Comprehensive Project Management of HS2 Curzon Avenue Programme

This document provides a comprehensive project management solution for the HS2 Curzon Avenue Birmingham Programme, a component of the larger HS2 initiative. The solution includes a project scope statement outlining the project's goals, deliverables, and timeline, with a focus on building the HS2 Curzon Avenue terminal in Birmingham within 1.5 years at a cost of £2.1 million. It also features a detailed stakeholder analysis, identifying and assessing the influence and interest of various stakeholders, and a communication table to manage their engagement effectively. Furthermore, the document evaluates potential risks and opportunities using a High-Risk Classification Matrix, discusses strategies for controlling and managing operations, and emphasizes the importance of relationship and resource management to ensure project success. The document concludes by highlighting the benefits of these factors for increasing profitability and maintaining a competitive edge.

Project management

Contents
Contents...........................................................................................................................................2
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
Project Scope Statement..............................................................................................................3
Project Scope Statement..............................................................................................................4
Project stakeholder analysis.........................................................................................................4
Identification of stakeholders......................................................................................................4
Assessment of Stakeholders........................................................................................................5
Stakeholder communication table................................................................................................6
Evaluation of dangers and possibilities in managing risks..........................................................7
HighRisk Classification Matrix...................................................................................................7
Controlling and managing the operation.....................................................................................7
Administration of Relationships..................................................................................................8
Administration of Resources.......................................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
"The administration of information, abilities, resources, and procedures to program
operations to satisfy program objectives" is what projects administration is defined as
(Commerford, Hatfield and Houston, 2018). The study would provide an integrative business
strategy, including size statement, timeline, stakeholder’s evaluation, and threat evaluation. The
HS2 Curzon Avenue Birmingham Programme is component of the HS2 Curzon Avenue
Birmingham Programme initiative.
TASK
Project Scope Statement
A venture is a short-term collaborative engagement that produces a one-of-a-kind item,
services, or outcome. A range is required to finish the program on time so that task management
may make on-the-job choices and examine the effectiveness on timetable and expense. "The
design phase encompasses all aspects of a program, including job tasks and projected outputs,
and also the program's objectives, restrictions, and limits." Curzon Avenue is to build the HS2
Curzon Avenue stop in Birmingham City Centre in a year and a half (September 2021) at a cost
of £2.1 million. 7 high-speed decks and a cab ramps would be built as part of the project (Fan
and Chatterjee, 2019).
Goals-
 Collaborate directly with stakeholders and interact efficiently.
 Gather and obtain the supplies you'll require.
 Workers should be educated on newer technologies.
Deliverables-
 Building of the HS2 Curzon Avenue terminal has been finished, pending to the Program
Company's clearance.
 Provide taxicab ramps and high-speed decks.
 Personnel have been thoroughly educated in the use of the newer technologies.
Project Scope Statement
The Gantt chart is a task administration technique for strategic planning. Timeline periods,
cross responsibilities, and resources allocations are used to show operations. The Gantt chart for
the HS2 Integration Program can be seen here.

Project stakeholder analysis
"Any organization or person that could be influenced and affected by the success of the
institution's goals" is referred to as a stakeholder. A program director should be aware of the
program's externally and internally effects from important partners. Public involvement in the
program would bring valuable knowledge to the planning phase (Guironnet, Attuyer and Halbert,
2016).
Identification of stakeholders
It is essential to define the customers who would have an involvement in influencing the
program's outcome. It argues that there are 2 categories of program interested parties: externally
and internally. Interior customers are people and organisations inside a company, such as
development group members and leadership. Exterior participants are parties who are not
involved in the initiative but are interested in its progress. Shareholder involvement in Project
HS2 could be classified as either supporting or unfavourable (Kerzner, 2019).
Assessment of Stakeholders
Stakeholder’s engagement assists an institution in fulfilling its objectives, purposes, and
creating societal benefit. The use of a 'Power Matrix' to categorise individuals depending on its

strength effect and interests / effect on the enterprise is one way to participant assessment. The
management of customer participation would be critical for HS2. Low-power and low-interest
stakeholders should be watched to guarantee that they really do not affect program modification.
Shareholders have indeed been divided into four groups depending on their wealth and control
(Kovalenko, 2019).
Keep satisfied
Local businesses
Manage closely
Project Sponsor (investor)
Local authority (Local
council)
Trade Unions
HS2 employees
Monitor Keep informed
Competitors Local Community
Suppliers
Customers
Low High
Interest
Stakeholder communication table
Stakeholder
Managerial
response
Message
Communication
channel Schedule,
frequency
The program
sponsorship (investment)
will wield a great deal of
influence and influence
over the program's
outcome (Lock, 2020).
Keep an eye on
things.
The program's sponsors
will want to be updated
about the planned and
actual length (would've
been delighted if it was
finished swiftly and on
Regular conferences or
letters was being used
as a means of
interaction. Sessions
might be casual, such
as accessing the
The Program
Sponsors would've
been contacted on a
constant
schedule, probably
once a week.
Power
Hig
h
Lo
w

ediu
m
ITY
w
cost) and how this is
going (may be supplied
in the shape of
formalized updates).
website to assess how
far things have
progressed, or official,
such as holding a
training sessions.
They'd like to
understand if the
work is on track or
if it might run
beyond cost.
Workers of the HS2
Project group would
wield a great deal of
authority and impact.
They may seek
alternative jobs as a
result of bad workplace
circumstances and
abuse that would cause
the development to be
delayed.
Keep an eye on
things.
Work assignment
would have to be
communicated to the
HS2 Program's workers
(work group).
Shortened time limit of
the program, it will be
critical to regularly
monitor their progress.
They must fulfil goals
and be encouraged to
complete duties (Ma,
2020).
Evaluation sessions can
be used to
communicate with
workers about their
productivity and
whether or not they are
fulfilling their goals.
This could, though,
happen informally, like
overheard chats on the
worksite. Letters can be
used as a means of
interaction as well.
Contact could take
place on a regular
manner, perhaps
monthly or on day-
to-day grounds.
Workers would
have to be notified
of their given work
in order to know
whatever they
should be doing for
the program.
Evaluation of dangers and possibilities in managing risks
Risks administration is a series of efforts directed at assuring the maximum benefit
following an event/achieving the most anticipated performance. Identification and analysis of
principal risks, development of relocation methods, and proper tracking and administration are
all part of threat mangers (Mets, 2018).
HighRisk Classification Matrix
M PROBABIL
Lo
lassification Matrix

Table 8
1.5.3.
Controlling and managing the operation
The practise of taking specific measures to ensure job performance is known as program
scheduling. Watching the process would verify that procedures are integrated, allowing you to
obtain control over the project. 'Modelling of keywords illustrates the orientation of construction
planning in the long term with the effect being introduced in mentor' extent programmes in
managing projects,' according to observations from the study report 'Contemporaneous
understanding and Technical Prerequisites in Program Administration.' Prior beginning the HS2
program, a system was prepared to give organization and guidelines for how the proposal would
be handled. A strategy has been developed to assure that the program's performance is
controlled, including resources and activities getting properly matched to ensure that work are
completed within the specified time limit. When known risks are discovered, this competence
could be used to evaluate how they can be handled to have the least amount of influence (Park
and Lee, 2019).
Administration of Relationships
Organizations use connection administration as a method to assist and sustain engagement
with customers instead of relying on patterns of interaction. The observations of the paper
entitled titled 'Modernity Expertise Prerequisites in Proposed System' help the assertion that
customer engagement is essential because 'Customer engagement has indeed been recognised
among the predominate classifications in the region of ongoing studies on managing projects
with the focus demonstrating that it would be impactful towards the way of Construction
Administration in the long term.' This competence would lead to the improvement of the HS2
Program because extensive information on the significance of preserving excellent functioning
C
R2L.o3Hwigh R1.2
R1.3
R1.1
R2.2
R1.4
R2.1

connections with partners has indeed been obtained. Establishing a connection with the
initiative's participants, as shown in the 'Stakeholder engagement chart,' would allow us to better
comprehend individual requirements and how they could react to the initiative. This competence
would assist HS2 in obtaining vendor reductions, maintaining intercommunication, and ensuring
customer amount of participation. Increased customers and collaborations with nearby
companies would be aided by further growth of customer engagement (Rauch, Fink and Hatak,
2018).
Administration of Resources
It is the method of producing the much more effectual utilisation of assets, assuring that
international and domestic funds are utilized successfully, on schedule, and within cost. This
could be applied to the HS2 program since allocating funds to essential outputs avoids shortages
and wastage while also identifying how these could be used. Hiring a resources director could
assist with achievement since it could assist in the production preparing of input substances
administration. Lower wastage and lesser funds would have been used, resulting in strategy
implementation. The construction would've been maintained under cost thanks to managing
assets and accurate planning, which could also allow input substances utilisation to be tracked
over the course of the operation (Rowe, 2020).
CONCLUSION
It can be concluded from the above that there are a number of factors that can prove
beneficial for the company so as to increase its profitability and thus it has to be analysed and
evaluated in an impactful manner so that it can help the company to stand ahead of all its
competitors in the market for a longer period of time.

REFERENCES
Books and journals
Commerford, B.P., Hatfield, R.C. and Houston, R.W., 2018. The effect of real earnings
management on auditor scrutiny of management's other financial reporting decisions.
The accounting review, 93(5), pp.145-163.
Fan, L. and Chatterjee, S., 2019. Financial socialization, financial education, and student loan
debt. Journal of Family and Economic Issues, 40(1), pp.74-85.
Guironnet, A., Attuyer, K. and Halbert, L., 2016. Building cities on financial assets: The
financialisation of property markets and its implications for city governments in the
Paris city-region. Urban Studies, 53(7), pp.1442-1464.
Kerzner, H., 2019. Using the project management maturity model: strategic planning for project
management. John Wiley & Sons.
Kovalenko, A., 2019. Determinants of personnel policy in the process of management of
financial and economic security of business entities. Вісник Черкаського
національного університету імені Богдана Хмельницького. Серія Економічні
науки, (3), pp.70-77.
Lock, D., 2020. Project management. Routledge.
Ma, S., 2020. The life cycle of corporate venture capital. The Review of Financial Studies, 33(1),
pp.358-394.
Mets, T., 2018. Entrepreneurial developments toward a knowledge-based economy in Estonia:
The case of Fits Me–venture-capital-backed startup going global. In Entrepreneurship
in Central and Eastern Europe (pp. 89-111). Routledge.
Park, S. and Lee, M., 2019. Success and Failure of Entrepreneurial Experience and New Venture
Performance: Moderating Effect of Firm Age. Asia-Pacific Journal of Business
Venturing and Entrepreneurship, 14(4), pp.51-62.
Rauch, A., Fink, M. and Hatak, I., 2018. Stress processes: An essential ingredient in the
entrepreneurial process. Academy of Management Perspectives, 32(3), pp.340-357.
Rowe, S.F., 2020. Project management for small projects. Berrett-Koehler Publishers.