University of Sunderland SIM335 Managing Projects Report

This report, submitted by a student, provides a comprehensive overview of project management principles and practices. Task 1 explores core project management concepts, including a quotation analysis, PMBOK functions (communication, risk, and human resources), advantages and disadvantages of project management, network diagrams, critical path analysis, and cost analysis. Task 2 presents a case study on developing a new mining vehicle, examining project management perspectives, required skills and competencies of a project manager, project management processes, and the application of Gantt charts, project management triangle, and critical path analysis. The report emphasizes risk management, communication, and the importance of effective planning and execution in achieving project goals within budget and time constraints. The report also includes detailed figures, tables and diagrams to illustrate the concepts and findings.

Running head: MANAGING PROJECTS
Managing Projects

1MANAGING PROJECTS
Table of Contents
Task 1.........................................................................................................................................2
Task 2: Cast study......................................................................................................................8
Introduction............................................................................................................................8
Skills and competencies required of a PM...........................................................................10
Project management process (PPM)....................................................................................11
Product life cycle stages.......................................................................................................14
Leadership............................................................................................................................16
Problems related managing the life cycle of the project......................................................16
Conclusion............................................................................................................................18
Reference..................................................................................................................................20

2MANAGING PROJECTS
Task 1
Question 1: Explain the quotation by a project management author by the name of G.
Reiss: He says, “Project management is like juggling three balls – time, cost and quality.
Program management is like a troupe of circus performers standing in a circle, each
juggling three balls and swapping balls from time to time.”
According to the G. Reiss, the primary challenges of a project can be managed with
the help of the management of the diverse categories of costs related with the project,
management of the time required in each phase of the project and to make sure the projects
are concluded within the predictable schedule and maintaining the quality of service provided
by stakeholders who are actively involved in the project (Reiss 2002). The researcher tried to
mean that the success of a project can be maintained if each of these three aspects of a project
is maintained in a systemized modus.
Based on the juggling theory, the researcher tried to explain that it is very much
significant for circus performers to juggle three balls at a time which can ensure the success
of a complex project. At the same time, it is also very much significant to maintain time,
quality and cost of a project so that the projects finish in the scheduled time. The concept of
program management can also be understood from this quotation as this concept can be very
much useful to improve the quality of a project. Each of these significant aspects has to be
swapped from time to time in order to address the most common challenges of a projects such
as the management of the resources involved in the project, management of the resources,
accountability issues, fluctuations in the scope of the project, lack of engagement of the
stakeholders involved in the project.
Question 2: There nine project management functions from the Project Management
Body of Knowledge (PMBOK) course material for the Pennsylvania Project

3MANAGING PROJECTS
Management Professional certification. Name three of the functions that form the very
essence of project management and describe each briefly.
There are diverse categories of project management (PM) functions available in the
PMBOK guide such as risk, procurement, quality, human resource, communication, time,
cost and scope. This paper shall be providing a brief description of communication, risk and
human resource which are the three most significant functions among the other PM functions.
 Communication: There are numerous communication challenges in a project due to
the physical distance between the team member, cultural differences, management
issues, inability to focus and substandard communication skills of the members.
Project completion time can get affected due to these communication issues. Thus, it
must be said that the project information must be communicated in a transparent
modus in order to deal with these issues.
 Risk: There are diverse categories of risks related to a project such as the technical
risks, supply chain risks, resource risks, interpersonal risks and integration risks. The
entire procedures which are practised in a project such as the planning phase and
project closure can get delayed due to these risks. Thus, the delays of a project can be
addressed if each of the risks of a project are identified and addressed in a systemized
modus.
 Human Resource (HR): There are diverse categories of HR issues which have a
direct impact on a project such as the motivational issues faced by the team members,
management of the leadership style of the team members and managing the conflict
among the team members. Behaviour and attitude of the project team members can be
affected due to these issues. Thus, the productivity of the resources can be boosted if
each of these HR issues is addressed.

4MANAGING PROJECTS
Question 3: There are many advantages and disadvantages of project management.
Give three (3) of each and explain with examples.
The three examples of the advantages of PM can be understood from the following
tabular description.
Examples Advantages Explanation
Example 1 Enhanced communication Communication issues among the distant
stakeholders of an MNC can be addressed
with the help of the PM concepts.
Examples 2 Greater client satisfaction Expectations of the consumers of an industry
can be understood with the help of multi-
channel support which are created using PM
concepts.
Examples 3 Accurate risk assessment Impact and probability of the probable risks of
a project can be evaluated with the help of a
risk register which is created based on the
concepts of PM.
Question 4: Draw the network diagram of the activities, using the precedence
diagramming method (PDM).
B E F
A C G H
K
D M L
I J
Figure 1: Network Diagram using PDM method
Source: Created by author

5MANAGING PROJECTS

6MANAGING PROJECTS
Question 5.1: Calculate the expected duration, the variance and determine the critical
path of the project.
Activity Predecessor Duration Variance
A None 2 0.11
B A 3 0.11
C A 5 1.00
D A 10 1.00
E B 4 0.11
F E 7 0.44
G C 10 1.00
H E 8 1.00
I A 6 0.44
J I 10 1.00
K F,H 9 0.11
L K 10 0.44
M D,G,J,L 11 0.44
Figure 2: Duration and variance
Source: Created by author
B E F
A C G H
K
D M L
I J
Figure 3: Critical path
Source: Created by author

7MANAGING PROJECTS
Question 5.2: What is the probability of the project completed on time if the project is
given a 40-minute deadline?
Activity Predecessor Duration ES EF LS LF Slack Variance Critical variance
A None 2 0 2 0 2 0 0.11 0.11
B A 3 2 5 2 5 0 0.11 0.11
C A 5 2 7 21 26 19 1.00
D A 10 2 12 26 36 24 1.00
E B 4 5 9 5 9 0 0.11 0.11
F E 7 9 16 10 17 1 0.44
G C 10 7 17 26 36 19 1.00
H E 8 9 17 9 17 0 1.00 1.00
I A 6 2 8 20 26 18 0.44
J I 10 8 18 26 36 18 1.00
K F,H 9 17 26 17 26 0 0.11 0.11
L K 10 26 36 26 36 0 0.44 0.44
M D,G,J,L 11 36 47 36 47 0 0.44 0.44
Total Time of the Project 47 Project 2.33
Std. Dev 1.53
-4.583
0.000
z-value for completion in 40 min
Probablity of Completion in 40 min
Figure 4: Probability of the project
Source: Created by author
Question 6: Prepare a CPM/Cost analysis for each of the following three points in time,
for each case, show the percent overrun or underrun for the project to date and indicate
any corrective action that should be undertaken.
Activity Budgeted
Cost
Actual
Cost
Cost overrun/underrun Action Required
A 2 2 Budgeted cost is utilized. No actions required
B 1 3 Cost overrun Agile project
management (PM)
has to be
incorporated.
C 2 5 Cost overrun Agile PM has to be
incorporated.
D 15 10 Cost under run Project planning
must be improved.
E 6 4 Cost under run Project planning

8MANAGING PROJECTS
must be improved.
F 3 7 Cost overrun Agile PM has to be
incorporated.
G 3 10 Cost overrun Agile PM has to be
incorporated.
H 2 8 Cost overrun Agile PM has to be
incorporated.
I 5 6 Cost overrun Agile PM has to be
incorporated.
J 2 10 Cost overrun Agile PM has to be
incorporated.
K 6 9 Cost overrun Agile PM has to be
incorporated.
L 1 10 Cost overrun Agile PM has to be
incorporated.
M 3 11 Cost overrun Agile PM has to be
incorporated.
Table 1: Action required for each activity
Source: Created by author
i) At the end of 20 minutes
Activity Budgeted
Cost
Percent
Completed
Value
Completed
Actual Cost to
the Minute
Cost Overrun
A 2000 80% 1,600.00$ 3000 1,400.00$
B 1000 50% 500.00$ 3000 2,500.00$
ii) At the end of 40 minutes

9MANAGING PROJECTS
Activity Budgeted
Cost
Percent
Completed
Value
Completed
Actual Cost to
the Minute
Cost Overrun
A 2,000.00$ 100% 2,000.00$ 7,000.00$ 5,000.00$
B 1,000.00$ 100% 1,000.00$ 2,000.00$ 1,000.00$
C 2,000.00$ 33% 660.00$ 2,000.00$ 1,340.00$
D 15,000.00$ 80% 12,000.00$ 12,000.00$ -$
E 6,000.00$ 100% 6,000.00$ 7,000.00$ 1,000.00$
H 2,000.00$ 25% 500.00$ 1,000.00$ 500.00$

10MANAGING PROJECTS
Task 2: Cast study
Introduction
Project Management perspectives are defined as the type of perspective which are
very much beneficial for the project managers to achieve a specific goal (Zore et al. 2018).
The selection of the PM perspectives is very much essential to address the diverse categories
of project management perspectives. The point of view of the project manager (PM) can be
understood with the help of the PM perspectives (Chen, Hung-Baesecke and Kim 2017). The
PM perspective deal mainly with the schedule and the scope of a project and the role of a PM
is very much significant in the selection of the PM perspectives.
Mining Vehicles are defined as the type of vehicle which is very much valuable for
the stakeholders of the metal machining industry to enhance the efficiency of the stakeholders
involved in this industry. A huge amount of regenerative energy has to be captured in the first
place so that the mining vehicle can operate in adverse environments (Yahaya and Ebrahim
2016). These vehicles are very much significant for the commercial industries as significant
business decisions are taken by these vehicles.
There are diverse categories of factors which play a huge role to successfully manage
a project such as defining the objective and scope of a project to each stakeholder involved in
a project, defining the deliverables of the project to the team members, making the schedule
of the project is such a modus so that it can get completed within the estimated deadline,
tracking and reporting the progress of a project, creation of a change management and risk
management plan. This section of the paper will be very much significant for the readers to
understand the activities required to develop a new mining vehicle in a period of eight
months from the PM perspective within $5M Uzbekistan soʻm.

11MANAGING PROJECTS
According to Wu et al. (2017), gnatt charts are very much useful for the team
members of a project to understand the time frame of each of the activities related to a
project. The researchers added that the dependencies of the project can also be understood
using a gnatt chart. Communication plan and the risk management plan are also created by
the project managers in this phase of the project. The details of the enactment and closure
phases can also be understood from the planning phase. The Gnatt chart of the project is
illustrated below.
ID Outline
Number
Task
Mode
Task Name Duration Start Finish PredecessorsResource Names Cost
0 0 Project on Development of
Mining Vehicle
40 days Thu 2/27/20 Wed 4/22/20 $4,345,200.00
1 1 Planning 2 days Thu 2/27/20 Fri 2/28/20 $150,800.00
2 1.1 Initial meeting 1 day Thu 2/27/20 Thu 2/27/20 Architectural Design planner,Project Manager$64,000.00
3 1.2 Development of initial
project plan
1 day Fri 2/28/20 Fri 2/28/20 2 Project
Manager
$32,000.00
4 1.3 Discussion on budget 1 day Fri 2/28/20 Fri 2/28/20 2 Facility Manager,Project Manager$54,800.00
5 1.4 Approval over plan and
budget
0 days Fri 2/28/20 Fri 2/28/20 3,4 $0.00
6 2 Build-up 6 days Mon 3/2/20 Mon 3/9/20 $1,490,400.00
7 2.1 Defining plans for vehicle2 days Mon 3/2/20 Tue 3/3/20 5 Architectural Design planner,Automobile Engineer,Project Manager$184,000.00
8 2.2 Architectural build-up of
vehicle structure
4 days Mon 3/2/20 Thu 3/5/20 5 Architectural
Design
planner,Project
$256,000.00
9 2.3 Approval over vehicle
design plan
0 days Thu 3/5/20 Thu 3/5/20 8,7 $0.00
10 2.4 Procurement of materials2 days Fri 3/6/20 Mon 3/9/20 9 Materials[1],Facility Manager$995,600.00
11 2.5 Hiring of vehicle
manufacturers and
automobile experts
1 day Fri 3/6/20 Fri 3/6/20 9 Facility
Manager,Project
Manager
$54,800.00
12 3 Enactment 28 days Tue 3/10/20 Thu 4/16/20 $2,576,000.00
13 3.1 Development of the
vehicle
22 days Tue 3/10/20 Wed 4/8/20 10,11 Architectural
Design
planner,Automobile
$2,024,000.00
14 3.2 Initial testing 3 days Thu 4/9/20 Mon 4/13/20 13 Architectural Design planner,Automobile Engineer,Project Manager$276,000.00
15 3.3 Approval for next phase 0 days Mon 4/13/20 Mon 4/13/20 14 $0.00
16 3.4 Field Testing 3 days Tue 4/14/20 Thu 4/16/20 15 Architectural Design planner,Automobile Engineer,Project Manager$276,000.00
17 3.5 Approval for vehicle
launch
0 days Thu 4/16/20 Thu 4/16/20 16 $0.00
18 4 Project Closure 4 days Fri 4/17/20 Wed 4/22/20 $128,000.00
19 4.1 Documentation over the
project
2 days Fri 4/17/20 Mon 4/20/20 17 Project
Manager
$64,000.00
20 4.2 Making of payments 1 day Tue 4/21/20 Tue 4/21/20 19 Project Manager $32,000.00
21 4.3 Handover of
documentation
1 day Wed 4/22/20 Wed 4/22/20 20 Project
Manager
$32,000.00
22 4.4 Project End 0 days Wed 4/22/20 Wed 4/22/20 21 $0.00
Architectural Design planner,Project Manager
Project Manager
Facility Manager,Project Manager
2/28
Architectural Design planner,Automobile Engineer,Project Manager
Architectural Design planner,Project Manager
3/5
Materials[1],Facility Manager
Facility Manager,Project Manager
Architectural Design planner,Autom
Architectural Design planner,
4/13
Architectural Design plan
4/16
Project Manager
Project Manager
Project Manager
4/22
T S W S T M F T S W S T M
Feb 23, '20 Mar 8, '20 Mar 22, '20 Apr 5, '20
Figure 1: Schedule of the project
Source: Created by author
As elaborated by Wright and Lawlor-Wright (2018), project management triangle
has to be maintained in the first place in order to complete a project within an estimated

12MANAGING PROJECTS
budget and cost which is allocated in the first place. The entire schedule, control, monitoring
procedure, and the estimation activities can be conducted on the basis of this framework.
Even though, as emphasized by Tangari, Finamore and Perino (2019), critical path
analysis can be very much useful to address the project risks such as delay in schedule and
manage the overhead costs. The researcher of this journal also added that the allocation of
resources can be conducted in a systemized modus using this analysis method.
Apart from these frameworks and tools, there are several other ways which can ensure
the success of a complex project such the setting realistic deadlines for each team member of
a project. Tabassi, et al. (2018) highlighted that the role of the PM of a complex project must
be embraced right from the start of the planning phase of the project.
According to Ricard et al. (2017), maintaining pertinent documentation is one of the
prime success factors of a complex project. The researchers of this article acknowledged the
significance of project evaluation techniques like Net Present Value which can be very
much useful to maintain the budget and different types of cost related to complex projects.
Skills and competencies required of a PM
There are diverse categories of challenges related with this project such as managing
the capacity of the vehicle, use of the sustainable parts while manufacturing the vehicle in the
production room, attracting the efficient resources who have the experience of working in
similar projects.
In order to deal with each of these challenges, the competencies of a PM such as the
critical thinking ability, strategy development, decision making and technical competence is
very much required. Planning skills and the negotiation skills of the project manager will be
very much significant to deal with these threats as well. At the same, effective

13MANAGING PROJECTS
communication skills is also very much desired from the PM to deal with these challenges
(Anderson and Sun 2017). At the same time, project manager facilitation development
matrix can also be very much valuable for the PM of a project to understand the skills
required for the efficacious conclusion of a project within an estimated budget and time frame
(Rawat et al. 2019). Supporting the above discussion, Pollack, Helm and Adler (2018), stated
that every PM must be deploying theory Y in the complex projects as it can help to deal with
communication issues of a project, and the ownership issues. This theory can be very much
useful to maintain a good relation among the team members of a project.
Project management process (PPM)
This project shall be directed in four phases like closure phase, enactment phase, build
up phase and the planning phase. It must be said that each of these phases has to be
successfully completed within the estimated schedule so that the project is concluded in
budget and time period which was allocated for it. The following diagram will be very much
significant to understand the process which has to be maintained by the PM of this project.
Figure 2: PPM
Source: Created by author
PPM
Planning
phase
Build up
phase
Enactment
phase
Closure
phase

14MANAGING PROJECTS
Planning phase: It is one of the most significant phase of this project, the entire
planning of this project has to be created by the project manager in this phase of the project.
The specifications of the vehicle has to be identified by the PM in this phase such as the
selection of the payload, selection of the haul cycles, continuous running time of the vehicle,
use of the emerging IT technologies in the vehicle such as the GPS, radar and the laser
sensor, capability of the cylinder engine, decision making abilities of the vehicle and other
automated activities. Apart from the selection of these specifications, a detailed work
breakdown structure has to be created so that each activity of the project is understood by the
team members of the project (Peker, Inand and Giliç 2018). The milestones of the project can
be created with the help of Gantt charts in this phase of this project, this project is also very
much significant for the project manager who assigns the responsibilities of each of the
project team members.
Build up phase: According to McKeever et al. (2016), brainstorming is can have a
huge effect on the successful completion of a project. The researchers of this paper helped in
understanding that the creativity of the team members can be enhanced in the first place using
the brainstorming procedure (Du et al. 2018). This article also added that the engagement of
the stakeholders can be enhanced in the first place with the help of the brainstorming
procedure. At the same time, the ownerships issues of a project can also get addressed with
the help of the cost benefit analysis. Making the contractual agreements with the stakeholders
of this project is the other essential activity of this project. This phase of the project also
involves training sessions for the team members who will be playing a key role in the project.
Enactment phase: There are diverse categories of software which are used by the
project managers to monitor the activities of each of the resources who are actively involved
in the project such as Basecamp and Zoho projects (Maqbool et al. 2017). Each of these

15MANAGING PROJECTS
software will be very much useful to maintain the schedule of this project, at the same time it
can also be said that productivity of the resources involved in this project can be enhanced
using these tools as well. Regular updates and status reports has to be generated by the PM in
order to address the issues coming from the clients of this resource. Weekly meetings must be
scheduled in order to deal with the threats like wasted time and management of overhead
costs.
Closure phase: Evaluation of the performance of each stakeholder involved in this
project will be conducted by the PM of this project. Payment of every external stakeholder
who will be hired for this project has to be cleared in this phase of the project as well. The
details of these phases can be understood from the following diagram.
Figure 3: WBS
Source: Created by author

16MANAGING PROJECTS
Product life cycle stages
The role of the project manager of this project will be very much essential to maintain
the life cycle of the new mining vehicle (Leyman and Vanhoucke 2017). The following
illustration will be very much significant to identify the stages of the product life cycle.
Figure 4: Product life cycle stages
Source: Created by author
 Introduction: The role of the PM will be very much significant to detect the detailed
usability of the mining machine once it is used in AaronSide organization.
 Growth stage: The impact of using the new machine must be identified by the PM so
that the impact of the project can be identified.
 Maturity stage: The alternate technologies which can work in the same way as the
mining vehicle has to be identified by the PM so that modifications can be done in the
vehicle.
Introduction
Growth
Stage
Decline
Stage
Maturity
stage

17MANAGING PROJECTS
 Decline stage: The PM must be identifying the limitations of the new mining
machine so that the modifications can be made which can fulfil the expectations of the
stakeholders of the metal machine industry.
Leadership
According to Kawesittisankhun and Pongpeng (2019), the achievement of a project
depends hugely on the leadership qualities of the PMs. The researchers stated that driving any
type of change in an organizational setting has to be supported by the organizational leaders.
The researchers also stated that the dynamics of a project situation can be maintained by the
PMs with transactional leadership. Strengths and weakness of the team members can also be
identified with the help of the leadership capabilities of the PMs (Englund and Bucero 2019).
Emotional intelligence of the project team members can be addressed based on the principles
of the adaptive leadership theory. The participative theory is very much significant to deal
with the productivity of the team members of a project.
The risks of this project can be addressed with the help of the leadership styles of the
PM such as autocratic leadership, transactional leadership, supportive leadership, democratic
leadership, and charismatic leadership. Apart from these leadership styles, participative
theory can also be very much useful in this theory to maintain the consistency of each of the
project team members (Ismail et al. 2017). This leadership theory can also be very much
useful to maintain the schedule and financial resource required in the project.
Problems related managing the life cycle of the project
There are diverse categories of challenges which have to be faced by the PM of this
project to manage each stage of the life cycle of this project such as the administrative
problems and the control problems (Henkel et al. 2019). The control problems of this project
include management of the scope of the project right from the start of the project to the

18MANAGING PROJECTS
project closure phase (Adams and Tran 2017). Lack of communication is the other major
control problem of this project as will be having numerous distant stakeholders such as the
supplier of the raw materials which will be required in the production floor of the new mining
vehicle. Management of the decentralized information is the other challenges of this
project which can have a direct adverse impact on this project in terms of resource
management.
Apart from these problems, there are diverse categories of administrative problems
related to the life cycle of the project as well such as the accountability issues (Henkel et al.
2019). This issue can restrict the transparency of this project as well. Shifting of deadlines is
one of the other major administrative issues related to this project as it can have a direct
impact of the financial resources which has been provided by the administrative team of this
project. Insufficient skills of the team member also considered as the administrative problem
of this project, as it can have a direct impact on the developed product. Miscommunication
is also considered as one of the major administrative problems of this project as it can
increase the stress level of the team members of this project (Fiaz, Su and Saqib 2017).
Thus, it can be said control problems and administrative problems are the two categories of
problems related to the life cycle of this project.
However, situational theory of problem solving can be very much useful to deal
with both the control problems as well as the administrative problems of the life cycle of a
project (Hendriks et al. 2017). This theory is very much useful to identify the exact situations
which lead to each of these problems. This theory can also be very much useful to understand
how information must be forward in a complex project so that the administrative and the
control problems are minimised. This framework is also very much useful to deal with

19MANAGING PROJECTS
accountability issues of the project as well. The following pictorial illustration will be very
much useful to understand the contribution of this theory in a complex project environment.
Figure 5: Situational theory of problem solving
(Source: Fleten et al. 2016)
Conclusion
This report was very much beneficial to understand how the success of a project can
be maintained with the help of tools like Gnatt chart which can help to maintain the schedule
of a project and project management triangle which can monitor each phase of this project.
The competencies of the project manager which can help to deal with the challenges of this
project such as the selection of the sustainable products in the production floor are critical
thinking and effective decision making. The discussions are well supported with the help of
project manager facilitation development matrix and theory Y. This report also highlights the
significance of the PPM which can be considered in this project. The product life cycle stages

20MANAGING PROJECTS
of this project can also be understood from the pictorial illustration. Leadership theories like
the participative theory can be very much useful to deal with the challenge of this project as
well. This report also highlights how the administrative problems and control problems are
resolved using the situational theory of problem solving.

21MANAGING PROJECTS
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