Project Management Report: TSK Bearings Manufacturing Site Analysis

This report delves into the intricacies of project management, utilizing a case study centered on TSK Bearings' initiative to establish a new manufacturing site in the UK. The report begins by defining the project type as market-driven, exploring scope management, and constructing a Gantt chart to i...Read More

Managing Projects

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
TASK 2............................................................................................................................................3
2.1 Introduction...........................................................................................................................3
2.2 Skills and competencies required by project manager..........................................................3
2.3 Project management process.................................................................................................4
2.4 Project Life Cycle stages.......................................................................................................4
2.4.1 Conceptualisation stage.................................................................................................5
2.4.2 Planning Phase...............................................................................................................8
2.4.3 Budget Analysis of Project..........................................................................................11
2.4.4 Work Break Down Structure.......................................................................................12
2.4.5 Gantt Chart..................................................................................................................13
2.4.6 Implementation Stage..................................................................................................15
2.4.7 Termination Stage.......................................................................................................15
2.5 Leadership skills of project manager..................................................................................15
2.6 Conclusion...........................................................................................................................16
CONCLUSION..............................................................................................................................16
REFERENCES..............................................................................................................................17

Index of Tables
Table 1: Key Stakeholders...............................................................................................................6
Table 2: Project Charter...................................................................................................................6
Table 3: Project Plan........................................................................................................................8
Table 4: Resource Plan....................................................................................................................9
Table 5: Communication Plan.......................................................................................................10
Table 6: Risk Management Plan....................................................................................................10
Table 7: Budget plan......................................................................................................................12
Illustration Index
Illustration 1: Project Life Cycle......................................................................................................5
Illustration 2: Budget plan.............................................................................................................12
Illustration 3: Work Breakdown Structure.....................................................................................13
Illustration 4: Gantt Chart..............................................................................................................14
Illustration 5: Network Diagram....................................................................................................15

INTRODUCTION
A project is the process with the beginning and with an end where number of people
participate as a team in order to accomplish common goals and objectives. In accordance with
this context, task 1 of this report will help in answering the questions related with task 2.
TASK 1
1) Defining type of project identified in Task 2
There are three types of projects and the type of project used in Task 2 is Market Driven
as TSK Bearings ltd. Introducing new technology and machinery into a new manufacturing site
within United Kingdom. Market Driven projects are mainly embarked due to meet the market
needs and to expand the productivity of the organisation. Here management applied market
knowledge to determine the company's strategy. In order to gain the competitive advantage in the
market economy, the management of TSK Bearings limited introducing new technologies for
new manufacturing site across United Kingdom. Market Driven type of project aid in increasing
the size and profitability of the organisation as these types of project are made for fulfilling the
market needs as well as consumer needs. The performance of the organisation is influences by
the market forces and adapt to meet changing market needs. Market driven project helps the
management to concentrates on internal competencies that encourage larger responsiveness to
the target markets as well as their customers (Boud, Cohen and Sampson, 2014). Thus, market
driven project helps responding to the market needs by innovating new products and services. In
this way, TSK Bearings are using market driven type of project management in order to
accomplish their desired goals and objectives.
2) Defining scope management of project
Scope management of the project can be defined as what the project will cover, what will
be the results derived after project and how those results can be benefited to the organisation
(Nicholas and Steyn, 2017). The Project scope not only documents the features and functions of
project but also the requirements of performance, measures of quality and issues with security.
For managing scope management in Task 2 for case study of TSK Bearings limited, different
aspects covers in beginning of the project such as resources, risks, etc. will be included. For
subdivision of the scope of work, Work Breakdown Structure will be use.
3) Plotting full Gantt Chart and identifying the critical path
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Gantt chart is the type of bar chart which demonstrate the sequence of activities to be
performed in the project. Gantt chart was developed by Henry Gantt in 1917 (Gido, Clements
and Clements, 2014). Gantt charts helps the project manager to identify which activity will be
performed, what will be its predecessor, how much budget it will be require, what type of
resources it will use, etc. Gantt charts are mainly used for their simplicity and particularly for
small or medium projects. Critical path set of activities on a path that if delayed will delay
completion of project.
4) Deciding success of project
The project will only be successful if the project manager of TSK Bearings limited
planned properly and precisely. Planning is very essential for the project success. Further, project
manager requires proper planning, scheduling, managing and controlling skills that will lead the
project towards its success (Martinelli and Milosevic, 2016). Thus, it implies that the project in
task 2 will be successful if the project manager work according to the precise plan and formulate
goals and objectives of the project effectively and efficiently.
5) Managing change
Change can be required in or at any point of the life cycle of project management
(Schwalbe, 2015). In order to manage the change, the project manager of TSK Bearings limited
needs to focus on what part or process change is needed. Appropriate plan must be made in order
to implement the change and effective strategies needs to be formulate in order to avoid in
uncertainty and consequences. Thus, in this way, the change can be manage easily and
efficiently.
6) Methods for evaluation, monitoring and control of project.
For evaluating, monitoring and controlling of project, there are various methods and
approaches which are used by the project manager to ensure the success of the project. For the
evaluating the success of project two methods can be used: Managers Controlling: Managers controlling is one of the best method for evaluation
and monitoring of the project (Snyder, 2014). It is the duty and responsibility of the
project manager to constantly monitor his or her team and guide them wherever needed.
In this way, the project will able to get success efficiently.
 Checklist: To evaluate the project success, the management needs to prepare a checklist
and fill it immediately after the task of project is accomplished. Checklist will help the
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project manager to ensure that the series of activities completed and activities remaining.
After that he or she will produce efficient plan that will aid in accomplishing the project
on time and within budget.
TASK 2
2.1 Introduction
Project management is the process of initiating, planning, executing and terminating a
project which was undertaken by the team in order to attain specific goals and objectives (Mir
and Pinnington, 2014). In accordance with this context, the following task will cover the aspect
of project management which will be undertaken by the project manager of TSK Bearings
limited. The management wants to open a new manufacturing site in North- East coast of
England to gain the competitive advantages. The following task will cover the skills and
competencies required by the manager, the project management process and life cycle,
leadership skills of managers and the risk analysis of the project.
2.2 Skills and competencies required by project manager
In order to accomplish the goals and objectives of the project, it is very crucial for the
project manager to posses certain skills and competencies which are described below: Analytical thinking: Project manager of TSK Bearings limited must posses analytical
thinking skills and abilities that will helps him or her to solve complex problems that
occurs in the project quickly and efficiently (Cicmil and et.al.,2017). Leadership skills: Leadership skills are very essential as project manager needs to work
with his or her teams (Lock, 2017). In order to guide and influence team members in the
right directions, it is important for the project manager to have effective leadership and
motivational skills. Technical Skills: As the project conducted by TSK Bearings limited is based on
mathematical and engineering concepts, it is important for the project manager to have
technical skills to accomplish the aims and objectives of the project timely and
adequately (Todorović and et.al.,2015).
 Communication skills: The project manager needs to frequently communicate and
interact with the team and client, it is crucial for him or her to have adequate
communication skills. He or she must be fluent and communicate confidently about the
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project needs and requirements. This will help in obliterating the obstructions and lead
the project towards success (Kerzner, 2017).
2.3 Project management process
The sequence of activities that being conducted since the beginning and the end of the
project and that will bring a concrete outcome is known as project management. The project
management process is comprises four stages which are project initiation, planning, execution
and closing. The first stage is project initiation in which the project manager gather data and
information about the project (Leach, 2014). The second stage is planning stage in which team
members are appointed and selected, scope of project is been developed and approval to proceed
is derived. The third stage is execution, in which project manager motivate team, execute the
work and resolve problem. The last stage is termination in which the project is been finalised and
evaluation has been made by the project manager.
2.4 Project Life Cycle stages
The project life cycle is a four stage process of project management which are followed
by the project managers to accomplish the aim and objectives of the project. The project manager
of TSK Bearings limited needs to follow the project life cycle plan in order to attain the goals of
the project. The life cycle plan first stage is conceptualisation stage in which the project manager
will identify key stakeholders, shows scope and objectives of the project. The second stage of
project life cycle is development stage, in which the project manager will show various plans,
such as project plans, risk management plan, communication plan and resource plan (Walker,
2015). The third stage of project life cycle is implementation stage in which work breakdown
structure, Gantt chart will be produce and last stage will be termination stage in which the
evaluation of project will be made.
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2.4.1 Conceptualisation stage
A. Project Title
The title of the project is “Developing new manufacturing site for TSK Bearings in North East
coast of United Kingdom.”
B. Goals and Objectives
The goals and objectives are formulated by the project manager which helps the team members
to carry on the project precisely and accordingly. The goals and objectives are as follows:
 Transforming purchased building into new manufacturing site for TSK Bearings limited.
 Install all the latest technologies which helps the management to robust their process and
performance.
 Conducting project in a way that will finishes on time and within prescribed budget. Using appropriate tools and machineries that will aid in reducing costs and time.
C. Key Stakeholders
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Illustration 1: Project Life Cycle

Stakeholders are those entities who are directly or indirectly related with the project. The key
stakeholder of the particular project is described below in the table:
Table 1: Key Stakeholders
Key stakeholders Parties to Stakeholder Considerable Information
Project Client or customer TSK Bearings Ltd. Needs to ensure to
manufacture durable
manufacturing site.
Project Sponsor TSK Bearings Ltd. Ensure to provide adequate
information about the needs
and expectations of the project.
Champion of Project VM Builders limited The organisation specialises in
building and developing
manufacturing sites for big or
small organisation effectively
and efficiently.
Project Manager Andrew Simon Skilled and competent enough
to handle large amount of
teams within the project.
D. Scope of the project
After the completion of project, it will deliver the following benefits to the organisation:
 The new manufacturing site for TSK Bearings limited at North East coast of United
Kingdom.
 High tech information systems that will help the management to reduce both time and
cost of the organisation.
E. Project Charter
Table 2: Project Charter
Project Charter
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Project Name Developing new manufacturing site for TSK Bearings in North East coast of
United Kingdom.
Project
Description
TSK Bearings limited wants to gain the competitive advantage in the market
economy of UK. They want to introduce new technologies and machineries in
new manufacturing site. The management wants to open a new manufacturing
site in North- East coast of England to gain the competitive advantages.
Project
Manager
Andrew Simon Date Approval 19/01/18
Project Sponsor TSK Bearings limited Signature
Business Case Expected Goals
TSK Bearings Ltd is a organisation conduct
their business activities by designing and
manufacturing the industrial bearings for
automotive industries. Due to global pressure
and competition, the management of the
organisation decides to introduce new
technologies and machineries in the new
manufacturing site which will be build in
North East coast of United Kingdom. This will
help the management to gain the competitive
advantage and management will able to earn
ample amount of profits after the development
of new manufacturing site.
 Transforming purchased building into
new manufacturing site for TSK
Bearings limited.
 Install all the latest technologies which
helps the management to robust their
process and performance.
 Conducting project in a way that will
finishes on time and within prescribed
budget.
 Using appropriate tools and
machineries that will aid in reducing
costs and time.
Team Members Milestones
Name Role Key
Milestones
Start Date End Date
Philip Louis Supervisor Starting
project
19/01/18 25/01/18
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Emma Watson Financial Advisor Business
Requirement
26/01/18 31/01/18
Will Smith Information and
Technology Expert
Design 01/02/18 12/02/18
Daniel Radcliffe The Architect Development 13/02/18 20/02/18
Shane Watson Services Engineers Testing 21/02/18 23/02/18
Deployment 23/02/18
2.4.2 Planning Phase
This is the second stage of the project life cycle. Here the manager will prepare the
project plan, resource plan, communication plan and risk plan.
A. Project Plan
Below shown is the project plan of for the new manufacturing site for TSK Bearings limited
Table 3: Project Plan
Task Name Duration Start Finish
TSK bearings Ltd 40 days 19/01/18 01/03/18
Initiation 31/01/18
 Development of project
charter 2 days 19/01/18 20/01/18
 Resource requirements 5 days 20/01/18 24/01/18
 Development of goals and
objectives 6 days 25/01/18 30/01/18
 Setting deadlines 1 day 31/01/18 31/01/18
Planning
 Scope of project 1 day 01/02/18 01/02/18
 Collection of data 10 days 02/02/18 11/02/18
 WBS structuring 4 days 12/02/18 15/02/18
 Planning of budget 5 days 16/02/18 20/02/18
Execution
 Assuring quality 2 days 21/02/18 22/02/18
 Training of team 2 days 23/02/18 24/02/18
Monitoring and controlling
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 Change control integration 2 days 25/02/18 26/02/18
 Monitoring and control of
project 3 days 26/02/18 28/02/18
 Checking of quality 4 days 28/02/18 03/03/18
Closure
 Evaluation of project 3 days 04/03/18 06/03/18
 Areas of modification 1 days 07/03/18 07/03/18
B. Resource Plan
Table 4: Resource Plan
Phases Task Name Resource type
TSK bearings Ltd
Project Initiation Initiation
 Development of project
charter Project manager
 Resource requirements Project manager, Human
resource
 Development of goals
and objectives Project manager, Supervisor
 Setting deadlines Project manager
Project Development Planning Project manager
 Scope of project Project manager
 Collection of data
Project manager, Architect,
Information and technological
expert
 WBS structuring Project manager
 Planning of budget Project manager, financial
Advisor
Project Execution Execution Project manager
 Assuring quality Service engineers, Information
and technological expert
 Training of team Human Resource
Monitoring and controlling Supervisor, Project manager
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 Change control
integration Supervisor, Project manager
 Monitoring and control
of project Supervisor, Project manager
 Checking of quality Supervisor, Project manager
Project Termination Closure Project manager
 Evaluation of project Project manager
 Areas of modification Project manager
C. Communication Plan
Communication plan will help the project manager and team members by guiding them the right
way and method to communicate and interact with each other. The communication plan is listed
below:
Table 5: Communication Plan
Media of
communication
Targets Source Period Stakeholders Deliverable
Organised
Meeting
Discussing the key
features of project,
requirements of
resources and budget
planning
Board
Room
Once
before
beginning
the project
Project
manager
Agenda
Ad-hoc
meetings
Investigating the work of
project.
On sight Once in a
three days
Team
members
-
Informal
communication
through
wireless
Monitoring technical and
information systems at
the manufacturing site.
Wireless
phones
As per
needs
IT expertise
and service
engineers
-
Status report of
project
The report of ongoing
activity will be produced
Electronic
format and
written
End of
each week
Project
manager and
all the team
Project schedules
Work reports
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format members
D. Risk Management Plan
The risk management plan will help the project manager to evaluate the degree of risk. It is
shown below in the table:
Table 6: Risk Management Plan
Risk Type Risk Nature Degree of
risk
occurrence
Risk Impact Response to
risk
Scope risk Underestimations of scope 2 3 Project manager
needs to manage
the activities
efficiently to
avoid risk.
Technical Risk Low quality IT design 3 5 IT experts needs
to check the
equipments
before installing
it in the site.
Financial Risk Over or underestimations of
budget
2 3 The budget must
be plan precisely
and adequately.
Human resource
risk
Inexperienced team members 1 3 Human resource
management
needs to hire
efficient staff to
minimise the
risk.
Organisational Risk Transformation required by
client
1 5 Project manager
needs to be
prepare if any
modification
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required.
Supplier Risk Low quality products supplied 3 4 Project manager
needs to check
materials before
using those in
the site for
manufacturing
purpose.
2.4.3 Budget Analysis of Project
The total budget allocated for the project is £12 million pounds. The allocation of budget is
shown below:
Table 7: Budget plan
Tasks Budget (£) % Change
Project initiation 100000 8.33%
Resource gathering and budget
preparation
250000 20.83%
System design 300000 25.00%
Developing systems 280000 23.33%
System testing 100000 8.33%
Closure and Transfer 170000 14.17%
Total Budget of Project 1200000
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2.4.4 Work Break Down Structure
The Work Break Down Structure for the following project is developed below:
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8.33%
20.83%
25.00%
23.33%
8.33%
14.17%
Budget in £
Project initiation
Resource gathering and budget
preparation
System design
Developing systems
System testing
Closure and Transfer
Illustration 2: Budget plan

2.4.5 Gantt Chart
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Illustration 3: Work Breakdown Structure

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Illustration 4: Gantt Chart

2.4.6 Implementation Stage
This is the fourth stage of the project management life cycle. After the rigorous planning and
decision making, the project manager eventually implements the project (Portny, 2017). The
team members are provided with the action plan and they have to commence their activities
accordingly. The role of project manager here is to motivate the entire team effectively so that
their moral can be increases. The resources are procured and execution of work commenced. In
this way, the management will able to accomplish the aim and objective of the project.
2.4.7 Termination Stage
This is the last stage of the project, where project manager terminates the project as the
aim and objectives of the project got accomplished. Evaluation and monitoring has been done in
this phase of project life cycle (Verzuh, 2015).
2.5 Leadership skills of project manager
In order to guide and motivate team efficient, the project manager must have adequate leadership
skills. The leadership skills which must be posses by project manager is described below: Communication: Communication skills are very important for the project manager. As
project manager needs to interact with his or team member, it is very important for him to
posses communication skills (Sears and et.al., 2015).
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Illustration 5: Network Diagram

 Team Building: Team building is an essential leadership skill and project manager must
posses this skill in order to lead his or her team efficiently.
2.6 Conclusion
Thus, form the above task it can be concluded that project management is difficult and
complex task. A project manager must have adequate skills and competencies in order to
accomplish the goals of project (Liu, 2016). The above task shows the project management plan
for TSK Bearings limited and it is being advised to the project manager to conduct his or her
project activities as per the plan.
CONCLUSION
From the above report, it can be concluded that project management refers to initiation,
planning, execution and termination of the specific project. In this report, the meaning of project
management has been made. In task 1 answers of question has been provided and in task 2 the
project management plan for TSK Bearings has been made.
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