SIM335 Managing Projects: Project Planning and Control Report

This report provides a comprehensive overview of project management, addressing the benefits and limitations of different planning and control approaches. It begins by defining what constitutes a project and identifying three distinct project types: management, manufacturing, and infrastructure projects, providing examples for each. The report then delves into the importance of Work Breakdown Structures (WBS) and how they simplify complex tasks, enhancing project success. Risk assessment and management strategies are explored, including risk response types such as prevention, mitigation, transfer, and tolerance. The main aspects of monitoring project quality, using both qualitative and quantitative methods, are outlined. Furthermore, the report discusses the essential activities and skills of a project manager, emphasizing the significance of communication, leadership, and team control. The project management process, including conception, initiation, planning, execution, monitoring, and closure, is thoroughly examined. The document concludes by highlighting the critical skills a project manager must possess to ensure project success.

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Student’s Name
Course
Instructor’s Name
University
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Date

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Running of projects without any planned management is the deceitful economy. Project
management clasps business teams and clients well adjusted. It offers more than on-time
delivery, budgeting, and scope. it is responsible for bringing out a vision towards everyone's
success. Well, the planned project generates positive outcomes that are beyond delivery. The
study will discuss the benefits of project planning as well as the limitations. In addition, the
control of the limitations shall be discussed. Nevertheless, it will allow for the demonstration of
elements of scope, schedule, quality, and cost. Existing studies and discussions will be used in
this essay.
TASK 1
1. Explain what is project and identify the three different types of Projects and provide
examples.
A project is a task meant to be completed to reach an objective, hence described as a series of
inputs and outputs depended upon to alive at a particular goal (Westland 2007, p. 2). Projects are
categorized into three, namely; management, manufacturing and infrastructure projects.
Management projects have functions of planning, regulating and implementing teamwork in
achieving their visional goal. For example, most of the management projects arise when,
companies' relocate, responsible for planning trade exhibitions, launching marketing campaigns
and manage stage shows.
Manufacturing projects are types of projects responsible for the production of well-designed
hardware that is mostly manufactured in a factory, for example, production of equipment and
machinery, air crafts and vehicles. Conclusively, infrastructure projects are projects that mostly

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perform large industrial projects like, generation of power, mining and quarrying, and
construction.
2. Through an example briefly explain the meaning of a Work Breakdown Structure
(WBS). Why is it important to have such a structure?
Work breakdown structure is the breakdown of the whole project into simpler units. For
example, the work break down of a new toy is carried out by reducing it into different levels, for
example, product development, product design or production planning. Each level is created
through the breakdown of the task to manageable components by a process known as
decomposition. The main aim of having a work breakdown structure is the reduction of
complications during task operations hence directly proportional to project success (Siami-
Irdemoosa, Dindarlooand Sharifzadeh 2015, p. 85). This is important since simplified tasks can
be performed more effectively than performing most of the complicated activities.
3. How would you assess and manage risks on a project?
Risks are assessed primitively, by identifying probable risks, by determining the likeliness of
risks to occur and finally by regulating the effect of the risk if it occurred. Various steps of
managing risks include accepting that risks can occur, avoiding the risk and identifying triggers
of the risk and creating plans that will prevent the occurrence of risks.
4. Explain the purpose of Risk response and the types in Project Management.
Purposes of risk response include control of identified risks by avoiding its occurrence by
eliminating threats, reducing the effects of the risks for those risks that cannot be controlled and
transferring risks to other teams like the insurance company. Types of risk response include;

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prevention, mitigation, transfer, and tolerance. Prevention involves a change of plans or
strategies in order to avoid the risk. Mitigation is the reduction of the unavoidable risks for
example by the introduction of new working procedures that are meant to reduce work stations
risks. Transfer of risks involves a third party that is intended to take responsibilities of the risk.
Tolerance is the acceptance to take the risk.
5. Outline and explain the main aspects of monitoring project quality.
Qualitative and quantitative methods are the main aspects used in monitoring the quality of a
project. Qualitative methods include; interview and focus groups. Quantitative methods
incorporate; surveys and geographic information systems. Interviews are conducted on people
with the required knowledge on the project. For example, if the project is about water resources
the best person to be interviewed is a member of the water association. Focus groups are
discussion-based groups that consist of eight to twelve chosen members. It requires members to
discuss the given topic amongst them and later make a presentation.
A survey is a simple method that produces quick results. Most data is obtained before and
after a project. Often, data obtained before a project is used as a planning mechanism of the
project. Geographic information systems include images from the satellite which are used to
collect information. In addition, computers are used in information and data interpretation.
Examples of geographic information include; climate change, soil erosion and change in
mapping. Case studies decisively, incorporate writing of a brief story by individuals expressing
their experience with the project. They include how the situation was before e project and after.
Monitoring project quality is important since tasks are performed as they are planned due to the
existence of verified data.

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TASK 2
A project manager requires being very informed and experienced for a project to be a
success. However, they have to perform some specific activities to properly manage an initiative
and guarantee that the deadline is met and within a budget. A project manager acquires
responsibility for the whole initiative. They initiate, plan, execute, validate and evaluate the
whole project (Skulmoski and Hartman 2010, p. 61). A project manager should be highly skilled
in detecting and solving conflicts and have the ability to have a way through a plan life, for
example, asking penetrating queries. The report will cover the activities required to properly
manage the project, skills required, project management process, the project life and control of
problems associated with the management cycle. The existing study case will be used as an aid
in the report.
A project manager must understand activities that he must perform to guarantee the
success of a project. Reasons, why many projects fail to succeed, are due to poor undertaking
sponsorship, indistinct necessity, and miscommunication (Westland 2007, p. 13). Roles of a
project manager include; state how the project should be carried out and where to provide
enough resources to drive the project till the end and to Major activities carried out by the project
managers encompass; conception and initiation, perform a role in deliverables (Kerzner, H, and
Kerzner, R 2017, p. 15). Defining the project and planning on it, launching and execution,
monitoring and controlling the initiative and project close. These exercises are fundamental
accomplishment factors which are commitments that broaden the administrator’s practice which

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can lead authentically or in an indirect manner to expand accomplishment (Alias et al., 2014, p.
61). It encompasses various segments, which must be synchronized to ensure the endeavor
movement on the timetable. In the phase of conception and initiation, a project is motivated by
either a positive or a negative concept. For example, it can be motivated by a thirst for more
profit or to stop a continuing program. In relation to the new hotel initiative of IT and
communication infrastructure, the initiative is motivated positively with the hope that it will be a
gate pass for greater business growth for the company down the pike. However, the conception
of the project should coexist with the initiation of the project. In the Initiation phase, it is decided
whether the project should be carried out or not and the reason why the organization should
initiate the plan (Gereis 2013, p. 129). For instance, it would be improper to initiate an initiative
that would fulfill the intended goals but exhaust all the company's resources. Therefore the two
elements are considered when initiating the phase.
A project manager should understand the nature of a project before setting up a plan. In
this phase of definition and planning, the project changes from being a concept to being actual
work. The main importance of planning is to ensure that production benefits are higher than cost
used (Helmers 2012, p. 6). It includes numerous official phone calls and meetings succinctly it
involves a lot of talking. In addition, there are other activities carried out other than talking,
notably; outlining the initiative objectives, drafting the scope of the initiative, the establishment
of a budget, pinpointing major tasks that are to be carried out and developing a proper chain of
command of the initiative. When planning is completed the activities increases and execution
phase gets underway (Meredith, Mantel and Shafer 2017, p. 17). Launching and execution is a
phase considered very important in some businesses. Often, celebrations are carried out and in
some cases meeting are held. Before the launch of an initiative established plans are ensured that

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they will aid the project to success. This phase, however, requires competent skills since some
issues require attention. For example answering asked questions with no hesitation, if there is a
need to change the plan of the project and conducting weekly meetings.
All projects need to be monitored and controlled. No project succeeds without drive. One
of the ways to monitor a project is by instructing the project team to report even the slightest
observation that may seem to threaten the success of the project. Projects should be highly
monitored through planning and no responsibility for a less shrink in the project (Mahaney and
Lederer 2010, p. 14). Maybe for example rise, of the material cost that may mess up the budget
of the project or a constructor who has resigned. Other aspects to be monitored include the
budget, quality of the work performed, adherence to the timetable and deadlines. Lastly, project
close may seem less important since the project has attained its goal and no observable problem
is detected, but, this is the best phase to determine if the project is complete. First, all objectives
set initially should be cross-checked is they have been met. All project documents should be
collected; final payment should be made to the team, planning for training that may be
constrained by the project. A post mortem ought to be carried out on the project and the team
should note what didn't go as planned, what made the project a success or what they would do in
the next project to make it better and give greater outcome.
A project manager must have specific skills that enhance the continuity of the project. He or she
should understand what skills should be developed to properly manage project safety risks, put
into place safer tasks, and promote a safe environment (Zou and Sunindijo 2013, p. 92). Further,
the skills are important as they are applied in to project management processes (Kerzner, 2017,
p.2). Notably; communication skills, leadership skills, effective team control, diplomacy,
personal formulation, and risk regulation are the major abilities for a project manager. Most of

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the time project managers spend their time communicating. Communication is a very critical
skill; it empowers a project manager to convey the goals of the initiative, the vision, and to tackle
issues. A project manager is expected to in continuous communication with people within and
outside the organization. Communication enables the project manager to write and present
reports and in making presentations. In addition, the use of multi-channel communication
enables project managers to deliver and receive information more efficiently.
Leadership skill is a major requirement in project management. Project managers should,
therefore, prioritize their training in leadership skills (Nixon, Harrington and Parker 2012, p.
204). A good leader delivers the best services that result in the achievement of the goals set
previously. For a project to be effective, it depends on the quality of leadership abilities
portrayed. Without a competent manager, the project is likely to be unsuccessful. Issues of
initiative budget, project administration, and resource allocation require the highest discipline in
leadership. Leadership skills enable the project manager to make informed decisions when
changing or enhancing the nature of the project and controlling risks. In addition leadership skills
is supported by a few other skills notably; communication, delegation, and creativity. Moreover,
Project managers have a role in managing their team strategically. A project manager administers
and co-ordinates his team accordingly hence promoting teamwork, resolve conflicts between
them and evaluating their performance. Team management ensures the team is on the right track
when performing tasks.
Negotiation skill is usually interlinked with communication. This is because a lot of
communication is carried out when negotiation is being carried out. Most of the negotiations
carried out by a project manager include budget planning, resource allocation, meeting schedules
and a variety of other activities that require to be negotiated upon. A project manager is required

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to identify ways of negotiating properly to satisfy the objectives of a project. Personal
organization of the manager improves the manager's skill in organizing the team and activities to
be carried out. Conclusively, a project manager should understand how to create solutions to the
risks before they actually happen. This enhances the probability of a project to succeed. Project
management, therefore, is dependent on a set of skills which ought to be honored and
incorporated in the project.
A project whether big or small has a lot of activities to be performed and that's why it is
broken down into phases to make work easier and organized. Phases also maintained the project
under control. There exists .five phases in the project management, notably, initiation, planning
and execution, control, and project closing. These aspects need to be controlled and monitored
using the application of various tools in project management. These tools enhance the easy
collection of data, keeping the project and track as well as meeting deadlines. The phases
comprise of project life and cycle stages.
Initiation is the genesis of a project. The value of the project is measured and decisions
made. The decision made might approve the project or reject it. Before the decision is made two
documents; business case and feasibility case are created and sold to the stakeholders. In
business, the justification of a project is done by analyzing the investment. In the feasibility case,
the objectives of the project are evaluated; the project deadline, the budget and the resources
required are also included in the document. Also, a comment on whether the project is
financially worth is included. Therefore, before setting up a project one should show its
significance, and what it offers in return.

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Planning is the next step of the project after it is approved. In this phase, a team is
assembled and the plan on how to manage the project achieve its goals on the planned budget
and meet its deadline kicks off. The plan included a discussion of the required resources and
materials. Financial plans are also made. The plan follows a certain guide that directs the team.
The guide consists of; the scope, description of the project, organization, duty, timetable,
expense, quality, staff, communication, risks, and acquisition.
The scope of the plan is a statement that explains the need for a project, objectives of a
project and the deliverables. The definition involves the breakdown of deliverables which are
manageable. The task is a guide used to identify the tasks to be carried out in the production of
variables; it is also used to identify independent tasks and those that are dependent on other
tasks. The schedule determines the projects deadline. Cost involves the estimation of the
complete budget of a project. The stuff guides on the roles played by the project team. Quality
ensures that the goal of the project has been met. Organization guide directs on how the
organization of the project including the reports on the progress of the project. Communications
states down the mode of communication to be used, how it will be used, to whom the
information will be disseminated and under what frequency. Risk guide is used to determine the
likely hood of the risks to occur, how they will affect the project and how they can be controlled.
Finally, procurement defines the construction and who will deliver them.
The third phase is the execution stage. In this stage, the project kicks off. Execution is
made up of two processes, conspicuously, execution of the plan and the administration.
Execution of the plan entails the follow up of the plan the project team members are assigned
tasks and a project dashboard is used to monitor their progress. Administration entails the
management of contracts that secure the project. The consequent phase is monitoring and

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control. It makes sure the project is carried out as planned. It follows the processes of; reporting,
cost, scope, quality schedule, and risk. Project close is the last phase of project management. It
involves two processes; scope and administration. Scope ensures that the project deliverables
have been met, while administration closes out every single extraordinary contract and
authoritative issues, document the desk work and scatter to appropriate gatherings.
There exist some basic issues related to dealing with the existence cycle of an undertaking.
Troubles are looked by attempted bosses who execute, for the most part, new improvement
adventures and choose the fundamental learning zones and capacities that are imperative to
respond to such challenges (Hwang and Ng, 2013, p. 272). Framework achievement relies upon
the meticulousness of the venture the board forms, extension creep, poor hazard the executives,
unreasonable due dates and merchant the board is some regular issues related with the usage of
an endeavor framework (Chen, Law and Yang 2009, p. 157). Poorly characterized objectives can
lead to the failure of the project. Setting up a project with no strong objectives will lead to time,
effort and resource wastage. In addition, the business will suffer when there is no clarity and
thinking ahead before starting an endeavor. It is along these lines endorsed to hold an opening
shot assembling and use orchestrating programming to describe clear goals.
The second inspiration driving why most assignments fail or what most endeavor
executives and adventure people fight is with the far-fetched wants clients and accomplices have
from them. Most endeavor timetables do unavoidably slip due to the dubious 'start due dates'. As
we live in a world, where contention is getting compelling and targets are set either outlandish or
unachievable rather than driven by decided task necessities. Starting there, what begins is a
rushed undertaking where the gathering endeavors to fit the necessities in the formally drawn
cutoff points. It is consequently prudent that venture administrator should manage the

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undertaking due dates and other related issues with impeccable masterminding, elective
examination and proper correspondence of the continuous progression to expand individuals and
other key pioneers.
Lastly, scope creep is the most dreadful thing that most project managers fear. Many
tasks begin in a particular way anyway and as it advances it changes and doesn't look as tempting
to succeed as it started. Several causes of scope creep include; inability to say no to the client,
poor starting requirement and non-formal reviews for the changes (Turk 2010, p. 53). This
routinely is an eventual result of the expansion of an enterprise outside the masterminded targets.
To avoid scope creep, it's brilliant to select adventure objectives like expense, strategy, and
quality, through an exact technique with real organizing and acknowledging customer’s needs.
Sensible convictions ought to be made on the availability of resources and deadlines of achieving
the best outcome. Conclusively, project management requires a lot of activities to be carried out
for the achievement of goals. In addition, Project managers, ought to portray all the skills
required for a project to run effectively.
Reference list
Hwang, B.G. and Ng, W.J., 2013. Project management knowledge and skills for green
construction: Overcoming challenges. International Journal of Project Management, 31(2),
pp.272-284.
Zou, P.X. and Sunindijo, R.Y., 2013. Skills for managing safety risk, implementing safety task,
and developing positive safety climate in construction project. Automation in Construction, 34,
pp.92-100.