Project Plan: Mohimohi Project Analysis, Control Cycle, Crashing

This project plan analyzes the Mohimohi project, examining team strengths and weaknesses, and conflict manifestation and management. Part 1 focuses on team dynamics, identifying effective qualities like opinion and precedence, and delegation of authority, while also addressing weaknesses such as artistic limitations and communication gaps. Part 2 delves into the project control cycle, outlining planning, monitoring, reviewing, and controlling phases. It demonstrates the use of Schedule Performance Index and Cost Performance Index within Earned Value Management, offering insights into project efficiency. The plan also explores project crashing techniques to reduce project duration. The plan references relevant books and journals to support the analysis and findings.

PROJECT PLAN

Table of Contents
QUESTIONS...................................................................................................................................1
PART 1............................................................................................................................................1
Strengths of Project Team...........................................................................................................1
Weaknesses of Project Team......................................................................................................1
Manifestation and Management of Conflict...............................................................................2
PART 2............................................................................................................................................3
General Model of Project Control Cycle....................................................................................3
Demonstration by Schedule Performance Index and the Cost Performance Index....................3
Project Crashing..........................................................................................................................4
REFERENCES................................................................................................................................5

QUESTIONS
PART 1
Strengths of Project Team
In Mohimohi project in which I had worked with various team members, Their are several
strength are discovered and utilised by me in order to meet with expected objectives that ensures
long term success for organisation. Also, some most effective key strength are described below
which raised while going through this project. Opinion and Precedence Quality- During the work I found out that, most of the team
members are familiar with skill of opinion and precedence quality therefore it is
considered as strength. Further perspective of this skill is easily understand with an
example. At time of completion this project my team-mates and me face different
perception for completing the project's risk management plan. To overcome from this
first of all we remove communication gap due to this all people are agreed for a common
objective. This results organisational goals are achieved with in minimum time period
with in a appropriate manner. Authority and responsibility to each individual- The other key strength that helped me
for taking decisions is to reduce negative impacts from teams. To get better decisions, me
along with my team-mates delegates authorities and responsibilities according to skills.
This results that every single is able to complete their work with more confidence due to
their motivation to complete a work effectively in specific time period.
 Management of existing threats- According to my experience I had analysed that in
majority of project risk or uncertainties exist. Similarly me and my team-mates also faces
some issue such as deciding projects budgets and to make an effectively working
schedule. With in context of Mohimohi project me and other team members has found
number of risk that leads project towards loss and ineffective results. Therefore methods
like risk management insight, data analysis helps me to defeat existing negative factors.
Weaknesses of Project Team
While going through the project of Mohimohi, there are several aspects are faced that
impacts on success of each task that relates with their performance level. It will take place in
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organisation due to some weak points. The major ineffective areas of organisation are specified
underneath: Artistic- The first factor I noticed is that uniqueness and creativity are something which is
required to perform each and every single task. Due to less creative and artistic skill all of
us face some complexity to complete a task with more efficiency. So to overcome from
this weaknesses, it will required more efforts to execute particularly task effectively. Division of activities- To distribute different task to all is consider as a factor that impacts
on others as well as my performance. Along with this I analysed that there are various
situations tried to block delegation of task. Due to which it is complex to decide to whom
a particular task will be delegate. So to solve this communication work as a bridge for the
whole team-mates. It results each individual is able to achieve high success in performing
their task by selecting a existing appropriate activities.
 To being critical towards work of others- The factor which I analysed, is that by
focusing on work of others team members there are various confusions will be generated
in organisation. It is well noticed while performing Mohimohi's project. The weaknesses
of team make the whole project ineffective. Their is expectation that all tickets will be
soon sold but due to less effective decisions and weak points only half of the tickets is
sold. Therefore to solve this an equal opportunity is provided to all so all understand that
why this decision are taken by organisation.
Manifestation and Management of Conflict
During the time of project development process (mohimohi). Me and my team members
reached towards at a level where conflicts came in front of all people. This conflict was related
with relationship of stakeholder and project members. All team members carried and developed
different perception towards result what stakeholder are provided in high and low priority. So
execution of conflict management strategy is consider to reduce the negative impacts like
conflicts and confusion from team. The major reason to undertake this is to provide and divide
equal powers to all team members. So better and positive results will be came for project and
individual performance.
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PART 2
General Model of Project Control Cycle
Project Control is an essential step within project management wherein the activities are
monitored and controlled in order to ensure that the desired standards are being met, without any
deviations (Harrison and Lock, 2017). The project control cycle could be implemented on Event
Management deliverable, in ways which are described below: Planning: The very first stage within this cycle is associated with planning. Thus, for
event management each variable and constraint could be planned (Joslin and Müller,
2015). For instance, planning must be done on areas of determining the resources
required, setting up time schedule, technologies needed, marketing and communications
plan, etc. Monitoring: Within this stage, all the monitoring tools would be implemented. For
overall overall event management, KPI and Benchmarking would be used as tools to be
implemented for monitoring the management of event. For instance, Feedbacks from
audiences would be considered as a KPI, where as a time and cost schedules would be
used for benchmarking. Reviewing: At this stage, the performance would be reviewed in context of measuring of
actual performance standards from the planned ones. This could be done in quantifiable
terms in context with developing cost and time comparisons (Lock, 2017).
 Controlling: The last step of the project control cycle relates to control and act upon all
the deviations found out in the event management deliverable at reviewing stage.
Corrective actions could be taken to ensure that the event is managed as per the desired
state. However, during this stage, re-planning of some factors might be required to ensure
that the deliverable is being implemented as per the standards set before the project.
Demonstration by Schedule Performance Index and the Cost Performance Index
Within Earned Value Management, there are two prominent types of indexes that must be
taken into account by project manager. Thus, demonstrations associated with these indexes and
their usage in future estimates are reflected below:
 Schedule Performance Index:
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This index is associated with indicating the progression rate of the project in comparison
with the planned schedule. It measures efficiency related to time of the overall project. It could
be showcased by dividing the earned value by planned value (Huemann, Keegan and Turner,
2018). Thus, if the value is greater than one, that efficiency in context of time is being
showcased, or else, more is required to be completed. Project Manager could implement this
aspect in relation to estimate future project performance as its value would help in denoting
whether the pace of project is being followed effectively or not.
 Cost Performance Index:
It analysis the efficiency of project in terms of cost. It demonstrates value of project in
comparison to actual cost spent of the same. It is calculated by dividing earned value by actual
cost. Similar to above, the efficiency is more if value comes above 1, or else corrective actions
are to be taken (Kivilä, Martinsuo and Vuorinen, 2017). Therefore, in context with future
projects, this could help in estimate as to what areas require lesser spending in context with
enhancing efficiency of the project appropriately.
Project Crashing
Crashing of project refers to process of compression techniques which is used in order to
reduce the duration of overall project without causing any variations in scope. Within this
process, all the activities associated with the project are taken into consideration. However,
major focus is upon the activities that are covered under critical path, rather than activities with
slack time (Todorović and et. al., 2015). Reason for the same is that within activities with slack
time, there are aspects which could probably lead to delay in activities that could ensure
accomplishment of project within due time, but the crash time period might surpass. However,
with critical path, such constraints are removed and a definitive pathway is emphasised upon.
Thus, tasks within critical path are used to ensure completion of project prior to the deadline.
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REFERENCES
Books and Journals
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management.
Project Management Institute.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management. 33(2).
291-298.
Huemann, M., Keegan, A., & Turner, R. (2018, September). Human resource management in the
project-oriented organization. Project Management Institute.
Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and
project success in different project governance contexts. International Journal of
Project Management. 33(6). 1377-1392.
Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through
project control in infrastructure projects. International Journal of Project Management.
35(6). 1167-1183.
Lock, D. (2017). The essentials of project management. Routledge.
Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial
approach. John Wiley & Sons.
Todorović, M. L., & et. al. (2015). Project success analysis framework: A knowledge-based
approach in project management. International Journal of Project Management. 33(4).
772-783.
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