Project Planning Management and Control Report: Team, Cost, Definition

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
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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

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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.

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.

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).

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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).

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).

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.

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.

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.

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.