Project Management and Techniques

QUESTION

Learning Outcomes to be assessed  

1) Develop a critical appreciation of the concepts and philosophies of Project Management

2) Apply Project Management tools and techniques to specific projects

1. A project is to introduce new electronic stock control and labelling systems within your new storage depots. The systems will be rolled out to each of your depots which will lead to increased efficiency savings and a better customer experience. The timings for getting the changes in place in the ‘prototype depot’ are shown in the table.

Activity	Duration (weeks)	Dependency
A – Decide on system, place order	3
B – Development time	10	A
C – Test System	4	B
D –Additional hardware	2	A
E –1st Depot Installation pilot	6	C & D
F –Key staff  initial training	2	E
G – Maintenance Staff Training	2	E
H – Final Testing	2	E
J – Snagging	1	H
K – Order bulk materials	3	A
L – Roll our through depot	4	F,G,J,K
M – Review of 1st installation	1	L
N – Additional staff training	2	M

 

Calculate the sub-project duration together with the critical path

List the float at all activities. Draw the Gantt chart

As part of the initial project planning there would have been the need to consider the stakeholders involved in the project as a whole. Explain the concept of the stakeholder. Draw up an analysis of the likely feelings towards the project of the likely stakeholders involved. State any assumptions you make. [25 marks]

2. Pat Smith, project manager at Sure Test Laboratories, is planning and coordinating the company’s move to a new building currently under construction. Pat wants the move to commence as soon as the building is ready for the estimated October 1st occupancy – still 2 months away.

The entire move, which will affect 3 departments and 120 people, is to be completed within 2 weeks. Because timing is critical, Pat starts her planning by preparing a Gantt chart. At the project level, she draws a bar 2 weeks [14 days] long and then subdivides it into 3 major categories: (1) pack office supplies and furniture , disconnect and securely pack all lab equipment [6 days allotted]; (2) move everything [2 days allotted]; and (3) unpack and arrange everything at new location [6 days]. She then estimates the total number of boxes, equipment, and furniture that will have to be moved in 2 days, gives the estimates to a moving contractor and a specialist equipment transporter, and receives priced quotes. To assist in packing and unpacking boxes and equipment, Pat intends to hire temporary workers. She estimates the number of workers needed, gives it to a temp agency, and receives a priced quote.

Pat shows the completed plan to you, her manager, and asks for a review of it. The plan consists of the Gantt chart and a budget that is largely based on the priced quotes from the moving agency, specialist equipment transporters and temp agency.

What do you think about Pat’s approach to scheduling work and estimating the costs? Do you consider her plan to be comprehensive stating why you have reached that opinion?

Prepare a draft action plan in readiness for a meeting with Pat that outlines your guidance points that Pat will need to adhere to when re-drafting her plan. [25 marks]

3. A project has the following information relating to the duration and cost for the tasks involved. All the tasks require specialist scientific skills in order to complete them. The maximum number of people that can work on the project at any one time is 6, due to the nature of the working space.

Task	Duration (days)	predecessor	Specialists needed per day	Cost per person per day to carry out task
A	4		2	£250
B	2		2	£300
C	2	A	4	£250
D	4	A	6	£225
E	1	B,D	1	£450
F	2	D	2	£275

 

Draw a network diagram indicating free float and total float

Work out the minimum time needed to complete the project. Show histograms to illustrate how you arrived at the figure

Calculate the minimum people cost of doing so

Using the additional information regarding materials and hire of specialist equipment for the project, draw up a cash flow forecast. Calculate the total cash needed and indicate the cumulative cash flow situation graphically

Task	Materials cost per day	Equipment hire cost per day
A	£200
B	£450	£150
C	£200
D	£500	£750
E	£300
F	£150	£75

 

4. Critically analyse the role of the sponsor in a project organisation and his/her relationship with the project manager

Describe the rationale of the business case in project management and explain the relationship of both the sponsor and the project manager with the business case

Outline the key elements of a typical business case for the project statement below.

The headquarters of a national research institute has a staffing level of approximately 55 employees to serve employees across the UK at 10 different research facilities..

Historically, the business has operated as a decentralised organisation with information being received and distributed at numerous points throughout the company. This has led to islands of information with little or no information sharing.

As a result, duplicate paper and electronic files are being maintained by staff in each of the locations. Consequently, staff are not able to consider the implications of prior communications while providing current services. Lack of information makes emerging issues difficult to spot, wastes staff resources on duplicate or inappropriate activities, and prevents them from learning from past lessons experienced nationally.

The project aims to provide staff with remote and desktop access to up-to-date electronic indexed information via a new computer system housed at the headquarters.

This will allow:-

• All staff to have access to the same information
• Staff will be able to research quickly previous dealings with customers or similar projects and will be able to offer speedier solutions
• Savings can be made not ‘re-inventing the wheel’

1) Project with Electronic Stock Control System

Project Duration and Critical Path Calculation

Use the Critical Path Method (CPM) to calculate the longest path through the project. Start by creating a dependency table from the given information and plot a network diagram. Make sure to use Early Start/Finish and Late Start/Finish calculations for each activity, as this data will aid in identifying the critical path, represented by tasks with zero slack time. This method should be explained meticulously, as its understanding is critical for the subsequent steps.

Float Calculation

Differentiate between total float and free float. Total float is the amount of time that you can delay a task without delaying the project. More slack time means that the project schedule is more flexible. For each task, calculate the total float using the formula Late Start – Early Start or Late Finish – Early Finish.

Gantt Chart

For the Gantt chart, arrange all the activities along a timeline, representing each activity with a horizontal bar that begins at the start date and ends at the finish date. Clearly indicate the critical path on the Gantt chart.

Stakeholder Analysis

For the stakeholder analysis, first, identify all potential stakeholders such as depot managers, employees, system vendors, customers, etc. Analyse their impact and interest levels and categorize them into a stakeholder matrix (e.g., Keep Satisfied, Manage Closely, Monitor, Keep Informed). Discuss their potential concerns, and strategies to manage these stakeholders effectively, ensuring their engagement and support for the project.

2) Pat Smith’s Project

Evaluation of Pat’s Approach

In evaluating Pat’s approach, delve into the strengths and weaknesses of her plan. Discuss the time allocated to each phase of the project, the reliance on external contractors and temps, and the comprehensiveness of her cost estimations. Analyse whether she has considered risks, quality, communication, stakeholder engagement, and other essential elements of project management.

Draft Action Plan

In the action plan, suggest adjustments to Pat’s project schedule, cost estimates, or methodology to better align with best practices. This could include introducing risk and quality management plans, a communication strategy, or an improved stakeholder engagement approach. Make sure that the action plan is pragmatic and thorough, providing a detailed, step-by-step approach that Pat could practically apply.

3) Project with Specialist Scientific Skills

Network Diagram and Float Calculation

The network diagram should precisely illustrate task dependencies and sequences. The total float and free float for each task should be calculated using similar methods as the first task, highlighting the difference between them.

Minimum Time and People Cost Calculation

To find the minimum time to complete the project, identify the critical path. To calculate the people cost, multiply the number of specialists by the cost per day for each task along the critical path. Be sure to explain any assumptions made and how you’re managing the constraint of a maximum of six specialists working simultaneously.

Cash Flow Forecast

For the cash flow forecast, calculate the daily cost for each task, including the cost of specialists, materials, and equipment hire. Compile these into a cumulative cash flow graph, explaining the implications for the project’s financial management.

4) Role of Sponsor, Business Case, and Key Elements

Role of Sponsor

Discuss the sponsor’s role in depth, including providing resources, overseeing the project, resolving conflicts, and making strategic decisions. Describe the sponsor’s relationship with the project manager, exploring how the two roles can effectively collaborate.

Rationale of the Business Case and Relationship

The business case provides the justification for the project, outlining the benefits, costs, and risks. Discuss the role of both the project manager and sponsor concerning the business case, detailing how both should engage with it throughout the project.

Key Elements of a Business Case

For the business case, you need to clearly identify the problem statement, proposed solution, benefits (qualitative and quantitative), costs (initial and ongoing), risks, and an implementation plan. Make sure each section is comprehensive, clearly written, and convincingly argued. Explain how each part contributes to making the case for the project and how it can be used for decision-making throughout the project’s lifecycle.