Project Report: Environmental Policy Development and Supplier Review

This project report details the development and implementation of an environmental policy within a medium-scale IT firm, focusing on sustainable practices and supplier responsibility. The project scope includes reviewing suppliers' carbon footprints, environmental policies, and corporate responsibilities. The report covers project planning, including schedule management, stakeholder analysis (identifying key stakeholders such as project sponsors, suppliers, and environmental agencies), and the use of a power-interest matrix. Deliverables include a project initiation document, project plan, environmental policy, review reports, performance reports, and a closure report. The project faces constraints related to adherence to the organization's environmental policy, legal and ethical norms, and budget and schedule limitations. The report also discusses project schedule management, including work breakdown structure and bottom-up estimation techniques. Furthermore, it highlights the importance of stakeholder analysis and the competencies required for effective project management, including change in behavior and personal development needs. The report concludes with references to support the findings.

Project Report
Table of Contents
Part 1 – Project report................................................................................................................2
Introduction................................................................................................................................2
Project Scope, Deliverables, and Constraints............................................................................2
Stakeholder Management...........................................................................................................3
Importance of Stakeholder Analysis......................................................................................3
Stakeholder Analysis..............................................................................................................4
Stakeholder Matrix.............................................................................................................4
Power-Interest Matrix.........................................................................................................5
Project Schedule Management...................................................................................................5
Monitoring of Project Performance...........................................................................................6
Justification of Techniques.....................................................................................................7
Conclusion..................................................................................................................................7
Part 2 - Project development – Post project approval................................................................8
Part 3 – Competencies of project manager..............................................................................13
Key competencies of a project manager...............................................................................13
Key challenges with project management practices.............................................................13
Change in behaviour / approaches to project management......................................................14
Personal development Need.....................................................................................................14
Conclusion................................................................................................................................15
References................................................................................................................................16
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Part 1 – Project report
Introduction
The organization is a medium-scale IT firm that develops the web services and applications
for its customers. These applications that are developed by the organizations are done for
numerous industries, such as finance, healthcare, e-commerce, marketing, etc. There are a
number of business processes that are outsourced by the organization. Also, there are a
number of tools and equipment that the organization receives from its suppliers. There is a
significant supplier group that is associated with the organization and it is responsible for the
delivery of the tools, materials, and processes.
It is the responsibility of every organization in the present times to act responsibly and make
sure that the environmental impacts of the business processes and functions is reduced. The
organization has also decided to re-develop its environmental policy. It is necessary that the
supplier groups that are associated with the organization also act responsibly. It will be
essential to carry out the reviews for the carbon footprints of the tools and equipment that are
supplied by the suppliers. Also, it will be necessary to determine the environmental policies
followed by the suppliers along with the sustainable and corporate responsibilities displayed
by them.
Project Scope, Deliverables, and Constraints
There will be a number of processes that will be covered under the scope of the project. The
details of these activities and processes are listed below.
 The planning of the project will be done in terms of the schedule of the reviews that
will be conducted for each of the suppliers, overall budget determination for the
project, planning on the risks, quality, and communication aspects, stakeholder
management & planning, and resource planning.
 The project scope will continue the communication of the re-developed
environmental policy to the suppliers and the internal and external stakeholders
associated with the organization (Wearne, 2014).
 The scope of the project will also include the conduction of the reviews for each of
the suppliers associated with the organization. It will include:
o Review of the carbon footprints of the tools and equipment delivered by the
suppliers
o Review of the environmental policies and terms that are included by the
suppliers
o Review of the sustainability responsibility showcased by the supplier
o Review of the corporate responsibility showcased by the supplier
 The control and monitoring processes will be included to make sure that the intended
project goals are achieved (Rose, 2013).
 The performance measurement and the planned closure will come in the scope.
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The following will be the deliverables that will be submitted by the members of the project
team.
 Project Initiation Document: The document will include a brief rationale of executing
the project and will also cover the major project highlights. The business justification,
names of the resources, and the details of the approach to be followed will be covered.
 Project Plan: The document will include the information on the detailed project
approach along with the activities that will be carried out. The information on the
schedule of the reviews that will be conducted for each of the suppliers, overall
budget determination for the project, planning on the risks, quality, and
communication aspects, stakeholder management & planning, and resource planning
(Laslo, 2016).
 Environment Policy: The manager will receive this policy from the senior leaders and
it will be submitted as a project deliverable as it will be the base on which the rest of
the project activities will be conducted.
 Review Reports: There will be multiple reviews that will be conducted for the
suppliers and the details of these reports will be submitted by the manager and the rest
of the project team members.
 Performance Report: The project evaluation and performance tracking will be done so
that the stakeholders have an understanding of the project progress and outcomes.
 Closure Report: It will be a detailed account of all the activities done in the project
along with the information on the project performance and future improvements.
The following are the constraints that will be applicable on the project.
 The project team members will be required to adhere with the norms stated in the
environment policy of the organization and the reviews will be based on the standards
set in the policy only.
 The legal and ethical norms and regulations will be necessary to maintain during all
the reviews and the project activities.
 The project schedule and budget will be the other constraints as the overrun will not
be tolerated.
Stakeholder Management
Importance of Stakeholder Analysis
Stakeholder analysis is one of the significant activities in all the projects. Stakeholders are the
entities that have certain interest or stake in the project. The perspective of these stakeholders
may be different from one another. It is also possible that the stakeholders have varied levels
of interests, influence, and contribution levels throughout the lifecycle of the project. The
stakeholder types also vary. For example, some of the stakeholders may be internal to the
project while there may be some that may be external. The analysis of the stakeholders
provides clarity on all of these aspects so that the stakeholder expectations can be properly
understood. This results in the ability to handle the project processes and also assists in the
maintenance of the stakeholder engagement levels (Balser and McClusky, 2015).
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Without adequate stakeholder analysis, the perspective and expectations of the stakeholders
may not be understood. This may lead to the issues in the handling of the stakeholder
interests and may also result in the project issues and conflicts. Therefore, in order to have
better chances of project success, it is necessary that the stakeholders are included and are
correctly analysed.
Stakeholder Analysis
There are several stakeholders that will be associated with this project as well. The
stakeholder details are listed below:
 Project Sponsor: The project sponsor is the organization itself and the stakeholders in
this group comprise of the CEO, board of directors, and the senior authorities in the
organization.
 Suppliers: The review processes will be conducted for the suppliers and the outcomes
will have an impact on the supplier association.
 Customers: The organization serves a number of customers that may be individual
customers or the business firms. The redeveloped environment policy and the results
of the review processes will impact the customer groups.
 Environmental Agencies: The monitoring of the carbon footprint and the
environmental policies followed by the organization will be done by the authorizing
bodies.
 Project Team: The project team will also have stake in the project as the conduction
of the reviews and information on the changes will be provided by these members.
 Government Agencies: The Government sets out the specific rules and conditions on
the environmental impact caused by the business organizations. The changes in these
will have an impact on the project (Missonier and Loufrani-Fedida, 2014).
Stakeholder Matrix
The following matrix provides the information on the stakeholder involvement, interest, and
contribution in the project.
Stakeholder Level of
Interest
Level of
Influence
Level of
Contribution
Type
Project Sponsor High High Moderate Internal
Supplier Moderate Moderate High External
Customers Moderate High Low External
Environmental
Agencies
High High Moderate External
Project Team High Moderate High Internal
Government
Agencies
Moderate High Low External
Table 1: Stakeholder matrix (Ponnappa, 2014)
Power-Interest Matrix
In order to understand the stakeholder involvement in the project in a better way, the
following power-interest matrix is developed.
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Power (High)
Supplier
Government Agencies
Project Sponsor
Environmental Agencies
Project Team
Low Interest (High)
Customers
Table 2: Stakeholder Power Interest Matrix (Ponnappa, 2014)
The project sponsor is simply the association and the stakeholders in this gathering involve
the CEO, board of directors, and the senior experts in the association. The interest as well as
the influence level of the stakeholder is high. The review procedures will be led for the
suppliers and the results will affect the provider affiliation. The levels of interest and
influence are moderate for the suppliers. The association serves various customers that might
be singular customers or the business firms. They will have high influence on the project as
the project decisions will be based on the end-user interest. However, they will have
moderate interest. The redeveloped environment strategy and the aftereffects of the review
procedures will affect the client gatherings. The observing of the carbon footprint and the
natural arrangements pursued by the association will be finished by the approving bodies.
The levels will be high for the stakeholder in both the categories. The project group will
likewise have stake in the project as the conduction of the reviews and data on the
progressions will be given by these individuals (Ponnappa, 2014). They will have high
interest and moderate level of influence in the project. The Government sets out the particular
standards and conditions on the natural effect brought about by the business associations. The
adjustments in these will affect the project. The interest level will be moderate whereas the
influence will be high.
Project Schedule Management
The development of the schedule will be necessary for the project. There are different
approaches that can be used to define and develop the schedule. In this case, the scope of the
project will be analysed and a work breakdown structure will be developed as a primary step.
This will provide clarity on all the project activities and the sub-activities (Indelicato, 2014).
The initiation and development of the planning processes for the project will be done as far as
the schedule of the reviews that will be led for every one of the suppliers, cost estimation,
anticipating the risks, quality, and correspondence viewpoints, stakeholder planning, and
team arrangements. The project scope will involve the correspondence of the re-created
environmental policy to the suppliers and the interior and outside stakeholders related with
the association. The scope of the project will likewise incorporate the conduction of the
reviews for every one of the suppliers related with the association. Review of the carbon
footprints of the instruments and hardware conveyed by the suppliers will be done alongside
the review of the environmental approaches and terms that are incorporated by the suppliers.
The review of the supportability obligation displayed by the provider and the review of the
corporate duty exhibited by the provider will likewise be finished. The control and observing
procedures will be incorporated to ensure that the expected project objectives are
accomplished. The exhibition estimation and the arranged conclusion will come in the scope.
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These activities will not be carried out in one go. There will be several phases that will be
involved in the project. The classification of these activities in the phases and sub-phases will
be done.
Once the work breakdown structure is available, the use of bottom-up estimation technique
will be done to determine the project schedule. In this technique, the activities at the bottom
will be selected first. The analysis of the activities will be done and the determination of the
duration needed for these activities by mapping the resources will be done. The next set of
activities that will be picked will be the ones above it. The same process will continue unless
the final project schedule is available. The checking of the resources assigned will be
simultaneously done so that the overburdening on the resources is avoided. This will provide
the ability to manage the project activities and will also make sure that the project schedule
developed is as per the resources available. The consideration of the risks and changes will
also be done in the process (Yaghootkar and Gil, 2012).
The alignment with the project initiation document or the business case will be ensured as the
schedule will be based on the project scope finalized in these documents. Also, the high-level
values will be used and the development of the schedule will be done accordingly. The use of
automated tools can also be done for the development of the schedule. For example, MS
Project can be used as the tool in this case to determine the duration of each activity.
Monitoring of Project Performance
It will be necessary that the project performance is monitored throughout the project timeline
so that the project goals and objectives are achieved. The monitoring of the project will be
done in the areas as project time, costs, scope, quality, risks, resources, and communication.
The use of some of the performance indicators will be done to monitor the performance in
each of these areas.
 Schedule Variance: This will be the performance indicator that will evaluate and
determine the project performance in terms of the project schedule adhered with the
estimated values. The use of Earned Value Analysis (EVA) technique will be done to
monitor the schedule. The schedule variance will be calculated by mapping the actual
values with the estimated ones. The difference shall be zero or negative.
 Cost Variance: The determination of the project costs will also be necessary to be
done and it will be essential that the costs adhere with the estimated values. The use
of Earned Value Analysis (EVA) technique will be done to monitor the costs. The
cost variance will be calculated by mapping the actual values with the estimated ones.
The difference shall be zero or negative (Urgiles, Claver and Sebastian, 2019).
 Quality: The project quality will be determined by determining the quality compliance
levels. It will be based on the quality standard that will be followed in the project. The
value shall be above 99% at all times.
 Risk Rate: This will be the indicator that will suggest the frequency of the occurrence
of the risks during the timeline of the project. This shall be low to consider the project
as successful.
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 Open Risks: There are risks that will occur in the project. However, in the final phases
of the project, there shall be no open risks present within the project. In case of an
open risk and that too with the overall score as moderate and above, the project will
be considered to be performing badly (Mir and Pinnington, 2014).
 Resource Performance Indicators
o Feedback: This will be collected from the managers, peers, and the customers
to determine the performance of the resource.
o Absenteeism Rate: This shall be low to consider the resource performance as
good.
o Goals Achieved: Every resource will set certain goals in the beginning of the
project. The status shall be 100% at the time of project delivery for the
resource to be identified as a good performer.
 Conflict Rate: The conflict rate in the project, that is, among the resources and the
stakeholders shall be low.
The compilation of all of the above project indicators will be done. Also, it will be made sure
that the monitoring project is dynamically done so that the determination of the gaps and the
filling of the same are done as per the project scenarios.
Justification of Techniques
The techniques stated above are justified as these will cover every aspect of the project
performance and will provide with the results that will be measurable and easy to be worked
upon.
Conclusion
The project will have several aspects associated with it. It will be necessary that the project
handling and management is effectively done. It will also be required that the project
execution and management focusses on all the aspects of the project so that the higher
chances of success are associated with the project.
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Part 2 - Project development – Post project approval
A project plan depicts the objectives and requirements of project with respect to:
 Project scope
 Project schedule
 Project resources
 Cost estimation
 Project quality
 Project risk
Though, a project plan cannot foresee all the risks or deviation in cost but a detailed plan can
help in resolving unlikely risks with contingency. In order to come up with meticulously
project plan, stages of the project lifecycle should be framed. The project lifecycle can be
developed using project methodologies such as Project Management Body of Knowledge
(PMBoK) and PRINCE2.Though PRINCE2 is perspective in nature and based on 7 principles
defined for project management, PMBoK shall be used to form the project plan for the
proposed project. According to PMBoK, there are five phases of PLC i.e. initiation, planning,
execution, control and closure (Indelicato, 2014).
Initiation phase – It will identify the project objective or the need of the project. During this
phase, the feasibility study is conducted to investigate whether the project can be done. Once
the justification is accepted, the major deliverables and involving team will be identified.
Project scope management area of PMBoK is covered in this phase where in in-scope and
out-scope items of the project will be identified. Work Breakdown Structure tool is used for
developing a hierarchy of the project under scope management area.
WBS Task Name
1 Project initiation
1.1 Gap analysis
1.2 Prepare supplier list
2 Project planning
2.1 Review supplier performance
2.2 Review supplier policies
2.3 Prepare budget
2.4 Prepare communication plan
2.5 Finalize stakeholders
2.6 Finalize resources
3 Project execution
3.1 Review of the carbon footprints of the tools
and equipment
3.2 Review of the environmental policies
3.3 Review of the sustainability responsibility
3.4 Review of the corporate responsibility
4 Project control
4.1 Prepare status report
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4.2 Prepare progress report
5 Project closure
5.1 Release resources
5.2 Lesson learnt
5.3 Terminate contracts
Table 3: WBS (Author)
Planning phase – This phase includes further development of project plan. Under this phase,
following areas of PMBoK are covered:
 Project time management - Gantt chart tool is used to present the timeline of
project in graphical manner. The timeline is made up of graphs and depicts the
status of activities i.e. how much work is completed and pending at any point of
time. The timeline for the proposed project of development of policies for supplier
is prepared from the WBS, as mentioned above:
Figure 1: Gantt chart (Author)
 Project Cost Management – This PMBoK area helps in determining and finalizing
the estimated budget of the project. The budget of the project is prepared using
different cost estimation techniques such as parametric and analogous estimation,
The estimation is as per the different scenarios of the project and considering the
available resources – work and material resources. Time-phased method has been
used for cost estimation for the proposed project (Indelicato, 2014).
WBS Task Name Cost
0 Project Plan £55,200.00
1 Project initiation £5,760.00
1.1 Gap analysis £2,560.00
1.2 Prepare supplier list £3,200.00
2 Project planning £16,800.00
2.1 Review supplier performance £3,200.00
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2.2 Review supplier policies £3,200.00
2.3 Prepare budget £2,400.00
2.4 Prepare communication plan £3,200.00
2.5 Finalize stakeholders £2,400.00
2.6 Finalize resources £2,400.00
3 Project execution £21,600.00
3.1 Review of the carbon footprints of the tools and equipment £3,400.00
3.2 Review of the environmental policies £7,400.00
3.3 Review of the sustainability responsibility £7,400.00
3.4 Review of the corporate responsibility £3,400.00
4 Project control £3,840.00
4.1 Prepare status report £1,920.00
4.2 Prepare progress report £1,920.00
5 Project closure £7,200.00
5.1 Release resources £2,400.00
5.2 Lesson learnt £2,400.00
5.3 Terminate contracts £2,400.00
Table 4: Cost estimation (Author)
 Project human resource management – This PMBoK area specifies processes and
guidelines for effective management of the project resources. It handles the work
allocation to resources and also resolves the over-allocated resources using
different levelling options. RACI matrix is one of the resource management tools
apart from resource histogram. MS Project software provides different work
allocation reports for analysis.
Figure 2: Resource utilization (Author)
 Project communication management – It consists of guidelines and processes for
ensuring effective internal and external communication. It generates a plan which
ensures that all types of data and information are shared among required
resources. Communication matrix is an effective tool used for managing the
communication.
 Project Risk Management – Project risks are defined as the occurrences which are
unlikely and unwanted in the project. To track and resolve them, risk register tool
is used which stores all the information regarding the risks from start to finish.
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The key purpose of the risk register is to follow a proactive approach to treat risks.
A sample risk register is mentioned below:
Table 5: Risk matrix (Author)
 Project Procurement Management – This area helps in generating the procurement
plan using the guidelines for effectively procuring tools and materials for the
project. Procurement procedures ensure that all procurements are being managed
appropriately using the resources assigned to them.
Figure 3: Procurement flow (Turner, et al., 2013)
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 Project stakeholder management – In order to manage the stakeholders of the
project, stakeholder register is used which contains all information regarding and
stakeholders and what is their respective role in the project along with their
influence. A sample stakeholder register is mentioned below:
Figure 4: Stakeholder register (Author)
Project implementation and control phase – During the implementation phase, the actual
development of the project takes place and all resources carry out their respective tasks and
communicate project progress information through regular project meetings. This information
is used by the project manager to control the project by comparing the actual wok finished
with the planned work. Progress reports helps in measuring the performance of the project
activities and corrective steps, if they are required to be taken. Status reports are another
project controlling tools which focuses on the anticipated finishing points of time, cost and
quality milestones / deliverables. All project deliverables should be reviewed for quality
acceptance criteria. When all deliverables are produced and the customer has accepted final
solution, the project is ready for its closure.
Project closure phase – During this phase, the focus is on the release of resources and
deliverables to the customer. It also includes preparing project documentation, finishing
supplier contract, releasing project resources and communicating the project’s closure to the
stakeholders. The last step is to create lesson-learnt document to be referred in the future.
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Part 3 – Competencies of project manager
This section explores the key competencies that a project manager neds as identified from the
module and explores the project management challenges that a manager could be facing. It
also identified ways these challenges can be tackled to see how the learning could affect the
approach and behaviour of a project management. Based on this introspection, my personal
development needs are identified.
Key competencies of a project manager
Key competencies of a project manager can be in different areas including leadership, project
management, and personal attitude. In leadership, a project manager needs to be a good
decision maker, a coach to the team he is handling, provide vision, have ability to resolve
conflicts, have good communication skills, team building capabilities, and negotiation skills.
Under project management, the manager needs to have good knowledge of processes and
tools to be used and how to apply them in practice. This can include project planning, cost
benefit analysis, scope management, and risk management (Aston, 2017).
On personal front, the project manager needs to have an attitude which allows him to adapt to
situations and the ability to influence stakeholders to develop trust (Krahn & Hartment,
2006).
Different types of projects may need different types of skills in the project manager and thus,
the project manager must prioritize learning accordingly. A large project would need the
project manager to be very good at leadership and preferably have an experience. Planning
and people skills could be the next competencies needed. Projects with high uncertainty
require a project manager to be high on risk management capability and management of
stakeholder expectations. An innovative project needs more of leadership and people skills
(Miller & Turner, 2010).
Key challenges with project management practices
Project managers often face many challenges in project management practices and these can
include:
 Aggressive Schedules: With limit resources, projects often have very tight
deadlines to following which the project has to be completed . An deviation from
this schedule can add to the cost to the company. Thus, a project manager needs to
manage resources efficiency and ensure that the schedules are met which could be
very challenging (Fournet, 2011).
 Conflicts: The perspectives , working style and thinking of people working in a
team could be different which could cause conflicts between them while working
(Turner, et al., 2013). These conflicts can hamper the progress of the project and
thus, the project manager needs to understand any sources that can lead to conflict
and work towards avoiding them or resolving them to ensure that project goes
smooth (Aston, 2017).
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 Cost Escalations: If there is any change in the project scope or timeline during the
project which often happens inevitably, the costs are affected. With limited budget
assigned, it is the responsibility of the project manager to curb such cost increases
and ensure that projects are completed within budget. However, there are many
risks and unanticipated scenarios that can make this difficult (Udo, 2004).
 Scope Changes: Stakeholder expectations can change which can cause changes in
the project scope. Any scope changes would also put pressure on the time
constraints and the resources and the project may get extended in timelines or
there could be an increase in cost. Thus, it is very important for the project
manager to keep the scope in control but it is at times avoidable.
Change in behaviour / approaches to project management
After learning about the project management competencies and their application in project
management, I understood the importance of having different skills and understood how they
could be used on a project. With this, my approach to project management has changed
which was first to only focus on the task at hand and complete it somehow but now, I feel I
also need to understand my skills, develop them and prioritized based on what the project
demands so that I can use the right skill accordingly.
For instance, to be able to set objectives of a project, I need to use my leadership skills. To be
able to manage expectations of stakeholders, I need to a good listener. To keep the team
aligned to the project objectives, I need to have people skills and good communication skills.
For establishing better control over project, I need to know planning well as well as be able to
monitor and control project along its constraints (Krahn & Hartment, 2006).
Thus, instead of taking projects from the technical standpoint, I can now see them from the
perspective of a practice that is more about leadership and people if the project has to be
completed in time and within budget. Thus, I need to develop my skills beyond the technical.
Personal development Need
From my experience with projects earlier and the lessons from the PMT module, I have
identified some areas in which I need to develop myself to become a better project manager.
These include –
Risk Management: I am not very good at anticipating the risks that a project can face in the
execution such as changes in the status of the availability of the resources in which case a
contingency plan may be needed. I need to be more forward looking and proactive in my
capability to deal with such changes.
Communication Skills: I tend to get aggressive when things do not work as per my plan
which makes it challenging for me to communicate with others. However, a project manager
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needs to be more of a coach and a leader than a person just demanding people to work. Thus,
I realize that I need to work on my communication, leadership and people management skills
to be able to better deal with their expectations and motivations (Krahn & Hartment, 2006).
Listening Skills: I am not a very patient listener and tend to act as soon as I feel I have
understood what the person is saying but in such scenarios, if I am not listening to the person
completely, I may carry some assumptions that are not correct and so, the person who is not
heard fully may not feel very comfortable. However, to be a good project manager who is
able to understand the expectations of stakeholders and fulfil them, I need to develop this
skill and become a better listener (Udo, 2004).
Leadership Skills: I have understood that different people can have different leadership
styles and different types of teams need different types of leaderships. It is the duty of the
project manager to be flexible to adopt a style which suits the team and needs of the project.
Thus, I need to learn more about the different leadership styles and how they can be used in
practice (Yang, et al., 2011).
Conclusion
This exercises has helped me identify key competencies of a project manage as well as the
challenges that a project manager could be facing. I also leader about how competences can
help overcome barriers at work and how they can help become better project managers. I
could identify some areas that I am weak at and I am planning to work on them. I am
planning to develop my communication, listening, leadership, and risk management skills by
exploring project management subject and also by practice them through experiences I gain
from the team work. This curriculum needs me to participate in several projects where I am
planning to observe myself to understand how I am using my skills and also learn how others
are better at the skills I need to develop. I can learn from studying, observation and practice
of project management skills.
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