Detailed Project Management Report: Mega Media Scenario Analysis

This report delves into the project management of the Mega Media scenario, focusing on the application of project management principles. It begins by defining the project scope, time constraints, and cost considerations. The report then outlines the four stages of the project management life cycle: initiation, planning, execution, and closure, with specific examples from the Mega Media project. It further details the steps involved in preparing project documentation, emphasizing the knowledge areas of scope, time, and cost management. The report also links these knowledge areas to the Project Management Body of Knowledge (PMBOK) processes. Finally, it identifies the essential skills and attributes of a project manager, including communication, honesty, and delegation, and explores how a project manager can effectively work with stakeholders to achieve project objectives, ensuring ethical knowledge acquisition and project success.

Running head: PROJECT MANAGEMENT
Assessment 2: Mega Media Project
Name of the Student
Name of the University
Author’s Note

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Table of Contents
1. Description of the reason why Mega Media scenario is a project...............................................2
2. Four steps of project management life cycle...............................................................................2
2.1 General description of the stages...........................................................................................2
2.2 Description of the stages in context to mega media scenario................................................3
3. Steps for preparing a documentation...........................................................................................4
3.1 Description of the knowledge that is needed.........................................................................4
3.2 Documentation which will be produced as a result of acquiring knowledge........................5
3.3 Linkage of the knowledge area with different project management process........................5
4. Skills and attributes needed as a project manager.......................................................................7
4.1 Skills and attributes needed by the project manager for ensuring that the knowledge is
acquired in ethical manner...........................................................................................................7
4.2 Ways in which project manager will work for achieving project objectives........................8
References......................................................................................................................................10

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1. Description of the reason why Mega Media is considered as project
The project of Mega media generally aims to have the facilities of video production
generally running in 6 weeks for fulfilling different contractual obligations for providing
specialist content in the local TV station. The main scope of the project is to undertake a
temporary measure in order refit two of the large constructed industrial building. As project is
considered as one of the temporary endeavours that have finite start as well as end which is
generally focussed on properly creating unique service therefore Mega Media is considered as a
project. Whereas Media project is not a program or a portfolio as proper collection of projects
which generally, become program and a project portfolio, which is a proper collection of
different types of project, which are generally managed by a group, which is not suitable for the
scenario of Mega Media.
The characteristics and attributes of the entire project that generally helps in believing that
the scenario of Mega media is a project are listed below:
 Time-period: The facilities of video production must be completed within 6 weeks for
fulfilling different contractual obligations.
 Scope: Proper plans are generally created for properly refitting large as well as properly
constructed industrial building within the innovation precinct.
 Cost: It is analysed that the entire project will get completed within the budget that is
estimated in the initiation phase of the project.

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2. Four steps of project management life cycle
2.1 General description of the stages
The PLC is generally disintegrated into four phases including initiation, planning,
execution as well as project closure phase. The steps are elaborated below:
 Initiation: In the initiation phase, the entire business case for the project is developed
and during that specific step, the feasibility of the project is identified. Additionally,
proper project charter is established and the team members for the project are appointed
(Ramazani and Jergeas 2015).
 Planning: Proper project plan is created that determine the project timeline. In addition
to this, a proper WBS for the entire project is created such that the budget for the project
is developed. Moreover, the resources which are required for the project are gathered.
 Execution: In this phase, the work that is associated with the project gets executed
sucessfully (Badewi 2016).
 Closure: In the project closure phase, a post project review is mainly undertaken and
proper documentation is mainly created that include all the information about the project.
Moreover, stakeholder sign off will be performed.
2.2 Description of the stages in context to mega media scenario
It is found that in order to undertake the project of mega media, the activities which are
generally performed in different project stages are generally elaborated below:
 Initiation: In this stage, the project managers identified the business need of the project
and undertakes a feasibility study (Serra and Kunc 2015). Furthermore, the steps which

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are undertaken includes identification of project scope, stakeholders as well as
development of SOW that is statement of work.
 Planning: In the planning stage, the steps, which are undertaken, include creation of
project plan, development of work breakdown structure, gathering of risks as well as
anticipation of different types of project risk.
 Execution: In the execution phase, video production facility is implemented. In addition
to this, proper scheduling is done for rigging, racks, vision desks, cabling as well as
additional service upgradation. Moreover, the plans for refitting two large constructed
light industrial building is refitted (Conforto et al. 2016).
 Closure: In the closure phase, the entire project is reviewed and sign off from the
stakeholders are collected. Additionally, a documentation is created that include all the
details about the project.
3. Steps for preparing a documentation
3.1 Description of the knowledge that is needed
The type of knowledge that is needed for preparing proper documentation for the entire
scenario of Mega Media project by successfully utilizing different knowledge areas of PMBOK
including time management, scope management well as effective cost management are
elaborated below:
Scope management knowledge: If proper knowledge about the project scope is present
then they can be able to understand how the project generally progresses and therefore it will be
quite easy to create documentation at the closure phase of the project (Costantino, Di Gravio and
Nonino 2015).

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Time and cost management related knowledge: If effective knowledge about time and
cost of the project is present then it will be easier for the project manager to understand the issues
that are associated with missed deadlines or with increasing budget and therefore, they elaborate
steps for avoiding such issues in the document.
3.2 Documentation which will be produced as due to acquiring proper knowledge
The different types of documentation which will generally be produced for the Mega
project scenario as a result of properly acquiring knowledge which are listed below:
Business case: This document generally explains the reason behind undertaking the
project and generally summarizes the issues which will be solved by the project.
Project charter: It helps in giving clarity about what is going within the project and how
the cost as well as time that is related with the project is generally assigned to each of the
activities (Andersen 2016).
Project plan: This plan helps in reflecting the ways which are helpful in managing
tolerances, different types of variances as well as various change control approach.
Project schedule document: This document helps in setting all the tasks that will
generally be performed during the progress of the project and assists in tracking the
dependencies of the project tasks (Sunder 2016).
3.3 Linkage of the knowledge area with different project management process
It is found that the different knowledge area of the project is mainly linked with the five
different stages of the PMBOK which are mainly provided in the below table.
Knowledge 5 PMBOK project management process

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areas Initiation Planning Execution Monitoring Closing
Project scope
management
 Planning
scope
managemen
t
 Collecting
various
requirement
s
 Define the
scope of the
project
 Developing
WBS
 Proper
estimate
of the
cost
 Status of
the
deliverable
s
Project time
management
 Planning
project
schedule
managemen
t
 Defining the
project
activities
 Sequencing
 Controllin
g the
schedule of
the project

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the project
activities
 Estimating
the duration
for each of
the project
activity
 Developing
project
schedule
Project cost
management
 Planning
proper
project cost
managemen
t
 Estimating
the project
costs
 Determining
the project
budget
 Controllin
g the cost
of the
project

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4. Skills as well as attributes which are required by the project manager
4.1 Skills and attributes needed by the project manager
The different types of attributes that are needed by the project manager for ensuring such
that the project knowledge which is generally acquired by them in a very much ethical manner.
Proper communication: It is one of the important arsenals in the skillset of any leader
which helps in ensuring that the knowledge which is acquired by the leader is in a very much
ethical as well as culturally effective way. This is because with proper communication, the
managers can be able to know about the goals, plans as well as strategies which are mainly
derived from the outcome of the project effectively (Hoda and Murugesan 2016).
Honesty: It is an integral characteristic with which a project manager remains honest as
well as ethical and generally helps in reflecting commitments for inspiring the team. This also
helps them in acquiring knowledge ethically as well as in an appropriate manner.
Delegation: It is one of the skills as well as attributes of a project manager which is
considered important for acquiring knowledge in an ethical way (Eskerod, Huemann and
Ringhofer 2015). The skills of prioritizing the tasks and for making the team believe in their
ability for a particular task is important to understand and get knowledge about the strengths and
weaknesses of the team members.
4.2 Ways which will be used by the project managers for achieving the project work
The ways that are adopted by the manager will generally work with the project
stakeholders in order to acquire knowledge and for achieving objectives of the project are listed
below:

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Be prepared: The project manager must look for the problems in the project while
working with the team and must prepare ways for dealing with various challenges. In addition to
this, it is necessary to work with the risk register for reviewing the outstanding risks in order to
push the project risk constantly and for achieving success (Zheng et al. 2016).
Listening: In order to achieve success while working with the team members, it is quite
important for the managers to listen the issues properly. In addition to this, one need to inform,
consult as well as persuade for achieving the objectives effectively.
Focussing on strengths: No project manager can become successful until they generally
learn to delegate effectively (Sunder 2016). It further helps in conferring a number of benefits by
engaging the team members and for motivating them.

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References
Andersen, E.S., 2016. Do project managers have different perspectives on project
management? International Journal of Project Management, 34(1), pp.58-65.
Badewi, A., 2016. The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), pp.761-778.
Conforto, E.C., Amaral, D.C., da Silva, S.L., Di Felippo, A. and Kamikawachi, D.S.L., 2016.
The agility construct on project management theory. International Journal of Project
Management, 34(4), pp.660-674.
Costantino, F., Di Gravio, G. and Nonino, F., 2015. Project selection in project portfolio
management: An artificial neural network model based on critical success factors. International
Journal of Project Management, 33(8), pp.1744-1754.
Eskerod, P., Huemann, M. and Ringhofer, C., 2015. Stakeholder Inclusiveness: Enriching Project
Management with General Stakeholder Theory1. Project Management Journal, 46(6), pp.42-53.
Hoda, R. and Murugesan, L.K., 2016. Multi-level agile project management challenges: A self-
organizing team perspective. Journal of Systems and Software, 117, pp.245-257.
Ramazani, J. and Jergeas, G., 2015. Project managers and the journey from good to great: The
benefits of investment in project management training and education. International Journal of
Project Management, 33(1), pp.41-52.

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Serra, C.E.M. and Kunc, M., 2015. Benefits realisation management and its influence on project
success and on the execution of business strategies. International Journal of Project
Management, 33(1), pp.53-66.
Sunder M, V., 2016. Lean Six Sigma project management–a stakeholder management
perspective. The TQM Journal, 28(1), pp.132-150.
Zheng, X., Le, Y., Chan, A.P., Hu, Y. and Li, Y., 2016. Review of the application of social
network analysis (SNA) in construction project management research. International journal of
project management, 34(7), pp.1214-1225.