in place a waste
management plan are all
things that need to be
done.
20. Improper use of
resources
Low Project manager Offering continually
work to project team
members and supporting
the most maximum use of
existing capabilities.
TASK 6
Quality Control
Quality expectation - Expected level of initial planning and risk evaluation, such as remaining
under time and within budget for the event (Mas, Mesquida and Colomo-Palacio, 2020).

Acceptance criterion - In order to achieve quality expectations, certain requirements must be
observed. Action plans such as buildings and resources, for instance, must be outlined in order to
ensure maximum electricity usage.
Quality specification: Management standards are appropriate quality requirements like sufficient
speed and pattern, entertainment design standards, or consumer production standards.
Control measures - Managers must compare project outcomes to the policy to ensure that no
variations happen, and if variations do happen, quick administrative action is required to prevent
the project's preparedness from being jeopardized (Drăgan, Vasilache and Schin, 2020).
CONCLUSION
According to the data provided in the report, project management aids in the refinement of
goals and also the description of project goals. Groups can use a network diagram to illustrate
actions for completing a project inside a set time frame. Project management methodology refers
to the techniques for directing collaboration in order to achieve project needs and goals
deadlines.

REFERENCES
Books and Journal
Müller, R., Drouin, N. and Sankaran, S., 2020. Governance of organizational project
management and megaprojects using the viable project governance model. Handbook of
Systems Sciences, pp.1-27.
Dilly, C. K., Klochan, K. A. and Bosslet, G., 2021. Project management tools for healthcare
education. The Clinical Teacher. 18(2). pp.109-114.
McLellan, J. and et.al, 2021. Developing Innovative Integrated Business Solutions Using a
Scrum Project Management Methodology. Businesses. 1(2). pp.91-101.
Khahro, S. H. and et.al, 2020. Post Pandemic Project Management Key Skills and
Challenges. Talent Development & Excellence. 12.
Sharma, M. K., 2020. Monte Carlo Simulation Applications for Construction Project
Management. International Journal of Civil Engineering and Technology. 11(2).
Mas, A., Mesquida, A. L. and Colomo-Palacio, R., 2020. Enhancing the Student Perception on
Software Project Management in Computer Science. IEEE Transactions on
Education. 64(1). pp.1-11.
Drăgan, G. B., Vasilache, R. O. and Schin, G. C., 2020. Exploring eco-label industry actors’
perceptions on the capabilities of a forthcoming multiple project management software–
An fsQCA approach. Journal of Business Research. 115. pp.281-288.
Titov, S., Birukov, A. and Vichodtseva, E., 2020. Organizational Culture and Project
Management in India and Russia in the Context of Binational Projects. TEM
Journal. 9(2). p.601.
Alshehhi, A. and Kasim, R., 2020. A Relationship of Project Management Process Factors with
SMEs Performance. International Journal of Sustainable Construction Engineering and
Technology. 11(2). pp.212-218.
Kockum, F. and Dacre, N., 2021. Project Management Volume, Velocity, Variety: A Big Data
Dynamics Approach. Advanced Project Management. 21(1).
Lopres, R. D. O. A., El Massiou, F. and Bahli, B., 2021. The compelled circumstantial trust in
project management environment: validation of the scale model. The Journal of Modern
Project Management. 8(3).