Project Management: A14 Cambridge to Huntingdon Improvement Scheme

This report provides a comprehensive analysis of project management principles, using the A14 Cambridge to Huntingdon improvement scheme as a case study. It explores the role of projects in delivering organizational strategy, detailing the processes of initiating, planning, and managing projects. The report critically reviews project context, stakeholder management, and risk management, evaluating their effectiveness within the A14 project. It identifies factors contributing to effective project management and highlights areas for improvement. The analysis includes practical recommendations for future projects, emphasizing the importance of clear communication, thorough risk assessment, and stakeholder engagement. The report concludes by summarizing key learnings and their applicability to broader project management contexts.

Project Management in
Business

Contents
INTRODUCTION ..........................................................................................................................1
TASK 1 ...........................................................................................................................................1
Role of projects in delivering organisational strategy ................................................................1
Process of initiating, planning and managing projects ...............................................................2
TASK 2 ...........................................................................................................................................3
Critical review of topics and analysing their effectiveness ........................................................3
Project context ............................................................................................................................3
Stakeholder management ............................................................................................................4
Risk management ........................................................................................................................5
TASK 3 ...........................................................................................................................................9
Outlining which factors contributed for effective project management as well as discussion
about the absent aspects...............................................................................................................9
Making recommendations for executing similar projects in future ..........................................11
CONCLUSION .............................................................................................................................11
REFERENCES .............................................................................................................................12

INTRODUCTION
Project management can be understood as the practice which involves leading of a team
for achieving desired objectives within given constraints in a specified manner (Aanbari and
Kwak, 2018). Main purpose of project management is to plan as well as manage tasks for
complete it successfully while accomplishing listed goals as well as deliverables in an effective
manner. It encompasses of varied aspects such as identification and management of risks, smart
budgeting, develop clear communications across multiple teams as well as stakeholders in a
strategic manner. For gaining vast understanding about the techniques, tools and processes in
relation to project management, A14 Cambridge Huntingdon improvement scheme is taken into
consideration. This project comprises of major new bypass which upgrades 21 miles of A14.
This project report highlights an understanding about the role of project management in
successful formulation of organisational strategy. This project report also comprises of through
understanding of project context, stakeholder and risk management in an effective manner. It
also demonstrates knowledge about the factors which contributes effectively in project
management as well as provide recommendations for the future.
TASK 1
Role of projects in delivering organisational strategy
Project management plays a vital role in implementing corporate strategy in a systematic
as well as controlled manner. It essentially entails building of cross functional commitment as
well as plans for successful delivery of the project which are considered as important aspect for
realising organisational strategy in an effective manner (Bjorvatn and Wald, 2018). Project
influences both external as well as internal environment which impact the formulation of
corporate strategy. This also supports better alignment in regards with operations as well as
strategic objectives. It has been seen that project which aligned with organisational strategy are
likely to get success in a strategic manner. In regards with A14 project, this helped stakeholders
in aligning the organisational strategy in an effective manner. This project has helped them in
defining the strategies of UK government in an exponential manner.
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Process of initiating, planning and managing projects
Projects can be run and executed through many ways but they should be developed
through a proper structure in a systematic manner. It is imperative for project managers to
identify the scope of the project, determine budgets, convert plans into actions in an effective
manner. Phases of project management in relevance with A14 Cambridge to Huntingdon
improvement scheme are as follows:
Project initiation- It is considered as most critical phase in regards with project
management. Its main objective is to recognise the objectives and needs of project by doing
feasibility study as well as evaluation in a strategic manner (Delisle, 2019). For identifying
project goals and objectives, it is imperative for project managers to outline the purpose. In
regards with given project, purpose of this project has been evaluated for analysing its needs. It is
needful for reducing the risk of accidents, roadworks as well as breakdown. At the initial stage of
the project, government has analysed its need and specify budget for executing it in an effective
manner.
Project planning- At this phase, plans are laid out for starting the project in a strategic
manner (Galli, 2018). At this phase, estimation, scope, team responsibilities, milestones are
described in an effective manner. In regards with A14 Cambridge to Huntingdon improvement
scheme, at the planning level, highway agency of UK has proposed this scheme for easing down
the traffic congestion. UK department for Transport commissioned a through study for this
specified project. For executing this project effectivley, UK government has granted £1.5bn
(A14 Cambridge to Huntingdon Improvement Scheme. 2022).
Project execution – It is considered as longest phase in this process and involves team
collaboration, reviewing work as well as presenting it to stakeholders in an effective manner
(Yap and Chow, 2020). After taking permission from varied departments, A14 project started to
executed. In its execution period, it made 21 miles of bypass road which help UK government
officials in reducing congestion and accidents. Contractors involved in this project encompasses
of joint venture of Skansha, Balfour Beatty as well as Carillion.
Project monitoring and control- This phase is concerned with making sure that project smoothly
runs as per the plan in an effective manner (Kerzner, 2018). In context to A14 Cambridge
Huntingdon project, managers evaluated timelines, budgets, team performance in an effective
manner.
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Project closure- At this phase, project managers wrap up the project as it is the time for
delivering it to desired stakeholders. In regards with A14 Cambridge project, project is closed
and delivered to stakeholders in an effective manner.
TASK 2
Critical review of topics and analysing their effectiveness
Project context
The A14 Cambridge to Huntingdon improvement scheme is launched to make new
bypass between Swavesey and Brampton. It connects to the south of Huntingdon situated in
Cambridgeshire. The scheme also includes upgradation of A14 to 21 miles for connecting
communities and cutting the time of journey. The official work under scheme was started in
November 2016 and road was opened on 5th may 2020. Due to wider road between both
communities it can be easier for carriages to reach their destination within less time. This scheme
can also contributes in boosting economy and improving environment. Route between
Huntingdon and Cambridge consist of high transpose with long distance traffic which can be
manage through this bypass. The scheme also required to provides appropriate connection
between A1 and M11 motorways. The scheme made bypass that gives two lane carriageway
between Ellington and Brampton. This lane helps to remove huge traffic and rush from existing
A14 that connects Huntingdon to Swavesey.
The two-lane dual carriageway of 3.5 miles is widened under the scheme to three lane
carriageway that connects Brampton to Alconbury. The junctions of Swavesey and ways for
pedestrians had improved in such a manner to bring them suitable with new enhancement. Some
issue were resolved under this scheme like high traffic and lack of pedestrian tracks. The scheme
contains large budget of 1.5 billion pounds. The main motive of scheme is to enhance national
economic growth in the countries of United Kingdom. The trades and travels become easier
through this bypass as due to cutting of time and traffic. The highway authorities of England
contributes in funding the large budget of scheme. Previous road was not suitable as it was using
by approx 85000 vehicles per day which can leads in traffic jams that cause delay in reaching
destinations.
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Stakeholder management
It is defined as the procedure helps in identifying, monitoring and engaging interested
parties of project and scheme with the help of development (Kerzner, 2019). It is a crucial
element for success in delivering any project and programme. Stakeholder can be any individual,
firm, authorised body and other organisation. In context to A14 Cambridge to Huntingdon
improvement scheme, stakeholder management can be considered as significant step to analyse
the parties and strength of project. To manage stakeholders, project managers of A14 Cambridge
to Huntingdon improvement scheme uses stakeholder analysis model that is described below as:
Power
High  Management
 Team members
 Investors
 Government
Low  General Public  Sponsors
Low High
Interest
Stakeholders can have power and interest according to the preferences of project and
other community factors. In the given scheme it is divided under four categories mentioned
below as:
 High power, high interest: These are the most significant stakeholders for every project
that can have higher interest and higher power in the project (Kerzner, 2019). In A14
Cambridge to Huntingdon improvement scheme investors and government are described
as stakeholders with high power, high interest. In the above context investors includes
individual and bodies provides funds to scheme whereas government is referred to
Government of United Kingdom.
 High power, low interest: It includes the person considered as a stakeholder in any
project and having high power to control but low interest in the project (Koke and
Moehler, 2019). In the scheme of A14 the stakeholders included under this category are
management of the project and their team members. As they have not invested their funds
and their role is to manage the project so they can have high power under the scheme.
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 Low power, high interest: In the stakeholder analysis model few members also have low
power in the project but their interest is high till accomplishment of the programme. In
context to A14 Cambridge to Huntingdon improvement scheme sponsors are considered
to have lower power in the scheme. They does not have right to take part in decision
making and voting.
 Low power, low interest: These can be described as sleeping stakeholder that have low
power to control and manage the project as well as low interest in that (Mavi and
Standing, 2018). The scheme under project is described above have their stakeholder as
general public with lower power and interest in the specified project. It can be say that,
neither they spent their money into project, nor they take part in management.
Risk management
Risk management is related to the prioritization, identification and evaluation of risks
followed by economical and coordinated application of resources (McNamara and Sepasgozar,
2021). It helps to monitor, minimize and control the impact or probability of dynamic and
unfortunate events. Risk management process includes distinguishing, assessing an controlling
security, legal, financial and strategic risks to companies earnings and capital. There are three
type of risk management which includes regulatory, systematic and unsystematic risk. In the A14
Cambridge to Huntingdon improvement scheme, many risk have to faced by the people working
in this scheme. Some of the issues were higher traffic volumes between the construction area and
roads, lack of provision of point of safe crossing, funding is not provides by the highways
England because of smaller number of versus users and many more.
Risk
description
Impact Mitigating action Responsible person Severity
Lack of
communicat
ion
Medium  Write the
plan of
communicat
ion which
may
includes
audience,
Human resource
managers
Medium
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frequency
and goal of
each and
every
communicat
ion.
 Use of
appropriate
communicat
ion channel
for
audience.
Scope creep High  Properly
document
the scope of
project in a
project
charter or
initiation
document
and by
project
board it
should be
authorised.
 It should be
refer
throughout
the project
and changes
High Project managers
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can be
made by
keeping in
mind
alignment
of any
changes in
respect to
business.
Unresolved
project
conflicts
Medium  There
should be a
meeting of
project team
on the
regular
basis to
solve and
look over
the
conflicts.
 For the
potential
areas of
conflicts,
stakeholder
engagement
plan and
project plan
have to
reviewed.
High Human resource
department
7

Legal
actions
pauses
project or
delays
Medium  All the
rules,
regulations
and laws
have to be
followed by
all the
members
working or
the project.
 Make sure
before
starting the
project all
the
contracts is
signed and
stakeholder
managemen
t plan is
completed.
High Legal team
Need and
purpose of
project is
not defined
well.
High  The purpose
of the
project
should be
well defined
on PID and
project
charter.
 Complete
the case of
High Project managers
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business if
it is not
provided
already
before
starting the
project.
There were various risks while working on this project which have to faced by all the
members working in it like risk on project management process, legal risk, financial risk, safety
risk, environmental risk and many more (Pace, 2019). To mitigate these risks, management make
some plans in order to lower the risk as possible. Most common type of risk mitigation includes
local plans and regulations. With the help of better communication, analysation of risk,
implementing the response of risk as fast as possible and any more, risk can be mitigate properly.
Risk management aids the important participants of project which includes developer, clients,
supplier and consultant. To minimise negative impacts on performance of project and to meet
their commitments in context to time, cost and quality objectives. It helps the management in
lowering the operational cost and earn more profit. It aids them in solving the conflicts and
problems if any arises during the project in order to complete their work effectively and
efficiently to attain success and goal of the organisation.
TASK 3
Outlining which factors contributed for effective project management as well as discussion about
the absent aspects
Project management refers to the application if the skills, knowledge, methods, processes
as well as experience for the achievement of specific project objectives in accordance with the
acceptance of project criteria with the agreed parameters (Pan and Zhang, 2021). It is effective
for a business as it bring directs as well as leadership to the projects, a team cannot be completed
without project management in the business. Factors which are available for project management
are the identification of the requirements of the project. Where the company need to find out all
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the necessary item which are useful while developing the project. The project needs were already
identified by the managers of the company which results in effective execution of the strategies
made in the beginning. Then the other factor which was used by developers was project
management plan which states that every project should have a proper management plan before
starting it. So the managers have already made the management or strategic plan for the
employees in order to achieve the set goals and objectives with the given period of time. This
affects the people working in a positive way as it was useful for them as they were able to find
out the issues which can cause loss in their project. The project managers was lacking in
communication between each other, as they were not interactive in the beginning which causes
miscommunication as well. Lack of communication affect the organisation in negative way as
group goals are not able to achieve while working and people were not happy to work with each
other.
In regards with A14 Cambridge to Huntingdon improvement scheme, usage of project
management software affects the project developers in a positive way. Through this software
they were able to connect with the current trend going on in the marketplace. It helps them in
coping up all the issues which they were facing from last many years. And also, the people
working in the company gets motivated as new technology brings improvement in the project as
well as increase the morale of an individual to work hard for particular thing. The developers
benefits through the new technology or software brought as they have also identify the strategies
which are useful for them in the future and change the other which are not. The other factor
which was involved while making the project management was understanding the scope of the
project. This aids the project developers in understanding the project deeply with the positive and
negative points that can be occurred during the process of executing the planned strategies
(Raharjo and Purwandari, 2020). The scope of understanding the project makes them aware of
the points which are not useful for them while working on the project. The team have also faced
some risk while working like unresolved project conflicts where regular meetings need to take
place with the purpose of solving the issues. The managers use to keep the meetings of the team
twice a week which was not fruitful for the company as people were not bonded and they avoid
working in a group. Regular meetings and daily work is the key to a successful company as
working on regular basis gives positive outcomes and effective working style for an individual.
The A14 Cambridge to Huntingdon improvement scheme also focused on the factor of
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evaluation of the project and its closure in the end. The managers have evaluated the
performance of each and every individual while doing the project, as it is very important to look
at the executed strategies in order to identify if any issues are there or not.
Making recommendations for executing similar projects in future
Its has being recommended to project managers to establish their strategic
communication plan so that they can cope up with the risk which were involved while
implementing the project. They should make proper plan for communication between the team
members so that everyone can be involved while working (Soewin and Chinda, 2022). This will
help the project managers to come up with successful implementation of the project with
achievement of goals and objectives of the company. The issue of unresolved project conflicts
can be solved by organising regular meeting for the people working in the project. This will
benefit them in attaining the set objectives and targets of the project management in the end.
CONCLUSION
From the above report it is concluded that project management is very important for any
business while implementing it. It provide a way to move on through which the team members
get a clear vision of the work which need to done while making the project. The report also
includes the roles of the projects which delivers organisational strategies and the process of
planning, initiating and managing projects. It also highlights the reviews of the topics as well as
analysing its effectiveness. Stakeholder analysis is based on the power and interest rate and it
helps in identifying the parties of the project. Project management is closely related to
formulation of organisational strategy in a strategic manner. It is imperative for project managers
to identify the requirements of assigned tasks in an effective manner for successful operations.
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REFERENCES
Books and Journals:
Aanbari, F. T. and Kwak, Y. H., 2018, June. Impact on project management of allied disciplines.
Project Management Institute.
Bjorvatn, T. and Wald, A., 2018. Project complexity and team-level absorptive capacity as
drivers of project management performance. International Journal of Project
Management. 36(6) .pp.876-888.
Delisle, J., 2019. Uncovering temporal underpinnings of project management
standards. International Journal of Project Management. 37(8) .pp.968-978.
Galli, B.J., 2018. Can project management help improve lean six sigma?. IEEE Engineering
Management Review, 46(2) .pp.55-64.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley
& Sons.
Kerzner, H., 2019. Innovation project management: Methods, case studies, and tools for
managing innovation projects. John Wiley & Sons.
Kerzner, H., 2019. Using the project management maturity model: strategic planning for project
management. John Wiley & Sons.
Koke, B. and Moehler, R. C., 2019. Earned Green Value management for project management:
A systematic review. Journal of Cleaner Production, 230 .pp.180-197.
Mavi, R. K. and Standing, C., 2018. Critical success factors of sustainable project management
in construction: A fuzzy DEMATEL-ANP approach. Journal of cleaner production. 194
.pp.751-765.
McNamara, A. J. and Sepasgozar, S. M., 2021. Intelligent contract adoption in the construction
industry: Concept development. Automation in construction.122 .p.103452.
Pace, M., 2019. A correlational study on project management methodology and project
success. Journal of Engineering, Project, and Production Management, 9(2) .p.56.
Pan, Y. and Zhang, L., 2021. A BIM-data mining integrated digital twin framework for advanced
project management. Automation in Construction, 124 .p.103564.
Raharjo, T. and Purwandari, B., 2020, January. Agile project management challenges and
mapping solutions: a systematic literature review. In Proceedings of the 3rd
International Conference on Software Engineering and Information Management (.pp.
123-129).
Soewin, E. and Chinda, T., 2022. Development of a construction performance index in the
construction industry: system dynamics modelling approach. International Journal of
Construction Management. 22(10) .pp.1806-1817.
Yap, J. B. H. and Chow, I.N., 2020. Investigating the managerial ‘‘nuts and bolts’’for the
construction industry. Built Environment Project and Asset Management. 10(3) .pp.331-
348.
Online:
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