One of the weaknesses of the PRINCE2, according to Elkington and Smallman (2002) is to handle project risks, in their study they provide even recommendations how to overcome such issues. Furthermore, what is important to mention at this point is that there is no direct correlation between PRINCE2 and leadership. Definitely RPINCE2 consists one of the project management best practices but leadership seems not to be a fundamental factor of its implementation.
4.0 Project Leadership in Real-Life Project
4.1. MOD - Landing Ship Dock (Auxiliary) Project
Reasons for project was to replace the existing ‘Sir’ class vessels and provide major elements of the Armed forces sealift capacity. Industrial consideration led MOD to place separate contract to Swan Hunter (2000) and BAE Systems (2001) to build two LSD (A) which was later increased to four with a contract value of £332million.
Due to a high level uncertainty during the project, leadership and project leadership were lacking as seen below (Appendix 1&2):
• Risks identified were not adequately mitigated and failed applying principles of SMART procurement leading to risk not being managed effectively and emerging problems.
• Majority of problems were from the initiation (commercial & project management), budget underestimation and over-confidence in the contractor competence causing a delay of 12-28 months and an increase of 80% on contract price to £596million.
• Poor use of contract terms and appropriate commercial arrangements that protect contracting parties.
• Inadequate visibility of project progress in regards to credible, timely and relevant metrics monitoring performance, time and cost.
• Lack of comprehensive project history detailing the rationale underpinning of key decision for new project personnel during project life.
• Not having the historic trend analysis to provide sanity check on the time and cost estimates.
In June 2005, Swan Hunter financial difficulties and inability to complete contract within target cost of completion resulted in transferring contract to BAE systems. Due to difficulties estimating cost and timescale, MOD Investment Approval Board has required major equipments projects to include the Historic Trend Analysis (Estimation Methodology) (Appendix 3).
4.2. The Cheshire Constabulary
The Cheshire Constabulary, the territorial police force in the region of Cheshire, has been using PRINCE2 from 1996 to 2001 (APM Group Ltd., 2001). In 1994, the Command Team of the Cheshire Constabulary undertook a multi-million pound business improvement programmes that was funding from the newly created Police Authority; a list of review recommendations was given from HMI (Her Majesty’s Inspectorate of Constabulary) as well. The Information Systems Department (ISD) was responsible to develop a new service that would facilitate and improve the process of sharing the information efficiently and establish a modern IT infrastructure. The need of large projects was apparent thus in 1996 PRINCE2 was introduced and used extensively. Hence, roles and responsibilities of the Project Management Team were allocated, at each stage clear points were made, resources were planned, formal document control were done and project interdependencies were identified. Furthermore, the business environment was taken into account before PRINCE2’s concepts were used in order to choose the best one for the particular case study. During these five years 20 large projects were delivered successfully, within Cheshire Constabulary, by having adopted the PRINCE2 methodology.
The only limitation that emerged was the possibility of using the PRINCE2 on medium sized, service department projects those that are not characterized as strategic projects. This area consists a challenge of finding new practices that could derive from PRINCE2 (APM Group Ltd., 2001).
4.3. The demise of NCPM
Effective project management or its leadership requires a combination of 'hard' and 'soft' skills. In other words, a successful project requires that project managers not only manage projects, but also lead people. (Anderson, 2010) However, sometimes project achieved individual success but many elements lead to aggregate failure in real life. The case study of the National Centre for Popular Music (NCPM) in Sheffield illustrates that flawed leadership lead to failure of project, although it achieved success in some extent. The NCPM acquired lottery grants successfully and became a high profile capital project soon. And the NCPM was the first place to combine museum and high-tech machine for music industry around the world. However, it was quickly closed after only 17 months of operation. (Kam, 2004) The main reasons of the NCPM’s failure are as follow: One is the defective business plan in the early planning stage, including the flawed market research and feasibility, the targeting niche market concept and choice of an unsuitable location; the other is misconduct and wrong implementation in the later stage, such as inexperience and dereliction of the leadership and lack of collaboration with local institutions. Based on the case, it is obvious that project leadership is important for a project, and the flawed leadership of the NCPM caused whole project demised, whatever how many success it achieved in other aspects.
4.4. The BBC’s management of three major estate projects
The BBC is running three estate projects, namely Broadcasting House, Pacific Quay and Salford Quays. The completion of the first phase of Broadcasting House was delayed by a year and costs were significantly higher than expected. The Pacific Quay project was delivered on time and within budget and the work on Salford Quays is going according to the time plan set and even better, however, some cost increase is predicted.
The National Audit Office (NAO) suggests that good practice was not followed because costs, benefits and risks were not considered at approval. The BBC changed the already unclear scope of the project during completion, controlling and managing change was week, benefits were not identified therefore it is not possible to measure whether benefits were achieved, skills required were not identified, contingency at the Broadcasting House was not sufficient and it was not in connection with the risk assessment. At Pacific Quay, contingency unspent “was used to fund expenditure that was not included in the original project scope” (National Audit Office, 2010, pp.5).
The BBC implemented changes and “developed a standard approach to defining project roles and responsibilities, improved the content and regulatory of project reviews, strengthened risk management and implemented a stricter change control process” (ibid, 2010, pp.5). Recognizing and getting the skills needed for the project also increased in importance (ibid, 2010).
The case study shows that as suggested by Papke-Shields et al (2009), project scope, time frame and cost analyses was used, although not always efficiently and not as it was recommended by best practice. Contingencies, risk management and controlling were also used, even though some authors suggest these are the least used practices (ibid, 2009).
5. Conclusion
The report discussed leadership theories, project leadership and best practices through the views of academics and project management bodies. From the above discussion, it can be established that theories exist about leadership can be related to project leadership to an extent, although the influence of leadership on project success is still debated and no clear conclusions have been made yet. Professional project management bodies, such as the APM and the PMI, however both emphasise the importance of project leadership for project success.
The case studies highlight the use of project management practices in real life projects. Although many aspects of project management are used, they are not in compliance with best practices recommended by academics and industry organisations. The case studies do not suggest directly that project leadership is important in order to achieve success, rather they highlight the way recommended best practices are used as well as suggest that best practices should be followed in order to achieve project success . In the dynamic world of project management, best practices should be emphasized more and good examples should be followed in order to avoid wasting valuable resources and time.
6. APPENDICES
6.1 Appendix 1
21st Century Approaches to the study of Leadership
John Gardner states the functions of Leadership
- Envisioning Goals
- Affirming & Regenerating important group values
- Motivating others towards collective goals
- Managing process through which collective goals can be achieved
- Achieving unity of effort through pluralism & diversity
- Creating an atmosphere of mutual trust
- Explaining & Teaching
- Serving as a symbol of group identity
- Representing group interest to outside parties
- Renewing & adopting the organisation to a changing world.
6.2 Appendix 2
Powerful Leadership tool: Leading by example
6.3. Appendix 3
The Landing Ship Dock Project
7. REFERENCES
Association for Project Management Group Limited (2001) Prince2 Case Study: The Cheshire Constabulary. Available at: http://www.csid.com.cn/UpFile/File268.pdf (Accessed: 8 March 2010).
Association for Project Management (2010) AMP-Body of Knowledge. Available at: http://www.apm.org.uk/page.asp?categoryID=5&subCategoryID=169&pageID=0 (Assessed: 9 March 2010).
Anderson, B. (2010) “Project leadership and the art of managing relationships”, T+D, 64(3), pp.58-96. EBSCO [Online]. Available at: (Accessed: 10 May 2010).
Bech, N. (2001) “Open Doors to Leading projects: Your New Chance to Understand and Perform Project Leadership”, Creativity and Innovation Management, 10(2), pp.96-101.
Bentley, C. (1997) PRINCE2: A Practical Handbook. Oxford: Butterworth- Heinemann.
Bentley, C. (1998) Quality Management within PRINCE2. Norwich: Stationary Office.
Burke, R. (2006) Project Management: Planning and control techniques. 5th edn. Burke Publishing.
Cleland, D. (1995) “Leadership and the project-management body of knowledge”, International Journal of Project Management, 13(2), pp. 83-88.
Cleland, D. I. and Ireland, L.R. (2002) Project Management: Strategic design and implementation, 4th edn. McGraw-Hill Companies.
Community Harvest Consulting (2005) Project Leadership. Available at: http://communityharvest.com/project%20lead.htm (Accessed: ).
Elkington, P. and Smallman, C. “Managing Project Risks: a Case Study from the Utilities Sector”, International Journal of Project Management, 20(1), pp.49-57.
Geoghegan, L. and Dulewicz, V. (2008) “Do Project Managers’ Leadership
competencies Contribute to Project Success?”, Project Management Journal, 39(4), pp.58-97.
Gray, C.F. & Larson, E.W. (2008) Project Management : the managerial process. 4th edn. New York: McGraw-Hill/Irwin.
Kam, J. (2004). “Success in failure: The National centre for popular music“. Prometheus. Vol.22, No.2, June 2004
Kloppenborg, T.J., Shriberg, A. and Veinkatraman, J. (2003) Project Leadership, Management Concepts.
Kodjababian, J. and Petty, J. (2007) “Dedicated project leadership helping organizations meet strategic goals”, Healthcare Financial Management, pp.130-134.
Lewis, J.P.(2002) Project Leadership. McGraw-Hill Professional.
Maddock, R.C. and Fulton, R.L. (1998) Motivation, Emotions and Leadership: The silent side of Management. Greenwood Publishing Group.
Morris, P., Jamieson, A. and Shepherd, M. (2006) “Research updating the APM Body of Knowledge” 4th edition. International Journal of Project Management. 24(6), pp. 461-473.
Müller, R. and Turner, J.R. (2007) “Matching the project manager’s leadership style to project type”, International Journal of Project Management, 25(1), pp.21-32.
National Audit Office (2007) Ministry of Defence: The Landing Ship Dock (Auxiliary) Project. Available at: http://www.official-documents.gov.uk/document/hc0708/hc00/0098/0098_iii.pdf (Accessed: ).
National Audit Office (2010) The BBC’s management of three estate projects. Available at: (Accessed: 2 May 2010).
Ong, V., Richardson, D., Yanquing, D., Qile, H. and Johnson, B. (2009) The Role of Project Leadership in Achieving Effective Project Management: proceedings of the European Conference on Management, Leadership and Governance, [Online] Available at: (Accessed: 10 May 2010).
Project Management Institute (2010) Available at: (Accessed: 02 May 2010).
Rost, J.C. (1993) Leadership for the twenty-first century. Greenwood Publishing Group.
Tannenbaum, (1961)
Team Technology Portal (no date) Leadership and Management. Available at: (Accessed: )
(Assessed 13/04/2010)
PROJECT MANAGEMENT COURSEWORK –PART B
BREAST CANCER CHARITY EVENT (SEPTEMBER 2010)
Table of Content
1.0 Introduction
1.1. Project Overview and Key Deliverables
2.0 Project Scope
2.1 Project objective
2.2. Deliverables
2.3. Milestones
2.4. Technical requirements
2.5. Limits and exclusions
2.6 Customer review
3.0 Project Approach /Methodology
3.1. Project Life Cycle
3.1.1. Definition
3.1.1.1. Goals
3.1.1.2. Specification
3.1.1.3. Tasks
3.1.1.4. Responsibilities
3.1.2. Planning Stage
3.1.2.1. Schedules
3.1.2.2. Budgets
3.1.3. Execution Stage
3.1.4. Delivering Stage
3.2. Feasibility
3.2.1. Feasibility Report
3.2.2. Technical Capability
3.2.3. Resource Availability
3.2.4. Financial Sustainability and Return
3.2.5. Market Reference
4.0 Work Breakdown Structure (WBS)
5.0 Cost estimation (CBS)
6.0 Stakeholder Analysis
6.1. Cancer Research UK (the customer)
6.2. Local authority
6.3. Local residents
6.4. Exhibitors
6.5. Contractors
6.6. Project team
6.7. Sponsors
6.8. Administrative support
7.0 Communicational Plan
8.0 Project Risk and Mitigation
9.0 Post- Project Audits
10.0 Contractual Consideration
11.0 Conclusion
Reference
Appendix
End
1. 0 Introduction
Come nearly a few years, in the change of lifestyle, breast cancer has been becoming a leading killer of women health, at the same time this issue has caused public concern. The project is going to provide a plan for a charity event for Breast Cancer Breakthrough. The charity is supporting research for cancer treatment and prevention. It is also campaigning to raise awareness to breast cancer while working towards achieving the goals set in the Cancer Reform Strategy 2007, which says that digital mammography should be available at every screening station (Breast Cancer Breakthrough, 2010?). Because breast cancer mainly affects women, an event will be organised for women where they can spend some relaxing time, learn about breast cancer and make donations.
The report will contain the project scope, project approach and methodology including the project lifecycle and feasibility study. This will be followed by a comprehensive stakeholder analyses, the work breakdown structure, budget planning and risk assessment. Each component will be based on project management best practice and theories. In the final section, recommendations will be made about whether the proposed project should be implemented and if so, how successful it would be, along with identifying what is needed to be done in order to complete the project.
1.1. Project Overview and Deliverables
Project Mission
To raise funds towards a digital mammography and create breast cancer awareness while ensuring that visitors have a highly enjoyable day out.
2.0 Project Scope
This defines the project end result or the mission of the project. It is of importance to the overall project. For a charity event, the scope defines the results to be achieved in specific, tangible and measurable terms (Gary &Larson, 2008).
2.1 Project objective
To organise a one day event for Breast Cancer Breakthrough in order for them to raise £10,000 towards a digital mammography.
2.2. Deliverables:
An open event that is accessible for a wide range of visitors
A covered area of 100 square metre for entertainment and various activities that are lined up for the day
- 10 donation stations
- Catering
- Decoration
- Entertainment
- Staff
- Promotion
- Site
2.3. Milestones:
- Event planning completed by – 19 April
- Event permission granted by the local council – 3 May
- Vendors assigned – 31 May
- Catering organised – 7 June
- Start marketing- 5 July
- Volunteers recruitment – 9 August
- Set-up – 3 September
- Event on – 4 September
2.4. Technical requirements
- A 100 square metre marquee to host parts of the event indoors in order to provide protection from the weather.
- Stalls for catering.
- A 10 square metre stage and sound equipment (microphones, speakers) for entertainment and talks.
- Temporary floor in the marquee.
- Lighting in the marquee.
- Electricity.
- Bins and rubbish removal?
- Mobile toilets?
- Gas for catering
- Security
- Accessibility and car parks
- First aid
2.5. Limits and exclusions:
- Park environment – security, facilities, availability of gas and electricity, time constraints related to park opening times, accessibility.
2.6. Customer review: Breast Cancer Breakthrough
3.0 PROJECT APPROACH / METHODOLOGY
3.1. Project Life Cycle
Diagram 1: Project Life cycle
This is a tool for managing projects either micro and macro projects. For the charity event, a PLC is designed to analyse the processes involved in each stage of the cycle.
3.1.1. Definition Stage
The following are to be done:
3.1.1.1. Goals
- To be able to raise substantial sum of money for the event
- Create an awareness of its impact on lives
- Provide information on self-testing
- Creating a relax and fun environment for the guest
3.1.1.2. Specification
For this event, the specifications are:
- Park close to town centre in London
- Accessible Location
- Commutable
- Car Park
- Food
- Rented Macqui
- Hired Staff
- MC
- Local Live Band
- Vendors
The main event would include the following activities:
- Massage Section
- Entertainment
- Running
- Flower Arrangement section
- Healthy Cooking Corner
3.1.1.3. Tasks
- Organising event
- Supervising
For further tasks, the WBS (Work Breakdown Structure) is used.
3.1.1.4. Responsibilities
To ensure the event runs smoothly, responsibilities are divided among team members. The responsibility matrix is use for this.
3.1.1.4.1. Responsibility Matrices
This is a widely used tool by project managers and task force leaders. It’s structured is designed showing the roles and accountability existing between various people and project task. It is used for both micro and macro projects (Gray and Larson, 2008?).
Responsibility Matrix for Breast Cancer Charity Event (Planning)
Responsibility Matrix for Breast Cancer Event Day (Actual Day)
Responsible –
Assist -
3.1.2. Planning Stage
3.1.2.1. Schedules
The time frame to get things in place before the event is from March 10th to the 4th September 2010.
3.1.2.2. Budgets
With £10,000 for the event, the team intend to get vendors willing to do it for a good course at lower rates making the money to be used wisely.
3.1.3. Execution Stage
At this stage, vendors are called, the work break structure for the event is designed showing with is meant to be done. Various parks are looked at, the duration of use, its accessibility and also the amount of people that can be accommodated security wise.
Printing of leaflets, handing out of leaflets and advertisement of events will be done weeks before event. Also any changes to be done, will be carried out during the execution stage.
3.1.4. Delivering Stage
This would start few days before events, focusing on the training of staffs for the events, final preparation of venues, presenting fully packaged events.
3.2. Feasibility
This focuses on the capabilities of the event been done or carried out. A project is feasible by using the Project Life Cycle during the definition and execution stages (Gray and Larson, 2008?).
3.2.1. Feasibility Report
The organisation is set up to help fight against breast cancer in women. A focus on an out-door event to create an awareness of the disease, R&D done and donating to a good course to save lives
3.2.2. Technical Capability
Vendors will be sought for in order to have the technical skills needed to have a successful event.
3.2.3. Resource Availability
With various parks available in London, it would be easy to get a value that suits the event requirement. Human resources would be hired temporary for the events at affordable rates.
3.2.4. Financial Sustainability and Return
With the amount at hand and intention of getting discounts from vendors, there would be enough finance to handle project. At event, boxes are placed at various activity stands where guests can drop anything for charity.
3.2.5. Market Reference
This event is relevant to the target audience as almost everyone is affected by thus disease one way or another, attracting people from different works of life.
4. 0 Work Breakdown Structure
Activities to be carried out or executed for the success of the charity event are been broken down to smaller tasks using the Work Breakdown Structure (WBS). A well designed WBS divides project work into manageable work packages that are easy to estimate, plan and control, assigned necessary resources, contain risk and allow identification of interfaces with other projects.
The WBS form will be deliverable oriented, it will begin with the final deliverable witch it the Charity Event and at the second lever the major deliverable will be identified and then the sub-deliverables that are necessary to achieve our main deliverables. This method has been chosen to reassure that or our deliverables are accomplished on time and within the appropriate cost.
The Charity Event Planning
Diagram: Breast Cancer Charity Event Work Breakdown Structure
e
Gantt Chart and Critical Path Analysis
The Gantt Chart is a special bar chart to illustrate activities and durations of a project progress. With a Gantt chart, it can quickly and easily to plan, schedule and monitor projects. (Gray & Larson, 2008) The Gantt Chart displays two primary parts in Microsoft Office Project 2007.
The left hand section is a task list and it can be seen from our Gantt Chart, it lists with major tasks and sub-tasks with work breakdown structure. Firstly, all activities divide into three parts are beginning, middle and end marked in Gantt Chart. According to the work breakdown structure, the major tasks include venue, equipment, promotion, catering, staff, exhibiter and guest respectively. In addition, the duration for each task is listed to the right of the task and it is clearly to find start date, finish date and duration dates.
The right hand section is bar chart showing each task, the relationship and dependencies for each task, and the critical path of the project. Critical path analysis (CPA) also called the critical path method (CPM). It is a complicated relationship between project time-to-complete and cost-to-complete.(Burke, 2006) The focus of CPM is to analyze all series of linked tasks in a project and this series is designated as the critical path of the project. All activities parallel with each other but be linked by critical path. From our Gantt Chart, we can see tasks are linked by finish-to-start (FS), it means that one takes will begin when the other have done. It can give us a clear understanding view of the project. (Baguley, 1995)
5.0 Cost Estimation (CBS)
5.1 Bottom – up Approach
The bottom – up approach has been selected as most appropriate as for our project cost and time is very important factors because it is a charity organization and there are that much money to be spent and we have about six months time to prepare the event. Each work package will be evaluated separately to eliminate the potential risks that can derive from a whole project evaluation (Gray and Larson, 2008) Top- down approach is mainly used for large projects and those witch last long period of time.
Project budget.
Project Name: Charity for breast cancer
.
Apportion Method of Allocating Project Cost Using the Work Breakdown Structure
Contractual considerations
The organisation has a low budget for the project, it aims to generate as much revenue as possible for the charity and the project is relatively short in duration. Therefore fixed-price contracts will be issued for equipment, entertainment, catering and human resources providers. Gray and Larson (2008) suggest that fixed-price contracts are suitable for projects with a clear scope, “with predictable costs and low implementation risks” (ibid, pp.424). Having this type of contract will enable the organisers to concentrate on project performance and reduce the risk of cost increase. It will also reduce the risk of delays may be caused by contractors (Gray and Larson, 2008). The fixed-price contract will also enable to organisation to negotiate a favourably priced contract from the providers of the above detailed services for the charity.
6.0 STAKEHOLDER ANALYSIS
6.1. Cancer Research UK (the customer/client)
“Customers define the scope of the project, and ultimate project success rests in their satisfaction” (Gray and Larson, 2008, pp.320). Cancer Research UK, as the customer, is therefore the most important stakeholder and the driving force behind the event. Hence, the project must be done according to their requirements. The organisation must be kept updated during the whole project.
6.2. Local authority
The authority can place restrictions and limitations on the project (Gray and Larson, 2008). As a government agency, the local authority will grant permission for the event. The project must comply with the regulations set by the government on a national, regional and local level.
Apart from having to meet standard regulations such as health and safety requirements, the local authority can pose additional limitations in terms of opening times and activities performed at the event. The authoritiy’s aim will be to protect the local residents, visitors and the environment from damage and disturbance.
6.3. Local residents
They can be supporters or can be against the event. Those who are against the event may have concerns about disturbance, increased traffic, increased littering, noise and general safety. Supporters may welcome the event because it attracts visitors to the area, provides a programme for local residents and creates breast cancer awareness. Local residents must be informed of the event taking palce through advertising and bulletin boards. Their concerns must be eliminated by the project organisers.
6.4. Exhibitors
They are the main attraction to the event therefore they are very influential stakeholders. They must be contracted on clear terms and must be attracted to the event by stressing the benefits they gain from it. Information must be provided for them about any changes that may occur.
6.5. Contractors
The outcome of a project strongly related to the efficient and good work of the contractors. An error on their side can cause disturbance in the whole project and may result in a negative outcome. Contractors also have responsibilities elsewhere as well and operate on profits (Gray and Larson, 2008).
They must be contracted on clear terms in order to avoid any dispute that may affect the event. …….
6.6. Project team
There are four project team members who work on this project full time. Each member will have responsibilities elsewhere as well and this may affect the project. (Gary and Larson, 2008).
6.7. Sponsors
They are highly influential on the project and have a large stake at decision making. Sponsors must be informed of progress. For them, the successful outcome of a project is extremely important (Gray and Larson, 2008).
For the one day charity event, the sponsors are……
6.8. Administrative support
In the case of this project, administrative support includes human resources, maintenance, and finance / accounting. Their work is important for project success, although it doesn’t have critical importance. They have to be informed of any changes but do not need regular updates on progress
6.9. Competitors
Other events taking place in the area at the same time. They can influence the project during the permit application phase. After this time, they have little influence over the project.
7. 0 Project Communication Plan
Robust communication plans for this event help mitigate project problems to ensure customers, team members and stakeholders have the information needed to do their jobs.
A good communication plan has been set up to coordinate and track project schedules, issues and action items. (Gary & Larson, 2008). The Breast cancer project communication plan is seen below:
Table – Breast Cancer Event Communication Plan
8.0 Risk Analysis
Risk can be described as uncertainty that is inherent in projects which can affect the achievement of the project goals. It stages are
- Identification
- Quantification
- Response Development
- Response Control (J.Ailken, 2010)
8.1. Risk Assessment Matrix
Risk management has been use to identify likely risks and an assessment of these risks are done using the Risk Assessment Matrix. The need to manage potential and unforeseen trouble spots that may occur when the project is implemented
8.2. Risk Mitigation
With this comes the need to reduce the likelihood of event occurring as if successful may eliminate the need to consider the potentially costly second strategy.
Risk plan has been set-up to manage these risks by Risk
- Reduction
- Transfer
- Avoidance
- Absorption
Rain: marquees are hired so guests are protected during the various activities in the case of rain or extremely hot sun to prevent interruption.
Excess People: for this there will be security guards patrolling the park with health and safety personal should in case of any accidents.
Vendor cancelling: with a legal agreement signed by both parties, vendors cancelling out lead to a cancelling fee, as signed by both parties.
Accidents: here, first aid personnel are going to be on site to ensure, guests are easily treated in cases of accidents and injuries.
Poor Poster Design/Inadequate Information: before posters are printed, Sherry would ensure the right information and designs are properly done.
9.0 Post- Project Audits
Once the event will be finished there will be a variety of tasks that should be taken:
- Make sure that deliverables are achieved and give the money to the cancer charity organization.
- All resources should be returned back if they are hired or store them for future uses.
- Dissolving and thank all members of the staff for their contribution and valuable help both paid staff and volunteers.
- Closing accounts and paid all the staff that contributed to that event.
- Evaluation of the event, the project team, project team members and the project manager in order to identify the mistakes that have been done and what went well so that estimate what should be continued to be done in the future and what should be avoided. This will be achieved by appropriate reports.
References
Baguley, P. (1995). ‘planning your project’. Managing Successful Projects: A guide for every manager. London: Pitman Publishing
Breast Cancer Breakthrough (no date) Available at: (Accessed: 10 May 2010).
Burke, R. (2006) Project Management: Planning and control techniques. 5th edn. Burke Publishing.
Gray, C.F. & Larson, E.W. (2008) Project Management : the managerial process. 4th edn. New York: McGraw-Hill/Irwin.
PROJECT MANAGEMENT COUSREWORK
PART C
MISS BERNICE AGBONIFOH (6102148)
This assignment includes Project management leadership and organising a charity event with the application of Project Management theories and concept.
For the group assignment, we started two weeks after resumption, getting to know ourselves and focusing on what need to be done before going any further. The work was split into parts and after an agreed timeframe, we came together to discuss everyone part and make necessary changes and adjustment as a group.
This was a practical and yet a methodological coursework as we were able to analyse the project management concepts thought in class.
Part A looked at the essence of Project Management Leadership. This part of the assessment looked at why it is important to have a good leadership in place for any project. Various literatures were reviewed to get information about leadership and project leadership using books, journals and online resources etc
From the overall coursework, I have learned:
- In order for me to become a competent Project Manager, I need to have strong leadership skills and also the style of leadership used can have both a positive and negative impact on the subordinates and the project.
- With Project Management Best Practice, APM look at the need for project managers to posses’ strong leadership including emphasis on qualification, learning skills, leadership styles and team work.
- How to improve my practical ability to research, plan and manage a project
- In order to have a successful event, it’s important to have a properly designed Project Life Cycle as it helps in giving direction of what is expected and the timeframe. From the MOD project, it was discovered that the time frame than expected with a little clearer specification and scope as this was changed continuously without other areas of the project not fully assessed.
- Risk is inevitable in any project, enabling me understand the importance of Risk analysis as it gives an idea of what could possibly go wrong with emphasises of assessing the Risk Assessment Matrix and also having the Project Risk Management tools in place.
- Having a successful plan in place help in knowing the desired outcome of the project, setting an objective approach and having a clear goal.
- Cost estimation is important for any project as getting it wrong could lead to shortage of funds. Also having contingencies help in covering costs which may have gone up due to inflation etc. Contracts in place help reduce risks especially with vendors, contractors and services to be received.
- For any project be it micro or macro, it is important to have a responsibilities chart which assign team members to various task. The Work Breakdown Structure comes under this area as detailed information of what need to be done is divided for easy accessibility and transfer of information.
Skills from Research Method helped in referencing, formatting, style presentation and critically reviewing various literatures.
As a group, we were able to work together in a peaceful atmosphere as we all wanted to excel in this coursework. Meeting times were arranged to suit everyone’s need and availability. Also during the group meetings were all able to air our views without overlooking anyone’s idea. Communication was also done via school email.
Personal Reflection:
Diana Ntzivanidou #6098891
Our group is consisted of four members. Three of us (Diana, Judit and Sherry) are doing their master on Tourism Management and Bernice on Management. All of us are coming from different countries and possessing diverse job and educational backgrounds. All these factors contributed in to having a creative and structured collaboration for the last two months.
During our first meeting we decided that each of us should answer the first two questions, which had to do with definition of leadership and project leadership and find details about project management best practises such as APM, PMI and PRINCE 2. After having done some research we meet again the next week to discuss our findings. However, it was difficult to summarize all our findings; hence we decided that we should distribute our workload.
During Easter Holiday we finished Part B after having four meetings. From the first time we clearly divided tasks to each of us in order to avoid the mistake of our first meeting where we decided to do all together the same work. The tasks were equally distributed and each of has to finish it own part:
- Project Overview and key deliverables-
- Project Scope-
- Project Approach/ Methodology (PLC)
- Personnel skills, audit, availability, and training requirements (OBS, responsibility matrix)- Diana, Bernice
- Work Breakdown Structure - Diana
- Project Risk and Mitigation-
- Project Budget (CBS) - Diana-
- Contractual Considerations-
- Baseline schedules (Gantt & networks)- Sherry
- Evaluation methods (monitoring and controlling)-
After having gathering all information together we printed it out and make last recommendations and alerts. It is very important to mention that throughout these tow months collaboration was rather than good and no matter that each of us has to deal with its own part when someone came across with information that was useful for another member of the group we sent it via email or discussed it during our meetings.
To make a project plan was really challenging for us as no one has previous experience on that. The process was interesting and useful. We were given the opportunity not just rely on the theory provided which is useful as well, but understand and how does it work in a real world. There were some difficulties that were overcome because of our harmonic collaboration and enthusiasm to achieve our final goal and make this project work!
Personal Reflection:
Xiaorui Yang (URN: 6083266)
The exam project is a combination of theory knowledge and practical skill. Our group work focuses on the importance of leadership and project leadership from theory to practice. For any project, both of leadership and teamwork are necessary. Working in a four people group, individual efforts of any group member are for a common endeavour.
The whole group work is proceeding well and we conduct it step after step. We grouped up in week 2 and had the first meeting in week 3. During the first meeting, we know each other and discussed the request of assignment in order to confirm what we should do during each part. Then we divided the work of part A and make the time of next meeting. After that we had a group meeting every week or every two week. During every meeting, firstly we discuss the work of each member finished and then collect them, put them together. If there is anything we cannot reach an agreement, we will do the further discussion. Besides, we discuss the group work via email as well, especially during the Easter holiday. Although without discuss face to face, we also did the work well.
Although we have divided different parts to each group member, sometimes we share the different idea and do it together. If there is only one limitation of our project process, it is that two of us live far from university, and we do different subject. Therefore, the meeting time cannot be coordinated. At the same time, our meeting never stop with this reason, every member try their best to assign a priority to teamwork. If anyone can not attend the group meeting, we will send an email with all information we discussed during meeting to her/them. Therefore our project completed successfully on time, it is contingent on everyone’s effort and support.
Through this assignment of project management, I have learned much more than I can expect. Working on part A is a good way to understand the importance of leadership and project leadership from literature review. In addition, I have found a mini case in order to explain why project leadership is important in real life. My case is a unsuccessful project and my group mates found the successful examples, hence it will be more critical to claim the importance of leadership for a project. For part b although the one day charity event is virtual, we still need define, plan, manage and control that project according to project procedure. Those theories of project management, such as WBS, OBS, cost estimation, risk analysis, stakeholder analysis, etc. We can really understand what they are and how to do only by practice. And frankly speaking, I have never used the software Microsoft Office Project before, and didn’t know what Gantt chart is. However, this assignment gives me a chance to learn how to use that software and how to analysis tasks by Gantt chart.
Based on all I mentioned above, I obtain many things from this exam project, for one thing, it is a good opportunity to exam our achievement both theory and practice. For another thing, through working on this assignment, I made some good friend and teamwork spirit and communication skill are improved during group work. In the end, although importantly, we learned more from this assignment, I hope we can get a satisfied mark for it.
Does it have a city of publishing?
Date of access is needed (roughly)
The link is broken. Is this reference will be included?
Is it a book or a journal? More info is needed.
For Judit: volume and issue number?
Can place of publishing be found? Is it the first edition of the book?
This doesn’t belong here, does it?
Date of access is needed (roughly)
Conference location and date!
Can the place of publishing be found as well as edition number?
Included in the text but not in the reference list yet
Date of access is needed (roughly)
I put my graph and Judit’s graphy together, because WBS, CBS and Gantt chart should keep the same structure (Sherry☺)
Sorry Diana, I change the order of your table, and some of data is not correct, I have put the right number already (Sherry☺)