Comprehensive Project Management Report: Automation Futures PLC

This report provides a thorough project management consultancy review, focusing on the Automation Futures (AF) PLC case study. It addresses key aspects of project management, including project definition, planning, cost management, progress control, and earned value analysis. The report details the project's objectives, constraints, and risk assessment, alongside the use of tools like network diagrams and Gantt charts for project scheduling and tracking. It examines fixed costs, scope, and period considerations, as well as the risk register and the calculation of net profits. Furthermore, the report includes a reflective essay offering insights and conclusions based on the project analysis. The report is a comprehensive review of the challenges and difficulties encountered by the Module and the factors for full evaluation.

Fundamental of project
management

Abstract
This report provides a systematic and insightful project-management consultancy review
that discusses important facets and related problems in project management. In order to
support businesses achieve their strategically target in a timeline that is set, the whole
research concentrates on automation futures (AF) PLC case research. This research also
provides a comprehensive review of the challenges and difficulties encountered by the
Module and the factors for full evaluation.

Contents
Abstract............................................................................................................................................2
INTRODUCTION...........................................................................................................................4
PART A...........................................................................................................................................4
Project definition..........................................................................................................................4
Planning and Costs.....................................................................................................................10
Managing progress and spending...............................................................................................14
Earned Value Analysis and Acceleration...................................................................................21
PART B.........................................................................................................................................25
Reflective Essay.........................................................................................................................25
CONCLUSION..............................................................................................................................26
REFERENCES..............................................................................................................................27

INTRODUCTION
Project Management is a means of preparing, initiating, carrying out, and handling all the
activities required to be carried out during the execution of a plan (Samset, and Volden, 2016). In
this project, Automation Futures PLC has started a new initiative. This is a hardware and
software engineering consultancy company which works with TTF PLC on the construction of
an electricity conservation equipment. The system is under way including other business
provisions.
A strategic advisory framework with objective review for strategic is included in this project
report. In addition, project identification and risk, preparation and expense, success control and
spending, and importance evaluation and acceleration. Reflective analysis for the project has also
been prepared (Dawang, Othman and Chen, 2018).
PART A
Project definition
However, the operation of iron triangles is a review of strategic planning requirements. The
success of a project is closely related to the ability of a project to fulfill other conceivable
constraints (Khadartsev, 2018). The period, expense and efficiency of the TTF PLC system
implementation project are among the constraints throughout the project triangle in the design
process. A corrective action must be taken to carry out the mission according to the plans. For
example, the nature of the product limits the expense, time and availability of the product.
Cost, schedule and complexity are in the context of achieving the project's TTF PLC constraints.
Fixed costs- Fixed-cost plans offered on a workable timetable. For this situation, AF PLC has to
conduct a customer-based preference review (Guo and Jing, 2020). Practiced in tiny parts to be
delivered and tracked on time.
Fixed period- Within a set time, the function must be executed in the order of business value as
consumers choose to implement a commodity. The time is used to pass work conducted.

Fixed scope- Wherever work has to be undertaken, the time of output and cost have to be set
flexibly. This is the requirement for the work to yield improved results (Fleming and
Koppelman, 2016).
Fixed costs and scope- The date of introduction where fixed costs and different vendors are
needed is appropriate (Kato and Koshijima, 2016). In this case. The probability of unexpected
issues is growing.
Fixed cost and period- The functions defined in this case may be modified if the project is
supposed to have a set period and expense. Such undertakings are restricted in price and length.
Fixed period and scope- Where appropriate, a particular set of items will be made accessible
within a limited period (Obradović, Todorović and Bushuyev, 2018). The money paying for the
project is also not actually a restriction. A strategy must be established to reduce and track
unintended device costs. The plan will be established.
(b) Risk Register
Risk Management Register for XYZ Project
Risk Identification Assessment Response
Monitoring and
Control
Ref
eren
ce
Even
t Cause Effect
Pro
bab
ility
Im
pa
ct
P
x
L
St
ra
te
gy
Trigger Action
Resp
onsib
le
perso
n/s
Revi
ew
Freq
uenc
y
Status
date
and
general
notes
1 Finan
cing
shortf
all
Fund
limitati
ons-
Conflic
t
Postpo
ned
project
4 5 20 S
m
oo
the
Initiativ
e
supporte
rs fail to
guarante
conduct
another phase
of fundraising
and get the
approval of
Proje
ct
Mana
ger,
Exec
Mon
thly
23.11.1
6
Revised
List.
Externa

distribu
tion or
definiti
on
distribu
tion
n e a
sufficien
t sum of
money
until the
plan is
consider
ed
key
stakeholders
such as the
executive
donor
utive
Spon
sor
l means
of
financin
g found
2 probl
em of
budge
ting
lackin
g
Good
review
and
variabil
ity
scale.
Low
incom
e, or
can
result
in
damag
e.
5 6 30 Be
tte
r
pr
edi
cti
on
Inexperi
enced
predicti
on of
the
project
director
Effective
estimation and
degree of
variability.
Proje
ct
coord
inator
and
staff
mem
ber.
Mon
thly
27/11/1
6
3 Time
estim
ate
Not the
expecte
d and
awaited
project
collecti
on.
Slowd
own in
project
finishi
ng
phase.
6 4 24 An
aly
sis
The
manager
generate
s
inaccura
te
estimate
s for the
project
to be
done.
Each
procedure
must be
correctly
checked on
time.
Proje
ct
Direc
tor
If an
oper
ation
has
been
finis
hed
29/11/1
6
4 Unpr
edicta
There
are
Projec
t
5 5 25 Im
pa
The
manage
Take the
appropriate
Proje
ct
Whe
n
02/12/1

ble
incide
nts
circums
tances
which
are not
traditio
nally
planned
.
Divers
ion
ct
re
du
cti
on
ment of
the
project
fails to
predict.
steps to
minimize
detrimental
effect
coord
inator
and
repre
sentat
ives
of the
team.
need
ed
6
5 Vagu
e
requir
ement
s
If the
project
is
unclear
or
incomp
lete.
Job
efficie
ncy is
hampe
red
4 5 20 Pr
od
uci
ng
ex
cel
len
tly
-
sp
eci
fie
d
pr
oje
ct
Manage
ment
has
difficulti
es in
establish
ing clear
project
demand
s.
Such
circumstances
must be
reviewed at all
time.
Grou
p
contr
ol of
progr
ams
For
grow
ing
oper
ation
02/12/1
6
6 Misc
onduc
t
Time
failure
to
finish a
project
Break
down
of
project
5 4 20 Re
qu
ire
d
car
These
staff
member
s are not
focusing
Through
activity must
be performed
in compliance
with its
Proje
ct
team
leade
rs
With
ever
y
task
05/12/1
6

e
wi
ll
be
est
abl
ish
ed
on their
roles
directly.
timetable and
the objectives.
7 Tech
nical
dange
r.
Techno
logy
deficie
ncy
require
d.
Unfulf
illed
or
develo
ped
over
time
6 5 30 Te
sti
ng
tec
hn
ol
og
ica
l
fea
sib
ilit
y
Inaccura
te
applicati
on risk
evaluati
on is
created
by the
business
manage
ment
manager
Plan execution
in an effective
and viable
way.
Risk
plann
er
Mon
thly
07/12/1
6
8 Cost
reduc
tion
False
estimat
es of
expendi
tures.
High
expen
diture
and
need
for
additio
nal
4 4 16 Pr
oje
ct
qu
ali
ty
The
planner
does not
perform
identical
analyzes
Search for
sufficient
funding and
popular
budgeting.
Proje
ct
mana
geme
nt
Quar
terly
15/12/1
6

Mone
y.
9 Shift
contr
ol
Calcula
tion of
the
precise
timetab
le.
Large
range
of
variant
.
6 5 30 M
an
agi
ng
pr
og
res
s
Due to
incorrec
t
predicti
ons, the
manage
ment
team
does not
work as
planned.
Ensure the
forecasts are
timetable-
driven.
Grou
p
Lead
ers
Mon
thly
25/12/1
6
10 Com
muni
cation
Channe
l never
created
Differ
ences
in real
and
necess
ary
output
5 5 25 Go
od
co
nta
ct
sy
ste
m
Direct
contact
at each
activity
level is
not
feasible
by
impleme
ntation.
Taking the
appropriate
steps to
effectively
complete the
communicatio
n network
mana
gers
and
team
leade
rs
At
each
point
of
the
proje
ct.
25/12/1
6

Planning and Costs
(a) Network Diagram
A network diagram is a list of all the activities, activities and workflows involved in a project. It
often features as a diagram with a number of arrows and boxes (Locatelli, Mariani, Sainati and
Greco, 2017). The plan and working sequence for the project is mapped and its progress can be
tracked through each stage and completed including. Since it covers each single project action
and outcome, a network diagram also illustrates the project's scope. A network graph depicts all
AF PLC roles in executing the project assisted by TTF PLC. Roles and project managers may be
exchanged in various operations in the depiction process. Each chart includes a series of frames
in which activities are identified and mentioned using the series of markers for such activities.
The sequence of phases specifying the period required to complete the project is determined in
this network diagram.

(b) Gantt Chart
One of the most common and effective methods of displaying time-displayed actions (tasks or
events), typically found in the project management. A collection of tasks is on the left hand side
of the map and a time scale is ideal at the end (Van Duuren, Plantinga and Scholtens, 2016). The
location and length of a bar represents the start, period and end date of the operation each task is
defined by a bar.
Gantt diagram is a way to do the tasks for every idea. The period of time every process will take
to complete should be suggested in the setting of TTF PLC. For this, it will help to identify the
start date for or not complete the project, as on 8 July 2019 AF PLC must begin this development
program and on 6 July 2020. This is also the final production date for this process that comes
with a closing deadline of 25 September 2020. This makes it easier to determine whether the job

will be done during the time stated in the contract and that will provide an extra early success
bonus.