Project Planning Management and Control Report: Team, Cost, Definition
VerifiedAdded on 2022/09/18
|27
|6181
|20
Report
AI Summary
This report delves into the multifaceted aspects of project planning, management, and control, providing a comprehensive analysis of key elements. It begins by examining team performance through the lens of Belbin profiles, identifying strengths and weaknesses within the team, and comparing individual versus team performance. The report then explores the creation of a cost performance baseline for an engineering project, outlining the necessary steps and factors that influence its stability. Furthermore, it discusses project monitoring approaches to ensure effective control. Finally, the report analyzes project definition activities, emphasizing their importance for effective project management and evaluating the project definition stage used in the Wembley case study. The content offers valuable insights into project management methodologies and their practical application.
Running head: PROJECT PLANNING MANAGEMENT AND CONTROL
Project Planning Management and Control
Name of the Student:
Name of the University:
Project Planning Management and Control
Name of the Student:
Name of the University:
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
1PROJECT PLANNING MANAGEMENT AND CONTROL
Table of Contents
1. Team performance based on Belbin profiles......................................................................2
1.1 Performance of team identifying strengths and weaknesses.......................................2
1.2 Analyse Belbin profile for the team............................................................................3
1.3 Compare of individual and team performance based on Belbin profiles....................5
1.4 Useful and realistic of Belbin predictions...................................................................8
2. Cost performance baseline................................................................................................10
2.1 Steps to create cost performance baseline for the engineering project.....................10
2.2 Factors influence stability of the baseline.................................................................14
2.3 Project monitoring approaches..................................................................................15
3. Project definition activity..................................................................................................17
3.1 Importance of the project definition activity for effective project management...........17
3.2 Good practice project definition process........................................................................18
3.3 Evaluation of project definition stage used in Wembley case study..............................19
References................................................................................................................................23
Table of Contents
1. Team performance based on Belbin profiles......................................................................2
1.1 Performance of team identifying strengths and weaknesses.......................................2
1.2 Analyse Belbin profile for the team............................................................................3
1.3 Compare of individual and team performance based on Belbin profiles....................5
1.4 Useful and realistic of Belbin predictions...................................................................8
2. Cost performance baseline................................................................................................10
2.1 Steps to create cost performance baseline for the engineering project.....................10
2.2 Factors influence stability of the baseline.................................................................14
2.3 Project monitoring approaches..................................................................................15
3. Project definition activity..................................................................................................17
3.1 Importance of the project definition activity for effective project management...........17
3.2 Good practice project definition process........................................................................18
3.3 Evaluation of project definition stage used in Wembley case study..............................19
References................................................................................................................................23
2PROJECT PLANNING MANAGEMENT AND CONTROL
1. Team performance based on Belbin profiles
1.1 Performance of team identifying strengths and weaknesses
Based on performance of the team members, following are listed strengths of the
project team:
a. The team members are used their unique nature for findings new ideas to bring
back to team.
b. The team members are focused on the objectives to conduct work and delegate
their work efficiently.
c. The project team members are tend to be creative as well as a good problem
solver so that they can cope up with the unconventional situations1.
d. One of the team member is playing a key role of the monitoring and
evaluating the project work. The member provides key eye on the logical
things as well as makes judgements based on it.
e. One of the team member has technical knowledge as well as skills, expertise
to achieve major asset.
f. Effective communication is a significant part of the project teamwork, and all
the project team is focused to update their own suggestions as well as ideas
with each other help to meet with the work objectives2.
g. The project team members are collaborate efficiently to finish their tasks in a
proper as well as timely way.
1 Lynch, DeeDee Smartt, Michael J. Lynch, and Cody M. Clemens. "Belbin Team Roles." The Handbook of
Communication Training: A Best Practices Framework for Assessing and Developing Competence (2018).
2 Flores-Parra, Josue-Miguel, et al. "Towards Team Formation Using Belbin Role Types and a Social Networks
Analysis Approach." 2018 IEEE Technology and Engineering Management Conference (TEMSCON). IEEE,
2018.
1. Team performance based on Belbin profiles
1.1 Performance of team identifying strengths and weaknesses
Based on performance of the team members, following are listed strengths of the
project team:
a. The team members are used their unique nature for findings new ideas to bring
back to team.
b. The team members are focused on the objectives to conduct work and delegate
their work efficiently.
c. The project team members are tend to be creative as well as a good problem
solver so that they can cope up with the unconventional situations1.
d. One of the team member is playing a key role of the monitoring and
evaluating the project work. The member provides key eye on the logical
things as well as makes judgements based on it.
e. One of the team member has technical knowledge as well as skills, expertise
to achieve major asset.
f. Effective communication is a significant part of the project teamwork, and all
the project team is focused to update their own suggestions as well as ideas
with each other help to meet with the work objectives2.
g. The project team members are collaborate efficiently to finish their tasks in a
proper as well as timely way.
1 Lynch, DeeDee Smartt, Michael J. Lynch, and Cody M. Clemens. "Belbin Team Roles." The Handbook of
Communication Training: A Best Practices Framework for Assessing and Developing Competence (2018).
2 Flores-Parra, Josue-Miguel, et al. "Towards Team Formation Using Belbin Role Types and a Social Networks
Analysis Approach." 2018 IEEE Technology and Engineering Management Conference (TEMSCON). IEEE,
2018.
3PROJECT PLANNING MANAGEMENT AND CONTROL
Based on performance of the team members, following are listed weaknesses of the
project team:
a. The project team members are sometimes forget to follow up with their project
lead3.
b. One of the project team member is hesitant to take critical and disliked project
related decisions, therefore, the member is not a good decision maker.
c. One of the member is absent minded in their work and also forgetful, therefore
it is a major weakness of the team performance.
d. One of the team member is slow in their decisions, even can take strategic
decisions, but judgement is very slow4.
e. One of the team members is taking time to caught new ideas occur to the team
as well as loss track of what is really happening in the project.
1.2 Analyse Belbin profile for the team
Belbin team role theory is believed that there is a pattern of behaviour having
characteristics of behaviour of one’s persons in relation to other’s behaviour to facilitate the
progress of the team members. Based on the Belbin profile, the persons have improved self-
understanding of own strengths which can lead to active interaction among the project
manager and team members5. Following table shows the nine roles of Belbin profile of the
team members as well as respective strengths as well as weaknesses to be considered as:
3 Omar, Mazni, et al. "Towards a balanced software team formation based on Belbin team role using fuzzy
technique." AIP Conference Proceedings. Vol. 1761. No. 1. AIP Publishing LLC, 2016.
4 Lloyd, Eric Devin. Personality Antecedents of Team Role and Leadership Emergence Over Time. Diss.
Emporia State University, 2018.
5 Ruch, Willibald, et al. "Team roles: Their relationships to character strengths and job satisfaction." The Journal
of Positive Psychology 13.2 (2018): 190-199.
Based on performance of the team members, following are listed weaknesses of the
project team:
a. The project team members are sometimes forget to follow up with their project
lead3.
b. One of the project team member is hesitant to take critical and disliked project
related decisions, therefore, the member is not a good decision maker.
c. One of the member is absent minded in their work and also forgetful, therefore
it is a major weakness of the team performance.
d. One of the team member is slow in their decisions, even can take strategic
decisions, but judgement is very slow4.
e. One of the team members is taking time to caught new ideas occur to the team
as well as loss track of what is really happening in the project.
1.2 Analyse Belbin profile for the team
Belbin team role theory is believed that there is a pattern of behaviour having
characteristics of behaviour of one’s persons in relation to other’s behaviour to facilitate the
progress of the team members. Based on the Belbin profile, the persons have improved self-
understanding of own strengths which can lead to active interaction among the project
manager and team members5. Following table shows the nine roles of Belbin profile of the
team members as well as respective strengths as well as weaknesses to be considered as:
3 Omar, Mazni, et al. "Towards a balanced software team formation based on Belbin team role using fuzzy
technique." AIP Conference Proceedings. Vol. 1761. No. 1. AIP Publishing LLC, 2016.
4 Lloyd, Eric Devin. Personality Antecedents of Team Role and Leadership Emergence Over Time. Diss.
Emporia State University, 2018.
5 Ruch, Willibald, et al. "Team roles: Their relationships to character strengths and job satisfaction." The Journal
of Positive Psychology 13.2 (2018): 190-199.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
4PROJECT PLANNING MANAGEMENT AND CONTROL
Role Strengths Weaknesses
Resource
investigator
It is enthusiastic and explore
opportunities in new field.
It is over optimistic as well as
loss their interest after initial
enthusiasm is being passed.
Team worker The team members are cooperative
and listen to others.
They are indecisive in critical
circumstances as well as tend to
evade the confrontation6.
Coordinator Mature, have confidence and know
their own skills and talent as well as
clarifies their own goals.
The team members are seen as
manipulative as well as offload
own share of the project work.
Problem
Solver
Creative, critical thinking and
generation of ideas and solving of
critical problems7.
The project team members are
ignoring critical situations and
may not able to communicate
properly with each other.
Monitor
evaluator
The project team members are
strategic thinker and also opt for the
option best for the project based on
own judgements.
Sometimes, the team is lacking
drive as well as capability to
inspire others to do critical
things.
Specialist Single minded and dedicated towards
their work. They are provided special
project related knowledge as well as
They are tend to contribute on
narrow front along with reside on
6 Alberola, Juan M., et al. "An artificial intelligence tool for heterogeneous team formation in the
classroom." Knowledge-Based Systems 101 (2016): 1-14.
7 Nestsiarovich, Kristina, and Dirk Pons. "Team role adoption and distribution in engineering project
meetings." Behavioral Sciences 10.2 (2020): 57.
Role Strengths Weaknesses
Resource
investigator
It is enthusiastic and explore
opportunities in new field.
It is over optimistic as well as
loss their interest after initial
enthusiasm is being passed.
Team worker The team members are cooperative
and listen to others.
They are indecisive in critical
circumstances as well as tend to
evade the confrontation6.
Coordinator Mature, have confidence and know
their own skills and talent as well as
clarifies their own goals.
The team members are seen as
manipulative as well as offload
own share of the project work.
Problem
Solver
Creative, critical thinking and
generation of ideas and solving of
critical problems7.
The project team members are
ignoring critical situations and
may not able to communicate
properly with each other.
Monitor
evaluator
The project team members are
strategic thinker and also opt for the
option best for the project based on
own judgements.
Sometimes, the team is lacking
drive as well as capability to
inspire others to do critical
things.
Specialist Single minded and dedicated towards
their work. They are provided special
project related knowledge as well as
They are tend to contribute on
narrow front along with reside on
6 Alberola, Juan M., et al. "An artificial intelligence tool for heterogeneous team formation in the
classroom." Knowledge-Based Systems 101 (2016): 1-14.
7 Nestsiarovich, Kristina, and Dirk Pons. "Team role adoption and distribution in engineering project
meetings." Behavioral Sciences 10.2 (2020): 57.
5PROJECT PLANNING MANAGEMENT AND CONTROL
skills to perform the work. workings.8
Shaper The project team is focused to cope up
with the challenging situations as well
as courage to overcome with the
problems.
They are offended with people’s
feelings.
Implementer Practical, dependable, well-organized
and turns ideas in actions along with
organize their own work as needed.
They are bit inflexible as well as
slow down to achieve their own
responsibilities.
Completer
and finisher
Anxious and search for the errors
before completion of the project work.
They are relied to finish the work
which they are undertaken.
Unwilling to delegate as reluctant
to express their opinions on the
proposals as well as plans,
therefore sometimes it is difficult
to finish it.
1.3 Compare of individual and team performance based on Belbin profiles
Performance evaluation based on individual and team provides feedback to the
workers and the organizational team regarding performance in the organization or project
work. The performance evaluation provides information for helping to boost and improve
over the performance9. It also helps to increase in efficiency as well as define expectations of
management. The performance whether it is individual or team based is compared against
measurable goals and objectives that the employee as well as worker agreed to start.
8 Simeunovic, Aleksandar, and Tobias Landelius. "Belbin’s Team Roles in Agile Software Development."
(2017).
9 Bao, Ruolan. "Research on the Relationship between Team Roles Theory and Team Effectiveness." (2019).
skills to perform the work. workings.8
Shaper The project team is focused to cope up
with the challenging situations as well
as courage to overcome with the
problems.
They are offended with people’s
feelings.
Implementer Practical, dependable, well-organized
and turns ideas in actions along with
organize their own work as needed.
They are bit inflexible as well as
slow down to achieve their own
responsibilities.
Completer
and finisher
Anxious and search for the errors
before completion of the project work.
They are relied to finish the work
which they are undertaken.
Unwilling to delegate as reluctant
to express their opinions on the
proposals as well as plans,
therefore sometimes it is difficult
to finish it.
1.3 Compare of individual and team performance based on Belbin profiles
Performance evaluation based on individual and team provides feedback to the
workers and the organizational team regarding performance in the organization or project
work. The performance evaluation provides information for helping to boost and improve
over the performance9. It also helps to increase in efficiency as well as define expectations of
management. The performance whether it is individual or team based is compared against
measurable goals and objectives that the employee as well as worker agreed to start.
8 Simeunovic, Aleksandar, and Tobias Landelius. "Belbin’s Team Roles in Agile Software Development."
(2017).
9 Bao, Ruolan. "Research on the Relationship between Team Roles Theory and Team Effectiveness." (2019).
6PROJECT PLANNING MANAGEMENT AND CONTROL
Following table shows the difference between individual performance and team performance
based on Belbin profiles:
Factors Individual Performance Team Performance
Advantage of
new
opportunities in
work
There is quickly reviewing and
taking advantage of new
opportunities.
In the team performance, it is
difficult to review new opportunities
and take decisions as it is required
to take each team member’s
suggestions10.
Technical
knowledge
Own technical knowledge as well
as experience is major asset.
It is needed to take other’s technical
viewpoints to go for any changes.
Mistakes In case of individual
performance, there are lot of
changes to do mistakes and there
is no one who can tell regarding
the mistakes. Therefore, it can
affect the entire work results11.
In case of team performance, it is
effective to prevent common
mistakes and omissions from being
spoiling success of the work
operations and other’s works.
Image In regards to individual
performance, people put extra
efforts and provide extra
workloads to ensure that they are
good at individual job.
In the team performance, the team is
successful when each one can help
each other in their work. When the
performance of one member is
affected, then it provides impact on
10 Howell, Ryan. "The Relationship Between Team Role Sub-dimensions, Personality, and Team
Effectiveness." (2018).
11 Burke, C. Shawn, Eleni Georganta, and Shannon Marlow. "A Bottom Up Perspective to Understanding the
Dynamics of Team Roles in Mission Critical Teams." Frontiers in psychology 10 (2019).
Following table shows the difference between individual performance and team performance
based on Belbin profiles:
Factors Individual Performance Team Performance
Advantage of
new
opportunities in
work
There is quickly reviewing and
taking advantage of new
opportunities.
In the team performance, it is
difficult to review new opportunities
and take decisions as it is required
to take each team member’s
suggestions10.
Technical
knowledge
Own technical knowledge as well
as experience is major asset.
It is needed to take other’s technical
viewpoints to go for any changes.
Mistakes In case of individual
performance, there are lot of
changes to do mistakes and there
is no one who can tell regarding
the mistakes. Therefore, it can
affect the entire work results11.
In case of team performance, it is
effective to prevent common
mistakes and omissions from being
spoiling success of the work
operations and other’s works.
Image In regards to individual
performance, people put extra
efforts and provide extra
workloads to ensure that they are
good at individual job.
In the team performance, the team is
successful when each one can help
each other in their work. When the
performance of one member is
affected, then it provides impact on
10 Howell, Ryan. "The Relationship Between Team Role Sub-dimensions, Personality, and Team
Effectiveness." (2018).
11 Burke, C. Shawn, Eleni Georganta, and Shannon Marlow. "A Bottom Up Perspective to Understanding the
Dynamics of Team Roles in Mission Critical Teams." Frontiers in psychology 10 (2019).
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
7PROJECT PLANNING MANAGEMENT AND CONTROL
entire team member’s performance.
Struggle An individual performer have to
engage in power struggling and
failed to see big picture.
In order to achieve a better team
performance, managers are having
turn to table in their own favour.
Collaboration
and knowledge
sharing
The individual performer is not
able to share their own
knowledge with others as the
work is done by itself.
A performance in team is based on
collaboration as well as knowledge
sharing12. Through it, the team
members can get various
perspectives and then figure out best
solutions among all to solve the
problems.
Top performer In case of individual performer, it
is easier to select the top
performer among all the
individuals based on their
individual performance.
In a team performance, it is hard to
select top performer, because in this
case the person should be selected
based on team support and
encouragement to meet with
objectives and goals13.
Knowledge
sharing
The individual performers are not
able to share their knowledge
with others as in the project,
he/she is the only player involved
The team performer can able to
share their knowledge with others
and also provide their own
suggestions regarding any decisions
12 Vukasinovic, Nikola, Vanja Cok, and Roman Zavbi. "Correlation between team composition and team
performance in virtual student product development teams." DS 87-9 Proceedings of the 21st International
Conference on Engineering Design (ICED 17) Vol 9: Design Education, Vancouver, Canada, 21-25.08. 2017.
(2017).
13 Lynch, DeeDee Smartt, Michael J. Lynch, and Cody M. Clemens. "Belbin Team Roles." The Handbook of
Communication Training: A Best Practices Framework for Assessing and Developing Competence (2018).
entire team member’s performance.
Struggle An individual performer have to
engage in power struggling and
failed to see big picture.
In order to achieve a better team
performance, managers are having
turn to table in their own favour.
Collaboration
and knowledge
sharing
The individual performer is not
able to share their own
knowledge with others as the
work is done by itself.
A performance in team is based on
collaboration as well as knowledge
sharing12. Through it, the team
members can get various
perspectives and then figure out best
solutions among all to solve the
problems.
Top performer In case of individual performer, it
is easier to select the top
performer among all the
individuals based on their
individual performance.
In a team performance, it is hard to
select top performer, because in this
case the person should be selected
based on team support and
encouragement to meet with
objectives and goals13.
Knowledge
sharing
The individual performers are not
able to share their knowledge
with others as in the project,
he/she is the only player involved
The team performer can able to
share their knowledge with others
and also provide their own
suggestions regarding any decisions
12 Vukasinovic, Nikola, Vanja Cok, and Roman Zavbi. "Correlation between team composition and team
performance in virtual student product development teams." DS 87-9 Proceedings of the 21st International
Conference on Engineering Design (ICED 17) Vol 9: Design Education, Vancouver, Canada, 21-25.08. 2017.
(2017).
13 Lynch, DeeDee Smartt, Michael J. Lynch, and Cody M. Clemens. "Belbin Team Roles." The Handbook of
Communication Training: A Best Practices Framework for Assessing and Developing Competence (2018).
8PROJECT PLANNING MANAGEMENT AND CONTROL
in the project. to be taken. The team member can
contribute what they know14.
Conflicts Conflict is not happened in
individual performance as it is
one person work and there is no
possibility of arguments with
others15.
In the team work, there is high
changes of team conflicts due to
cultural background, race, skills and
other factors.
Communicatio
n
In case of individual
performance, there is no one with
whom it is required to
communicate, therefore there is
no opportunity to improve the
communication skills.
In team performance, there is
improvement over communication
skills as it is required to interact
with other team members.
1.4 Useful and realistic of Belbin predictions
Belbin’s predictions is useful to identify the behavioural strengths as well as
weaknesses of people in the workplace. The Belbin’s team role is provided a language to
make sure that the individuals as well as team members can connect and effort together with
a better position of understanding16. Based on realistic of the predictions, self-scoring
14 Nestsiarovich, Kristina, and Dirk Pons. "Team role adoption and distribution in engineering project
meetings." Behavioral Sciences 10.2 (2020): 57.
15 Lloyd, Eric Devin. Personality Antecedents of Team Role and Leadership Emergence Over Time. Diss.
Emporia State University, 2018.
16 Lloyd, Eric Devin. Personality Antecedents of Team Role and Leadership Emergence Over Time. Diss.
Emporia State University, 2018.
in the project. to be taken. The team member can
contribute what they know14.
Conflicts Conflict is not happened in
individual performance as it is
one person work and there is no
possibility of arguments with
others15.
In the team work, there is high
changes of team conflicts due to
cultural background, race, skills and
other factors.
Communicatio
n
In case of individual
performance, there is no one with
whom it is required to
communicate, therefore there is
no opportunity to improve the
communication skills.
In team performance, there is
improvement over communication
skills as it is required to interact
with other team members.
1.4 Useful and realistic of Belbin predictions
Belbin’s predictions is useful to identify the behavioural strengths as well as
weaknesses of people in the workplace. The Belbin’s team role is provided a language to
make sure that the individuals as well as team members can connect and effort together with
a better position of understanding16. Based on realistic of the predictions, self-scoring
14 Nestsiarovich, Kristina, and Dirk Pons. "Team role adoption and distribution in engineering project
meetings." Behavioral Sciences 10.2 (2020): 57.
15 Lloyd, Eric Devin. Personality Antecedents of Team Role and Leadership Emergence Over Time. Diss.
Emporia State University, 2018.
16 Lloyd, Eric Devin. Personality Antecedents of Team Role and Leadership Emergence Over Time. Diss.
Emporia State University, 2018.
9PROJECT PLANNING MANAGEMENT AND CONTROL
questionnaire is not so reliable way to determine roles of the team. Apart from that, it
discovers way to forecast success of the team in various kinds of project work.
The factors which are relevant to the team performance are as follows:
Communication: An effective communication is required to develop a proper teams.
In order to understand the organizational objectives as well as goals, the teams should
develop communication channel to transfer information and data from one person to other.
Team meetings is the best communication channel to discuss the issues faced in the project.
Cohesiveness: When working in a team, it is mainly required to trust each other and
help each other in the work17. The team cohesion will provide affect an extent to which the
members are liked each other and respect each other’s opinions.
17 Alberola, Juan M., et al. "An artificial intelligence tool for heterogeneous team formation in the
classroom." Knowledge-Based Systems 101 (2016): 1-14.
questionnaire is not so reliable way to determine roles of the team. Apart from that, it
discovers way to forecast success of the team in various kinds of project work.
The factors which are relevant to the team performance are as follows:
Communication: An effective communication is required to develop a proper teams.
In order to understand the organizational objectives as well as goals, the teams should
develop communication channel to transfer information and data from one person to other.
Team meetings is the best communication channel to discuss the issues faced in the project.
Cohesiveness: When working in a team, it is mainly required to trust each other and
help each other in the work17. The team cohesion will provide affect an extent to which the
members are liked each other and respect each other’s opinions.
17 Alberola, Juan M., et al. "An artificial intelligence tool for heterogeneous team formation in the
classroom." Knowledge-Based Systems 101 (2016): 1-14.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
10PROJECT PLANNING MANAGEMENT AND CONTROL
2. Cost performance baseline
2.1 Steps to create cost performance baseline for the engineering project
Before the project started, the planned S-curve is prepared based on project schedule
for the engineering project with 100 activities. S-curve represents cumulative progress of the
project activities against the project schedule. A weighted average of the project progress of
the project activities is being calculated against the project time schedule of 12 months. In
order to create the cost performance baseline (S-curve), it is required to use the earned value
management technique to track actual project work that is required to be done and compared
with what is required to be done18. The earned value management is a method to make project
growth tracking as well as controlling of the project plan. S-curve is providing the graphical
report plotted the cumulative project of the project progress against the project time.
Following are the steps required to generate S-curve as:
I. Creating the project schedule for the engineering project considering 100
activities for 12 months. It provides with timeline for all 100 project activities.
II. Then there is a calculation of how much work is required to be done based on
the project schedule for 100 activities.
III. The cumulative value of each project work against total number of days is to
be calculated19.
IV. Cumulative work is to be plotted against the project timeline. S-curve is used
to evaluate development of the plan as well as performance, with usage of the
earned value management (EVM).
18 Kerkhove, L-P., and Mario Vanhoucke. "Extensions of earned value management: Using the earned incentive
metric to improve signal quality." International Journal of Project Management 35.2 (2017): 148-168.
19 Chen, Hong Long, Wei Tong Chen, and Ying Lien Lin. "Earned value project management: Improving the
predictive power of planned value." International Journal of Project Management 34.1 (2016): 22-29.
2. Cost performance baseline
2.1 Steps to create cost performance baseline for the engineering project
Before the project started, the planned S-curve is prepared based on project schedule
for the engineering project with 100 activities. S-curve represents cumulative progress of the
project activities against the project schedule. A weighted average of the project progress of
the project activities is being calculated against the project time schedule of 12 months. In
order to create the cost performance baseline (S-curve), it is required to use the earned value
management technique to track actual project work that is required to be done and compared
with what is required to be done18. The earned value management is a method to make project
growth tracking as well as controlling of the project plan. S-curve is providing the graphical
report plotted the cumulative project of the project progress against the project time.
Following are the steps required to generate S-curve as:
I. Creating the project schedule for the engineering project considering 100
activities for 12 months. It provides with timeline for all 100 project activities.
II. Then there is a calculation of how much work is required to be done based on
the project schedule for 100 activities.
III. The cumulative value of each project work against total number of days is to
be calculated19.
IV. Cumulative work is to be plotted against the project timeline. S-curve is used
to evaluate development of the plan as well as performance, with usage of the
earned value management (EVM).
18 Kerkhove, L-P., and Mario Vanhoucke. "Extensions of earned value management: Using the earned incentive
metric to improve signal quality." International Journal of Project Management 35.2 (2017): 148-168.
19 Chen, Hong Long, Wei Tong Chen, and Ying Lien Lin. "Earned value project management: Improving the
predictive power of planned value." International Journal of Project Management 34.1 (2016): 22-29.
11PROJECT PLANNING MANAGEMENT AND CONTROL
V. S-curve is generated with EVM processes, and it is a basis to assess the
development of the plan along with its performance20.
VI. This steps will provide with planned S-curve as there is required to plot the
planned timeline of the plan work with respect to the plan schedule.
VII. Comparing to planned S-curve, known as planned value, earned value in
addition actual cost curvet is revealed with the current status as well as future
forecasts.
VIII. By using following formulas, earned value besides actual cost is to be
analyzed.
PV (BCWS) = budgeted amount through current time period
EV (BCWP) = total budget *percentage of the project completion
ACWP= cost incurred to accomplish the work performed
IX. If the actual work progress is to be planned in similar way, then it will provide
with actual S-curve21.
X. In similar way, it is required to plot actual cumulative cost spending against
the project timeline for getting actual cost curve. For the engineering project,
the project work is started at relatively slow pace in the starting. It picks at
middle of project timeline and it slows down the project activities towards end
of the project planning.
20 Miguel, Angelimarie, Wira Madria, and Ronaldo Polancos. "Project Management Model: Integrating Earned
Schedule, Quality, and Risk in Earned Value Management." 2019 IEEE 6th International Conference on
Industrial Engineering and Applications (ICIEA). IEEE, 2019.
21 Netto, Joaquim Teixeira, et al. "Critical factors and Benefits in the use of Earned Value Management in
construction." Brazilian Journal of Operations & Production Management 17.1 (2020): 1-10.
V. S-curve is generated with EVM processes, and it is a basis to assess the
development of the plan along with its performance20.
VI. This steps will provide with planned S-curve as there is required to plot the
planned timeline of the plan work with respect to the plan schedule.
VII. Comparing to planned S-curve, known as planned value, earned value in
addition actual cost curvet is revealed with the current status as well as future
forecasts.
VIII. By using following formulas, earned value besides actual cost is to be
analyzed.
PV (BCWS) = budgeted amount through current time period
EV (BCWP) = total budget *percentage of the project completion
ACWP= cost incurred to accomplish the work performed
IX. If the actual work progress is to be planned in similar way, then it will provide
with actual S-curve21.
X. In similar way, it is required to plot actual cumulative cost spending against
the project timeline for getting actual cost curve. For the engineering project,
the project work is started at relatively slow pace in the starting. It picks at
middle of project timeline and it slows down the project activities towards end
of the project planning.
20 Miguel, Angelimarie, Wira Madria, and Ronaldo Polancos. "Project Management Model: Integrating Earned
Schedule, Quality, and Risk in Earned Value Management." 2019 IEEE 6th International Conference on
Industrial Engineering and Applications (ICIEA). IEEE, 2019.
21 Netto, Joaquim Teixeira, et al. "Critical factors and Benefits in the use of Earned Value Management in
construction." Brazilian Journal of Operations & Production Management 17.1 (2020): 1-10.
12PROJECT PLANNING MANAGEMENT AND CONTROL
XI. As the S-curve is related to plot the cumulative value of the cost against the
time, then slope of subsequent curve signifies rate of the scheme cost for
ACWP, BCWS, and BCWP at that opinion in time.
XII. When the percentage progress and timeline is initially provided a slope, then it
indicates slow start. The project is started with few activities, and started with
more activities as time is progressed.
XIII. As there is an increase in number of project activities, then the S-curve is
started to become sharper22.
Earned Value Management is involved to plot the values on the graph to help the
engineering project stakeholders concerned to imagine progress as well as health of the
project work. In the S-curve, it is required to plot ACWP, BCWS, and BCWP on the graph
and asked for interpretation of the project graph. Insights which are gained from the S-curve
or the graph:
When EV or BCWP is below PV or BCWS, then the plan is to be behind the
schedule, when BCWP is above BCWS, then the project becomes ahead of the
project schedule23.
When ACWP is below BCWP, the project is in budget, and if ACWP is above
BCWS, then the project is over the budget line.
22 Moslemi Naeni, L., and A. Salehipour. "An extension of fuzzy earned value management model for uncertain
and complex projects." International Research Network on Organizing by Projects (2017).
23 Schumann, Deborah C. "Earned Value Management (EVM) System Description." (2019).
XI. As the S-curve is related to plot the cumulative value of the cost against the
time, then slope of subsequent curve signifies rate of the scheme cost for
ACWP, BCWS, and BCWP at that opinion in time.
XII. When the percentage progress and timeline is initially provided a slope, then it
indicates slow start. The project is started with few activities, and started with
more activities as time is progressed.
XIII. As there is an increase in number of project activities, then the S-curve is
started to become sharper22.
Earned Value Management is involved to plot the values on the graph to help the
engineering project stakeholders concerned to imagine progress as well as health of the
project work. In the S-curve, it is required to plot ACWP, BCWS, and BCWP on the graph
and asked for interpretation of the project graph. Insights which are gained from the S-curve
or the graph:
When EV or BCWP is below PV or BCWS, then the plan is to be behind the
schedule, when BCWP is above BCWS, then the project becomes ahead of the
project schedule23.
When ACWP is below BCWP, the project is in budget, and if ACWP is above
BCWS, then the project is over the budget line.
22 Moslemi Naeni, L., and A. Salehipour. "An extension of fuzzy earned value management model for uncertain
and complex projects." International Research Network on Organizing by Projects (2017).
23 Schumann, Deborah C. "Earned Value Management (EVM) System Description." (2019).
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
13PROJECT PLANNING MANAGEMENT AND CONTROL
Figure 1: S-curve showing EV, PV and AC
(Source: Navid et al. 2017, pp.107)
Below EVM chart shows the S-curve of EV, PV and AC, where the solid line shows
the actual figures and the dotted lines will represent the forecasted figures. Therefore, this
method helps to assess performance of the plan by figuring the development results. It is
achieved by contrast of the project progress as well as budget of work scheduled to definite
project costs. This analysis helps to measure performance of project with the project schedule
as well as cost based on identified 100 project activities. The earned value calculation is
provided insights that there is normal tracking of the project planning. The S-curve helps the
project manager to control over development activities to make it faster for achieving the
project objectives to complete the engineering project in scheduled 12 months.
Schedule performance index (SPI) is considered by EV / PV and cost performance
index (CPI) is planned by EV /AC. SPI is the ratio of accepted budget for work achieved to
its accepted budget for work planned. CPI is the ratio of accepted economical for the work to
Figure 1: S-curve showing EV, PV and AC
(Source: Navid et al. 2017, pp.107)
Below EVM chart shows the S-curve of EV, PV and AC, where the solid line shows
the actual figures and the dotted lines will represent the forecasted figures. Therefore, this
method helps to assess performance of the plan by figuring the development results. It is
achieved by contrast of the project progress as well as budget of work scheduled to definite
project costs. This analysis helps to measure performance of project with the project schedule
as well as cost based on identified 100 project activities. The earned value calculation is
provided insights that there is normal tracking of the project planning. The S-curve helps the
project manager to control over development activities to make it faster for achieving the
project objectives to complete the engineering project in scheduled 12 months.
Schedule performance index (SPI) is considered by EV / PV and cost performance
index (CPI) is planned by EV /AC. SPI is the ratio of accepted budget for work achieved to
its accepted budget for work planned. CPI is the ratio of accepted economical for the work to
14PROJECT PLANNING MANAGEMENT AND CONTROL
be performed to actually spend for the project work24. The cost variance will show deviation
spend project cost as well as predictable project cost. The schedule variance will show
deviation in consumed project time as well as projected time. Schedule variance (SV) = EV-
PV and cost variance = EV- AC.
2.2 Factors influence stability of the baseline
The cost baseline is handling amount of money that the engineering project is
forecasted to cost and on other side, when the money is to be spent. The cost baseline is
approved project budget in time distribution format for estimation, monitoring as well as
controlling over the performance of the cost for the engineering project25. The factors which
can provide influence of the cost baseline as follows:
Improper scope: The stability of the cost baseline is being affected when the project is
not planned properly as well as there is significant changes to the project scope. If changes
are occurred to the plan scope baseline, then the schedule is adjusted26. The cost baseline is
changing and it provides influences on stability of the baseline.
Stakeholder’s influences: The key stakeholders for the engineering project are project
clients, consultants as well as contractors of the project. It is required to identify experience
of the project contractors as well as personnel skills as factors influence on stability of cost
baseline27. The client influences on project work and also concluded that leadership of the
24 Chang, Chia-Jui, and Szu-Wei Yu. "Three-variance approach for updating earned value
management." Journal of Construction Engineering and Management 144.6 (2018): 04018045.
25 Moradi, Navid, S. Meysam Mousavi, and Behnam Vahdani. "An earned value model with risk analysis for
project management under uncertain conditions." Journal of Intelligent & Fuzzy Systems 32.1 (2017): 97-113.
26 Fossum, Knut R., et al. "Success factors in global project management." International Journal of Managing
Projects in Business (2019).
27 Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the
software project life cycle." International Journal of Managing Projects in Business (2019).
be performed to actually spend for the project work24. The cost variance will show deviation
spend project cost as well as predictable project cost. The schedule variance will show
deviation in consumed project time as well as projected time. Schedule variance (SV) = EV-
PV and cost variance = EV- AC.
2.2 Factors influence stability of the baseline
The cost baseline is handling amount of money that the engineering project is
forecasted to cost and on other side, when the money is to be spent. The cost baseline is
approved project budget in time distribution format for estimation, monitoring as well as
controlling over the performance of the cost for the engineering project25. The factors which
can provide influence of the cost baseline as follows:
Improper scope: The stability of the cost baseline is being affected when the project is
not planned properly as well as there is significant changes to the project scope. If changes
are occurred to the plan scope baseline, then the schedule is adjusted26. The cost baseline is
changing and it provides influences on stability of the baseline.
Stakeholder’s influences: The key stakeholders for the engineering project are project
clients, consultants as well as contractors of the project. It is required to identify experience
of the project contractors as well as personnel skills as factors influence on stability of cost
baseline27. The client influences on project work and also concluded that leadership of the
24 Chang, Chia-Jui, and Szu-Wei Yu. "Three-variance approach for updating earned value
management." Journal of Construction Engineering and Management 144.6 (2018): 04018045.
25 Moradi, Navid, S. Meysam Mousavi, and Behnam Vahdani. "An earned value model with risk analysis for
project management under uncertain conditions." Journal of Intelligent & Fuzzy Systems 32.1 (2017): 97-113.
26 Fossum, Knut R., et al. "Success factors in global project management." International Journal of Managing
Projects in Business (2019).
27 Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the
software project life cycle." International Journal of Managing Projects in Business (2019).
15PROJECT PLANNING MANAGEMENT AND CONTROL
client provides huge influence on the project cost along with project success. Collaboration
with the consultants is playing a key part in performance of the development cost28. The
stakeholder’s influences are considered as collaboration, experience of the contractor,
experience, personnel skills and consultants.
Market conditions: Price in addition to supply stability is considered as the market
conditions. Bidder’s competition is a significant indicator for market conditions, and the
market conditions provide impact on stability of baseline by fluctuation in price, competition
levels, supply as well as demand shocks and cyclical volatility29.
Engineering regulations: The regulatory factors are providing impact on the
engineering work. The engineering regulations are seen as supervisory outline which are
providing direct impact on performance of project30. The indicators provided impacts on
baseline are engineering codes, consents, health as well as safety act and contract.
2.3 Project monitoring approaches
Apart from the Earned Value Management Technique for controlling in addition
monitoring the project cost, following are the approaches which used to monitor the project
cost such as:
28 Pandya, Prashant. "Managing complex R&D projects-strategies from project management
perspectives." Chronicles of Pharma-ceutical Science 1 (2017): 114-117.
29 Andersen, Erling S., and Kristoffer V. Grude. "Our tribute to Rodney–and the importance of goal directed
project management." International Journal of Project Management 36.1 (2018): 227-230.
30 Pollard, Carol E. "Lessons learned from client projects in an undergraduate project management
course." Journal of Information Systems Education 23.3 (2019): 3.
client provides huge influence on the project cost along with project success. Collaboration
with the consultants is playing a key part in performance of the development cost28. The
stakeholder’s influences are considered as collaboration, experience of the contractor,
experience, personnel skills and consultants.
Market conditions: Price in addition to supply stability is considered as the market
conditions. Bidder’s competition is a significant indicator for market conditions, and the
market conditions provide impact on stability of baseline by fluctuation in price, competition
levels, supply as well as demand shocks and cyclical volatility29.
Engineering regulations: The regulatory factors are providing impact on the
engineering work. The engineering regulations are seen as supervisory outline which are
providing direct impact on performance of project30. The indicators provided impacts on
baseline are engineering codes, consents, health as well as safety act and contract.
2.3 Project monitoring approaches
Apart from the Earned Value Management Technique for controlling in addition
monitoring the project cost, following are the approaches which used to monitor the project
cost such as:
28 Pandya, Prashant. "Managing complex R&D projects-strategies from project management
perspectives." Chronicles of Pharma-ceutical Science 1 (2017): 114-117.
29 Andersen, Erling S., and Kristoffer V. Grude. "Our tribute to Rodney–and the importance of goal directed
project management." International Journal of Project Management 36.1 (2018): 227-230.
30 Pollard, Carol E. "Lessons learned from client projects in an undergraduate project management
course." Journal of Information Systems Education 23.3 (2019): 3.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
16PROJECT PLANNING MANAGEMENT AND CONTROL
a. Planning budget: At the starting of project planning session, the project budget helps
to make the cost incurred through the project lifecycle. The project budget entails the
research as well as critical thinking.
b. Keep track of cost: It is the best way to prepare the project budget means time based.
It helps to keep track of the project cost in all project phases. Tracking of the project
cost also helps to show how the future of engineering project will evolve and how the
project will be goin31g. The performance reviews are to be compared with the past
performance with present performance to review how the project is to be evolved
until current present time.
c. Time management: It is an approach for an efficient time management. It is not used
for all management areas, while it is required for the project cost controlling. If it is
not possible to meet with the project deadlines, then it increases the project cost32.
Longer the project is to be longer, then higher will be the cost incurred and there is an
increase in cost baseline33. Therefore, time management is required for fixed the cost.
d. Project change control: It is other approach as the control system is taken into
considerations for the project changes. Change to the project scope can lead to
increase the project budget, therefore it is required to control over the project
deliverables, such that changes cannot increase the project cost34.
31 Novo, Bianca, Eric A. Landis, and Mary Lewis Haley. "Leadership and its role in the success of project
management." Journal of Leadership, Accountability and Ethics 14.1 (2017).
32 Larsson, Johan, Per Erik Eriksson, and Ossi Pesämaa. "The importance of hard project management and team
motivation for construction project performance." International Journal of Managing Projects in
Business (2018).
33 Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the
software project life cycle." International Journal of Managing Projects in Business (2019).
34 Pandya, Prashant. "Managing complex R&D projects-strategies from project management
perspectives." Chronicles of Pharma-ceutical Science 1 (2017): 114-117.
a. Planning budget: At the starting of project planning session, the project budget helps
to make the cost incurred through the project lifecycle. The project budget entails the
research as well as critical thinking.
b. Keep track of cost: It is the best way to prepare the project budget means time based.
It helps to keep track of the project cost in all project phases. Tracking of the project
cost also helps to show how the future of engineering project will evolve and how the
project will be goin31g. The performance reviews are to be compared with the past
performance with present performance to review how the project is to be evolved
until current present time.
c. Time management: It is an approach for an efficient time management. It is not used
for all management areas, while it is required for the project cost controlling. If it is
not possible to meet with the project deadlines, then it increases the project cost32.
Longer the project is to be longer, then higher will be the cost incurred and there is an
increase in cost baseline33. Therefore, time management is required for fixed the cost.
d. Project change control: It is other approach as the control system is taken into
considerations for the project changes. Change to the project scope can lead to
increase the project budget, therefore it is required to control over the project
deliverables, such that changes cannot increase the project cost34.
31 Novo, Bianca, Eric A. Landis, and Mary Lewis Haley. "Leadership and its role in the success of project
management." Journal of Leadership, Accountability and Ethics 14.1 (2017).
32 Larsson, Johan, Per Erik Eriksson, and Ossi Pesämaa. "The importance of hard project management and team
motivation for construction project performance." International Journal of Managing Projects in
Business (2018).
33 Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the
software project life cycle." International Journal of Managing Projects in Business (2019).
34 Pandya, Prashant. "Managing complex R&D projects-strategies from project management
perspectives." Chronicles of Pharma-ceutical Science 1 (2017): 114-117.
17PROJECT PLANNING MANAGEMENT AND CONTROL
3. Project definition activity
3.1 Importance of the project definition activity for effective project management
The project definition activity is defined as set of the project goals, together with the
project needs and specifications in terms of the project scope, schedule as well as project
budget. Each of the project is started with a vision and idea, and project definition phase
shows the project’s purpose to the stakeholders so that the project team can able to
understand motives behind performing the project work. Among the project management
phases, the project definition is second phase where the project requirements are linked with
project results clearly defined. It is important for the project management as it involves in
identifying expectations of the project parties with regard to the project results35. Secondly, it
has effective importance in the project management as it is total amount of work performed
converts the input in proper outputs.
Definition activity is defined as the process used to identify as well as document
required actions need to implement as well as perform the project work. It also helps to
produce the project deliverables. The project definition activity is scheduled phase into the
project plan with a distinct starting and ending of the project plan. It contains various project
tasks and based on the project activities, the entire process is completed. Duration of the
definition activity is being determined by effort provides to finish assigned tasks36. The result
of project definition phase is list of the project activities from different project parties those
are involved in the project work. List of the definite project requirements is than presented to
35 Ramanayaka, Chamila DD, and Monty Sutrisna. "Securing clients' objectives throughout construction project
lifecycles." Built Environment Project and Asset Management (2017).
36 Hajikazemi, S., K. Razmdoost, and H. Smyth. "Value Co-creation through Early Warning Signs in a Project
Setting." European Academy of Management (EURAM) (2017).
3. Project definition activity
3.1 Importance of the project definition activity for effective project management
The project definition activity is defined as set of the project goals, together with the
project needs and specifications in terms of the project scope, schedule as well as project
budget. Each of the project is started with a vision and idea, and project definition phase
shows the project’s purpose to the stakeholders so that the project team can able to
understand motives behind performing the project work. Among the project management
phases, the project definition is second phase where the project requirements are linked with
project results clearly defined. It is important for the project management as it involves in
identifying expectations of the project parties with regard to the project results35. Secondly, it
has effective importance in the project management as it is total amount of work performed
converts the input in proper outputs.
Definition activity is defined as the process used to identify as well as document
required actions need to implement as well as perform the project work. It also helps to
produce the project deliverables. The project definition activity is scheduled phase into the
project plan with a distinct starting and ending of the project plan. It contains various project
tasks and based on the project activities, the entire process is completed. Duration of the
definition activity is being determined by effort provides to finish assigned tasks36. The result
of project definition phase is list of the project activities from different project parties those
are involved in the project work. List of the definite project requirements is than presented to
35 Ramanayaka, Chamila DD, and Monty Sutrisna. "Securing clients' objectives throughout construction project
lifecycles." Built Environment Project and Asset Management (2017).
36 Hajikazemi, S., K. Razmdoost, and H. Smyth. "Value Co-creation through Early Warning Signs in a Project
Setting." European Academy of Management (EURAM) (2017).
18PROJECT PLANNING MANAGEMENT AND CONTROL
the project manager for taking approval from the decision makers. It is a successful phase of
the project management as focused to develop a roadmap of the project work.
3.2 Good practice project definition process
The activities of the project definition processes are:
Compiling to the project requirements with the project clients, customers, end
users as well as project team
Balancing the project requirements
Testing the feasibility of the project requirements 37
Report to the project client and customers regarding the project requirements
Preparation of the cost factors required to estimate the project budgeted cost
A result of the good project definition phase is approved list of the project
requirements as well as control reports and project progresses. The project definition process
is a good practice for the project manager as well as project team members as it helps to make
sure that the project goals are determined using SMART objectives38. After identification of
the project goals, there is clear defined roles as well as responsibilities of each individual
project team members. The documents required for the project definition processes are:
Scope statement: The document helps to define the business requirements, benefits of
the project plan, deliverables, as well as key milestones. The project scope statement helps to
define in and out of project scope items39. The scope statement can change through the
37 Eastman, Christine Angela. "The Quest for Leadership at Wembley Stadium." Improving Workplace
Learning by Teaching Literature. Springer, Cham, 2016. 35-56.
38 Andersen, Erling S., and Kristoffer V. Grude. "Our tribute to Rodney–and the importance of goal directed
project management." International Journal of Project Management 36.1 (2018): 227-230.
39 Pandya, Prashant. "Managing complex R&D projects-strategies from project management
perspectives." Chronicles of Pharma-ceutical Science 1 (2017): 114-117.
the project manager for taking approval from the decision makers. It is a successful phase of
the project management as focused to develop a roadmap of the project work.
3.2 Good practice project definition process
The activities of the project definition processes are:
Compiling to the project requirements with the project clients, customers, end
users as well as project team
Balancing the project requirements
Testing the feasibility of the project requirements 37
Report to the project client and customers regarding the project requirements
Preparation of the cost factors required to estimate the project budgeted cost
A result of the good project definition phase is approved list of the project
requirements as well as control reports and project progresses. The project definition process
is a good practice for the project manager as well as project team members as it helps to make
sure that the project goals are determined using SMART objectives38. After identification of
the project goals, there is clear defined roles as well as responsibilities of each individual
project team members. The documents required for the project definition processes are:
Scope statement: The document helps to define the business requirements, benefits of
the project plan, deliverables, as well as key milestones. The project scope statement helps to
define in and out of project scope items39. The scope statement can change through the
37 Eastman, Christine Angela. "The Quest for Leadership at Wembley Stadium." Improving Workplace
Learning by Teaching Literature. Springer, Cham, 2016. 35-56.
38 Andersen, Erling S., and Kristoffer V. Grude. "Our tribute to Rodney–and the importance of goal directed
project management." International Journal of Project Management 36.1 (2018): 227-230.
39 Pandya, Prashant. "Managing complex R&D projects-strategies from project management
perspectives." Chronicles of Pharma-ceutical Science 1 (2017): 114-117.
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
19PROJECT PLANNING MANAGEMENT AND CONTROL
project work, therefore it requires approval from the project client before starting the project
work.
Work breakdown structure: It shows the visual representation of the project activities
and breaks down the project scope in manageable phases for the project team members.
Milestones: It helps to identify a high level project milestones which are required to
meet through entire project work. It is also included project Gantt chart.
Communication plan: It is important for the project planning as it helps to interact
with the external stakeholders and develop messaging around project planning40. It creates a
project schedule of when to communication and with whom to communicate.
3.3 Evaluation of project definition stage used in Wembley case study
In the case study of Wembley Stadium, it is seen that the new stadium is a national
success for the country but it took 5 years to build. It is longer as compared to its scheduled
time as well as cost is even doubled from its first estimation. Increase in the project cost as
well as not able to meet with its scheduled time are two main factors that lead to failure of the
project definition stage41. From the case study data, it is seen that in the year 1996, Wembley
was being selected for the site of national stadium for the sports of the football, rugby as well
as athletics. After six years late i.e. in the year 2002, financial values for the project was
lastly agreed, which allowed the Australian company multiplex for designing as well as
building of the new stadium at a fixed cost of around £458 million. From this statement, it
was clear that the project goals for the new stadium project was not clear, therefore it took lot
40 Pollard, Carol E. "Lessons learned from client projects in an undergraduate project management
course." Journal of Information Systems Education 23.3 (2019): 3.
41 Yan, Min-Ren, et al. "Towards a City-Based Cultural Ecosystem Service Innovation Framework as Improved
Public-Private-Partnership Model—A Case Study of Kaohsiung Dome." Journal of Open Innovation:
Technology, Market, and Complexity 5.4 (2019): 85.
project work, therefore it requires approval from the project client before starting the project
work.
Work breakdown structure: It shows the visual representation of the project activities
and breaks down the project scope in manageable phases for the project team members.
Milestones: It helps to identify a high level project milestones which are required to
meet through entire project work. It is also included project Gantt chart.
Communication plan: It is important for the project planning as it helps to interact
with the external stakeholders and develop messaging around project planning40. It creates a
project schedule of when to communication and with whom to communicate.
3.3 Evaluation of project definition stage used in Wembley case study
In the case study of Wembley Stadium, it is seen that the new stadium is a national
success for the country but it took 5 years to build. It is longer as compared to its scheduled
time as well as cost is even doubled from its first estimation. Increase in the project cost as
well as not able to meet with its scheduled time are two main factors that lead to failure of the
project definition stage41. From the case study data, it is seen that in the year 1996, Wembley
was being selected for the site of national stadium for the sports of the football, rugby as well
as athletics. After six years late i.e. in the year 2002, financial values for the project was
lastly agreed, which allowed the Australian company multiplex for designing as well as
building of the new stadium at a fixed cost of around £458 million. From this statement, it
was clear that the project goals for the new stadium project was not clear, therefore it took lot
40 Pollard, Carol E. "Lessons learned from client projects in an undergraduate project management
course." Journal of Information Systems Education 23.3 (2019): 3.
41 Yan, Min-Ren, et al. "Towards a City-Based Cultural Ecosystem Service Innovation Framework as Improved
Public-Private-Partnership Model—A Case Study of Kaohsiung Dome." Journal of Open Innovation:
Technology, Market, and Complexity 5.4 (2019): 85.
20PROJECT PLANNING MANAGEMENT AND CONTROL
time for approval of the cost. Following are the factors where the project went wrong in the
project definition stage as:
Time scheduling: Between the year 1996 and 2002, the list of the events were
analyzed in the case study helped to understand the what left right and what left incorrect in
the development work. In the year 1996, after selection of the site for the stadium
construction, it took seven months for setting up the private business below authority of the
Football Association (FA). It was too long time for setting up a company for the plan. It went
wrong for the development plan as the project scope was not clear. It was a large project and
costed lots of pounds to be constructed42. Wembley project was thought to be started in the
year 2000 and completed on the year 2003, while due to the financial issues in addition
differences over plan stakeholders, the project was not started previous than September,
2002. Opening date for the new stadium was selected in 2006, but due to fear from people
that the stadium was not ready to open, it took times. . Multiplex had to pay consequences for
late delivery as it was many years of delays. Finally, in the year 2007, it was estimated to
open.
Budget estimation: Based on the large project of Wembley Stadium and its data from
the case study, it is seen a high budget was required for the project to complete. In the year
1998, Sport England given £120 million to WNSL in the National Lottery Funding. Wembley
National Stadium Limited (WNSL) bough the old stadium for 106 million of pounds. Then
after one year, the existing stadium was shut down. In December 2000, WNSL was not able
to discover any profitable finance for building new stadium. The budget was so high that it
42 Romney, Miles, Richard G. Johnson, and Kristy Roschke. "Narratives of life experience in the digital space: a
case study of the images in Richard Deitsch’s single best moment project." Information, Communication &
Society 20.7 (2017): 1040-1056.
time for approval of the cost. Following are the factors where the project went wrong in the
project definition stage as:
Time scheduling: Between the year 1996 and 2002, the list of the events were
analyzed in the case study helped to understand the what left right and what left incorrect in
the development work. In the year 1996, after selection of the site for the stadium
construction, it took seven months for setting up the private business below authority of the
Football Association (FA). It was too long time for setting up a company for the plan. It went
wrong for the development plan as the project scope was not clear. It was a large project and
costed lots of pounds to be constructed42. Wembley project was thought to be started in the
year 2000 and completed on the year 2003, while due to the financial issues in addition
differences over plan stakeholders, the project was not started previous than September,
2002. Opening date for the new stadium was selected in 2006, but due to fear from people
that the stadium was not ready to open, it took times. . Multiplex had to pay consequences for
late delivery as it was many years of delays. Finally, in the year 2007, it was estimated to
open.
Budget estimation: Based on the large project of Wembley Stadium and its data from
the case study, it is seen a high budget was required for the project to complete. In the year
1998, Sport England given £120 million to WNSL in the National Lottery Funding. Wembley
National Stadium Limited (WNSL) bough the old stadium for 106 million of pounds. Then
after one year, the existing stadium was shut down. In December 2000, WNSL was not able
to discover any profitable finance for building new stadium. The budget was so high that it
42 Romney, Miles, Richard G. Johnson, and Kristy Roschke. "Narratives of life experience in the digital space: a
case study of the images in Richard Deitsch’s single best moment project." Information, Communication &
Society 20.7 (2017): 1040-1056.
21PROJECT PLANNING MANAGEMENT AND CONTROL
took six years to let the Australian company for designing besides building the new stadium
with a fixed price of £458 million.
Quality: The quality issue of the project was analyzed from the starting when WNSL
was not have any idea regarding their real cost for the project work. They were not able to
find any founders for their project43. At the time of signing the contract for the stadium
construction, it was mentioned that it was deal of 332 million pounds while after end of the
stadium work, it was cited as above 332 million pounds. Next quality issue is regarding
wrong forecasting of executives related to operational cost required for the stadium. It was
calculated as half amount which was now. Even WNSL did not use a proper standard as well
as logistics for their large scale project, Wembley Stadium.
Safety: For the construction of stadium, WNSL selected the construction company,
Multiplex based on their experiences to work in the construction field. While due to first
incident, it showed low quality of the structure work of Multiplex on 2004, when scaffolding
misshapen at building areas as well as one of the construction worker was wounded also one
died44. Multiplex Construction Company was not followed proper safety guards for their
workers.
The right thing was that the stakeholder engagement plan provided was proper as all
the stakeholders were involved in their job in efficient way. Funding of the project took time,
but it was later properly managed by WNSL. Payment for each of the stakeholders were also
43 Ramanayaka, Chamila DD, and Monty Sutrisna. "Securing clients' objectives throughout construction project
lifecycles." Built Environment Project and Asset Management (2017).
44 Yan, Min-Ren, et al. "Towards a City-Based Cultural Ecosystem Service Innovation Framework as Improved
Public-Private-Partnership Model—A Case Study of Kaohsiung Dome." Journal of Open Innovation:
Technology, Market, and Complexity 5.4 (2019): 85.
took six years to let the Australian company for designing besides building the new stadium
with a fixed price of £458 million.
Quality: The quality issue of the project was analyzed from the starting when WNSL
was not have any idea regarding their real cost for the project work. They were not able to
find any founders for their project43. At the time of signing the contract for the stadium
construction, it was mentioned that it was deal of 332 million pounds while after end of the
stadium work, it was cited as above 332 million pounds. Next quality issue is regarding
wrong forecasting of executives related to operational cost required for the stadium. It was
calculated as half amount which was now. Even WNSL did not use a proper standard as well
as logistics for their large scale project, Wembley Stadium.
Safety: For the construction of stadium, WNSL selected the construction company,
Multiplex based on their experiences to work in the construction field. While due to first
incident, it showed low quality of the structure work of Multiplex on 2004, when scaffolding
misshapen at building areas as well as one of the construction worker was wounded also one
died44. Multiplex Construction Company was not followed proper safety guards for their
workers.
The right thing was that the stakeholder engagement plan provided was proper as all
the stakeholders were involved in their job in efficient way. Funding of the project took time,
but it was later properly managed by WNSL. Payment for each of the stakeholders were also
43 Ramanayaka, Chamila DD, and Monty Sutrisna. "Securing clients' objectives throughout construction project
lifecycles." Built Environment Project and Asset Management (2017).
44 Yan, Min-Ren, et al. "Towards a City-Based Cultural Ecosystem Service Innovation Framework as Improved
Public-Private-Partnership Model—A Case Study of Kaohsiung Dome." Journal of Open Innovation:
Technology, Market, and Complexity 5.4 (2019): 85.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
22PROJECT PLANNING MANAGEMENT AND CONTROL
provided in efficient way and design build contract was used to make agreement with the
construction company45.
In order to improve over its current process, it should require for WNSL with proper
planning of project budgeting as well as scheduling. The budgeting helps to determine proper
cost for the project so that it would not take long time to decide the project finance and total
cost required for stadium construction work. As it was a large project, a proper project
management scheduling software should require to schedule entire project so that there was
low chances of project errors in time estimation46. Quality and safety should also require to
maintain for the construction materials and construction workers respectively on the
construction sites. All the construction materials should be better quality and meet with the
client’s expectations. In similar way, safety standards should also followed by the
construction company to ensure that the workers are safe while working at the site.
45 Moradi, Navid, S. Meysam Mousavi, and Behnam Vahdani. "An earned value model with risk analysis for
project management under uncertain conditions." Journal of Intelligent & Fuzzy Systems 32.1 (2017): 97-113.
46 Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the
software project life cycle." International Journal of Managing Projects in Business (2019).
provided in efficient way and design build contract was used to make agreement with the
construction company45.
In order to improve over its current process, it should require for WNSL with proper
planning of project budgeting as well as scheduling. The budgeting helps to determine proper
cost for the project so that it would not take long time to decide the project finance and total
cost required for stadium construction work. As it was a large project, a proper project
management scheduling software should require to schedule entire project so that there was
low chances of project errors in time estimation46. Quality and safety should also require to
maintain for the construction materials and construction workers respectively on the
construction sites. All the construction materials should be better quality and meet with the
client’s expectations. In similar way, safety standards should also followed by the
construction company to ensure that the workers are safe while working at the site.
45 Moradi, Navid, S. Meysam Mousavi, and Behnam Vahdani. "An earned value model with risk analysis for
project management under uncertain conditions." Journal of Intelligent & Fuzzy Systems 32.1 (2017): 97-113.
46 Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the
software project life cycle." International Journal of Managing Projects in Business (2019).
23PROJECT PLANNING MANAGEMENT AND CONTROL
References
Alberola, Juan M., et al. "An artificial intelligence tool for heterogeneous team formation in
the classroom." Knowledge-Based Systems 101 (2016): 1-14.
Andersen, Erling S., and Kristoffer V. Grude. "Our tribute to Rodney–and the importance of
goal directed project management." International Journal of Project Management 36.1
(2018): 227-230.
Bao, Ruolan. "Research on the Relationship between Team Roles Theory and Team
Effectiveness." (2019).
Burke, C. Shawn, Eleni Georganta, and Shannon Marlow. "A Bottom Up Perspective to
Understanding the Dynamics of Team Roles in Mission Critical Teams." Frontiers in
psychology 10 (2019).
Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management
competences across the software project life cycle." International Journal of Managing
Projects in Business (2019).
Chang, Chia-Jui, and Szu-Wei Yu. "Three-variance approach for updating earned value
management." Journal of Construction Engineering and Management 144.6 (2018):
04018045.
Chen, Hong Long, Wei Tong Chen, and Ying Lien Lin. "Earned value project management:
Improving the predictive power of planned value." International Journal of Project
Management 34.1 (2016): 22-29.
Eastman, Christine Angela. "The Quest for Leadership at Wembley Stadium." Improving
Workplace Learning by Teaching Literature. Springer, Cham, 2016. 35-56.
References
Alberola, Juan M., et al. "An artificial intelligence tool for heterogeneous team formation in
the classroom." Knowledge-Based Systems 101 (2016): 1-14.
Andersen, Erling S., and Kristoffer V. Grude. "Our tribute to Rodney–and the importance of
goal directed project management." International Journal of Project Management 36.1
(2018): 227-230.
Bao, Ruolan. "Research on the Relationship between Team Roles Theory and Team
Effectiveness." (2019).
Burke, C. Shawn, Eleni Georganta, and Shannon Marlow. "A Bottom Up Perspective to
Understanding the Dynamics of Team Roles in Mission Critical Teams." Frontiers in
psychology 10 (2019).
Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management
competences across the software project life cycle." International Journal of Managing
Projects in Business (2019).
Chang, Chia-Jui, and Szu-Wei Yu. "Three-variance approach for updating earned value
management." Journal of Construction Engineering and Management 144.6 (2018):
04018045.
Chen, Hong Long, Wei Tong Chen, and Ying Lien Lin. "Earned value project management:
Improving the predictive power of planned value." International Journal of Project
Management 34.1 (2016): 22-29.
Eastman, Christine Angela. "The Quest for Leadership at Wembley Stadium." Improving
Workplace Learning by Teaching Literature. Springer, Cham, 2016. 35-56.
24PROJECT PLANNING MANAGEMENT AND CONTROL
Flores-Parra, Josue-Miguel, et al. "Towards Team Formation Using Belbin Role Types and a
Social Networks Analysis Approach." 2018 IEEE Technology and Engineering Management
Conference (TEMSCON). IEEE, 2018.
Fossum, Knut R., et al. "Success factors in global project management." International Journal
of Managing Projects in Business (2019).
Hajikazemi, S., K. Razmdoost, and H. Smyth. "Value Co-creation through Early Warning
Signs in a Project Setting." European Academy of Management (EURAM) (2017).
Howell, Ryan. "The Relationship Between Team Role Sub-dimensions, Personality, and
Team Effectiveness." (2018).
Kerkhove, L-P., and Mario Vanhoucke. "Extensions of earned value management: Using the
earned incentive metric to improve signal quality." International Journal of Project
Management 35.2 (2017): 148-168.
Larsson, Johan, Per Erik Eriksson, and Ossi Pesämaa. "The importance of hard project
management and team motivation for construction project performance." International
Journal of Managing Projects in Business (2018).
Lloyd, Eric Devin. Personality Antecedents of Team Role and Leadership Emergence Over
Time. Diss. Emporia State University, 2018.
Lynch, DeeDee Smartt, Michael J. Lynch, and Cody M. Clemens. "Belbin Team Roles." The
Handbook of Communication Training: A Best Practices Framework for Assessing and
Developing Competence (2018).
Miguel, Angelimarie, Wira Madria, and Ronaldo Polancos. "Project Management Model:
Integrating Earned Schedule, Quality, and Risk in Earned Value Management." 2019 IEEE
Flores-Parra, Josue-Miguel, et al. "Towards Team Formation Using Belbin Role Types and a
Social Networks Analysis Approach." 2018 IEEE Technology and Engineering Management
Conference (TEMSCON). IEEE, 2018.
Fossum, Knut R., et al. "Success factors in global project management." International Journal
of Managing Projects in Business (2019).
Hajikazemi, S., K. Razmdoost, and H. Smyth. "Value Co-creation through Early Warning
Signs in a Project Setting." European Academy of Management (EURAM) (2017).
Howell, Ryan. "The Relationship Between Team Role Sub-dimensions, Personality, and
Team Effectiveness." (2018).
Kerkhove, L-P., and Mario Vanhoucke. "Extensions of earned value management: Using the
earned incentive metric to improve signal quality." International Journal of Project
Management 35.2 (2017): 148-168.
Larsson, Johan, Per Erik Eriksson, and Ossi Pesämaa. "The importance of hard project
management and team motivation for construction project performance." International
Journal of Managing Projects in Business (2018).
Lloyd, Eric Devin. Personality Antecedents of Team Role and Leadership Emergence Over
Time. Diss. Emporia State University, 2018.
Lynch, DeeDee Smartt, Michael J. Lynch, and Cody M. Clemens. "Belbin Team Roles." The
Handbook of Communication Training: A Best Practices Framework for Assessing and
Developing Competence (2018).
Miguel, Angelimarie, Wira Madria, and Ronaldo Polancos. "Project Management Model:
Integrating Earned Schedule, Quality, and Risk in Earned Value Management." 2019 IEEE
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
25PROJECT PLANNING MANAGEMENT AND CONTROL
6th International Conference on Industrial Engineering and Applications (ICIEA). IEEE,
2019.
Moradi, Navid, S. Meysam Mousavi, and Behnam Vahdani. "An earned value model with
risk analysis for project management under uncertain conditions." Journal of Intelligent &
Fuzzy Systems 32.1 (2017): 97-113.
Moslemi Naeni, L., and A. Salehipour. "An extension of fuzzy earned value management
model for uncertain and complex projects." International Research Network on Organizing
by Projects (2017).
Nestsiarovich, Kristina, and Dirk Pons. "Team role adoption and distribution in engineering
project meetings." Behavioral Sciences 10.2 (2020): 57.
Netto, Joaquim Teixeira, et al. "Critical factors and Benefits in the use of Earned Value
Management in construction." Brazilian Journal of Operations & Production
Management 17.1 (2020): 1-10.
Novo, Bianca, Eric A. Landis, and Mary Lewis Haley. "Leadership and its role in the success
of project management." Journal of Leadership, Accountability and Ethics 14.1 (2017).
Omar, Mazni, et al. "Towards a balanced software team formation based on Belbin team role
using fuzzy technique." AIP Conference Proceedings. Vol. 1761. No. 1. AIP Publishing LLC,
2016.
Pandya, Prashant. "Managing complex R&D projects-strategies from project management
perspectives." Chronicles of Pharma-ceutical Science 1 (2017): 114-117.
Pollard, Carol E. "Lessons learned from client projects in an undergraduate project
management course." Journal of Information Systems Education 23.3 (2019): 3.
6th International Conference on Industrial Engineering and Applications (ICIEA). IEEE,
2019.
Moradi, Navid, S. Meysam Mousavi, and Behnam Vahdani. "An earned value model with
risk analysis for project management under uncertain conditions." Journal of Intelligent &
Fuzzy Systems 32.1 (2017): 97-113.
Moslemi Naeni, L., and A. Salehipour. "An extension of fuzzy earned value management
model for uncertain and complex projects." International Research Network on Organizing
by Projects (2017).
Nestsiarovich, Kristina, and Dirk Pons. "Team role adoption and distribution in engineering
project meetings." Behavioral Sciences 10.2 (2020): 57.
Netto, Joaquim Teixeira, et al. "Critical factors and Benefits in the use of Earned Value
Management in construction." Brazilian Journal of Operations & Production
Management 17.1 (2020): 1-10.
Novo, Bianca, Eric A. Landis, and Mary Lewis Haley. "Leadership and its role in the success
of project management." Journal of Leadership, Accountability and Ethics 14.1 (2017).
Omar, Mazni, et al. "Towards a balanced software team formation based on Belbin team role
using fuzzy technique." AIP Conference Proceedings. Vol. 1761. No. 1. AIP Publishing LLC,
2016.
Pandya, Prashant. "Managing complex R&D projects-strategies from project management
perspectives." Chronicles of Pharma-ceutical Science 1 (2017): 114-117.
Pollard, Carol E. "Lessons learned from client projects in an undergraduate project
management course." Journal of Information Systems Education 23.3 (2019): 3.
26PROJECT PLANNING MANAGEMENT AND CONTROL
Ramanayaka, Chamila DD, and Monty Sutrisna. "Securing clients' objectives throughout
construction project lifecycles." Built Environment Project and Asset Management (2017).
Romney, Miles, Richard G. Johnson, and Kristy Roschke. "Narratives of life experience in
the digital space: a case study of the images in Richard Deitsch’s single best moment
project." Information, Communication & Society 20.7 (2017): 1040-1056.
Ruch, Willibald, et al. "Team roles: Their relationships to character strengths and job
satisfaction." The Journal of Positive Psychology 13.2 (2018): 190-199.
Schumann, Deborah C. "Earned Value Management (EVM) System Description." (2019).
Simeunovic, Aleksandar, and Tobias Landelius. "Belbin’s Team Roles in Agile Software
Development." (2017).
Vukasinovic, Nikola, Vanja Cok, and Roman Zavbi. "Correlation between team composition
and team performance in virtual student product development teams." DS 87-9 Proceedings
of the 21st International Conference on Engineering Design (ICED 17) Vol 9: Design
Education, Vancouver, Canada, 21-25.08. 2017. (2017).
Yan, Min-Ren, et al. "Towards a City-Based Cultural Ecosystem Service Innovation
Framework as Improved Public-Private-Partnership Model—A Case Study of Kaohsiung
Dome." Journal of Open Innovation: Technology, Market, and Complexity 5.4 (2019): 85.
Ramanayaka, Chamila DD, and Monty Sutrisna. "Securing clients' objectives throughout
construction project lifecycles." Built Environment Project and Asset Management (2017).
Romney, Miles, Richard G. Johnson, and Kristy Roschke. "Narratives of life experience in
the digital space: a case study of the images in Richard Deitsch’s single best moment
project." Information, Communication & Society 20.7 (2017): 1040-1056.
Ruch, Willibald, et al. "Team roles: Their relationships to character strengths and job
satisfaction." The Journal of Positive Psychology 13.2 (2018): 190-199.
Schumann, Deborah C. "Earned Value Management (EVM) System Description." (2019).
Simeunovic, Aleksandar, and Tobias Landelius. "Belbin’s Team Roles in Agile Software
Development." (2017).
Vukasinovic, Nikola, Vanja Cok, and Roman Zavbi. "Correlation between team composition
and team performance in virtual student product development teams." DS 87-9 Proceedings
of the 21st International Conference on Engineering Design (ICED 17) Vol 9: Design
Education, Vancouver, Canada, 21-25.08. 2017. (2017).
Yan, Min-Ren, et al. "Towards a City-Based Cultural Ecosystem Service Innovation
Framework as Improved Public-Private-Partnership Model—A Case Study of Kaohsiung
Dome." Journal of Open Innovation: Technology, Market, and Complexity 5.4 (2019): 85.
1 out of 27
Related Documents
Your All-in-One AI-Powered Toolkit for Academic Success.
+13062052269
info@desklib.com
Available 24*7 on WhatsApp / Email
![[object Object]](/_next/static/media/star-bottom.7253800d.svg)
Unlock your academic potential
© 2024 | Zucol Services PVT LTD | All rights reserved.