ASSIGNMENT COVER SHEET
UNIVERSITY OF SUNDERLAND
BA (HONS) BANKING AND FINANCE

Student ID:
Student Name:

169154426/1
Mai Le Phuong

Module Code SIM335
Module Name/Title: Managing Projects
Centre / College: Banking Academy of Viet Nam
Due date: January 2018

Hand in date: 12 January 2018

Assignment Title: Individual assignment

Students Signature: (you must sign this declaring that it is all your own work and all sources of
information have been referenced)


Managing Projects
SIM335

Prepared by: Mai Phuong Le
Student ID: 169154426/1
Submission Date: January 2018
______________________________________________________

Table of Contents
Task 1 ............................................................................................................................................................ 4
Short answer questions ................................................................................................................................. 4
Introduction ................................................................................................................................................... 5
Main body ..................................................................................................................................................... 6
Conclusion .................................................................................................................................................. 10
Task 2:......................................................................................................................................................... 11
I.

Introduction ....................................................................................................................................... 12

2. Detail project plan ................................................................................................................................... 13
2.1. Overview of the project plan................................................................................................................ 13
2.2. Project life cycle stages ........................................................................................................................ 13
A.

Identify Objective.............................................................................................................................. 14

B.

Stakeholder analysis ......................................................................................................................... 14

C.

Management skills ............................................................................................................................ 15

D.

Team Development ........................................................................................................................... 15


E.

Project scope: WBS........................................................................................................................... 16

F.

Project Schedule: Gantt chart, Critical Path Method ................................................................... 20

E. Project cost ............................................................................................................................................. 24
G.

Risk Assessment and Management ............................................................................................. 25

3.

Project Implementation .................................................................................................................... 26

4.

Project Closure .................................................................................................................................. 30

CONCLUSION: ........................................................................................................................................ 31
References ................................................................................................................................................... 32
APPENDIX:................................................................................................................................................ 33


Task 1

Short answer questions



Introduction

The first part of this paper aims to show the short answer of these questions below. These
answers will help to have better understanding about how a project works which include Types
of projects; Scope management; what tool will be used to show the sub-division of the scope of
work; the difference would it make if plot out a full project Gantt chart and identify the critical
path;
How to determine if the project in task 2 is successful; how to manage any changes in order to
control the project and what methods (project evaluation, monitoring and control) will be
introduced
to ensure the project in Task 2 is completed successfully on-time and within budget.


Main body
1). According to (Richman, 2002), there are three types of projects:
- Market-driven: Producing a new product in response to market needs. (eg. A cosmetic company
sells product and maintain its market share by producing quality lipsticks that meet consumer
needs)
- Crisis-driven: A fast solution in response to an urgent situation (eg. In response to complaints
about defective mobile phone, that manufacturer may quickly organize a project to manage the
recall and replacement or a public relation campaign)
- Change-driven: the need to change operations to match the current environment or to be more
effective (eg.A retail sales company give approval of building website to maintain its share of the
market)
Type of project in Task 2 is Market Driven. Because the market of designing and manufacture of
industrial Textile for the automotive industry has become more and more competitive with the
growing demand from customer so JKB Bloggins has to create project to response to market
needs. The project contains of training employees with new technology in a new manufacturer to

produce goods for customers.
2) Scope management refers to the processes required to make sure that the project comprises all
the work required, and only the work required to finish the project fruitfully. It is mainly
concerned with defining and controlling what is or is not comprised in the project (Diego &
Sanchez, 2013).
In case study Task 2, scope management will include Implementation Plan how long does
an activity, what should be done first, what should be done later; Project Schedule with the use
of Gantt Chart and Critical path method; Project cost; Risk assessment and Management.


To show the sub-division of the scope of work, Work Break Down structure is used.
It will separate the work into manageable work pieces. It is a diagram which illustrates its
components parts. By depicting the hierarchical breakdown of activity, it define the project
scope. These works will be assigned appropriately member of team project to enhance
productivity and executive strategy (Burke, 2003)
By using this tool, project manager can break complexity down into simple and transparent
components that make it easy to manage the project.
3) Gantt chart is a tool used to represent the timing of many tasks that are needed to finish
project. When project manager plots out a full project Gantt chart, it will show the total time
span of a period to depict days, weeks or months, how long it lasts, when it starts; when it ends
(Burke, 2003).
Once the project manager has identified the Critical Path in the Gantt chart, he can calculate the
longest path of intended activities to the end of project. The earliest and latest points that each
activity can begin and end without lengthen the project. Critical path can identify which activity
is critical (the longest path); which has “total float” (activity can be held up without lengthen the
project). Therefore manager can determine which tasks are crucial for deadline and which are not
to focus resources to complete project.
4. The project is considered to be successful is when it achieves all the objectives. Project
manager can measure the success of JBK Bloggins’ project base on Schedule, Scope, Budget,
Team satisfaction, Quality of work, Customer Satisfaction. This means project outcome has to

match with the objective which is finished on March 2018, within £12 million pounds budget
with quality manufacturing site and technology; well trained employees from Asia and satisfied
customers, sponsor with newly produced supplies.


5) Change management is a system of procedures that monitors emerging project scope against
the scope baseline. It requires documentation and management approval on any change to the
baseline (Elearn, 2007).
In case study of Task 2, no matter the changes (risks) are, project manager has to allocate
a formal change control process to deal with changes to the plan.
In details, project manager has to:
• Identify Risk: Determine areas of risk, uncertainty and constraints that can affect JBK’s project
• Quantify Risk: evaluate risk and prioritize level of risk and quantify their Probability (P) and
Impact (I)
• Develop Response: decide how to respond to the identified risks
• Risk Control: It can be training team members, communicate will stakeholders through
meetings and reports, continually monitor and review.
6) Project evaluation is the systematic study of the project to notify improvements as its
progresses and to illustrate value when the project or crucial stages of it are complete (Richman,
2002).
Qualitative and Quantitative are two of techniques will be used in Task 2 for Manager
conducting evaluation. With two types of data, manager after that can make reports to compare
to planned costs and time whether resources are used successfully or not.
Periodic inspections will be the methods to confirm project objectives are being met. This
method will be inspected weekly or monthly to ensure the project is going well (Richman, 2002).
In order to ensure effective Monitoring and Control process, project manager apply Total
Quality Management and Continuous Improvement.


Applying S-curve method in Monitoring and Control makes it easy and transparent for

manager to tracking process. At the end of week, month or quarter, manager can total the project
budget expenditure to date then make comparison with planned spending and planned date. Any
significant deviations between actual and planned budget spending and deadline can cause a
problem.


Conclusion
The first part has answered 6 basic questions about the process of establishing project.
Based on that, the type of project in case study of Task 2 is Market Driven; scope management
will include Implementation Plan how long does an activity, what should be done first, what
should be done later; Project Schedule with the use of Gantt Chart and Critical path method;
Project cost; Risk assessment and Management with WBS as a tool; show the critical path can
help manager determine which tasks are crucial for deadline and which are not to focus resources
to complete project; match with objectives mean the project is successful; risk management as
well as monitoring and control are important


Task 2:

JBK Bloggins Ltd Project
Prepared for JBK Bloggins
Prepared by: Project Manager


I.

Introduction
JKB Bloggins Ltd is a company which focus on designing and manufacturing of

industrial Textiles for the automotive industry. Sine it started trading in the UK in 1980, the

company now is successful in this industry. However, because of the intense competition from
all over the world, JKB Bloggins wish to improve their competitiveness in the car industry
markets. The construction of this new manufacturer with the new technology and machinery
will help the firm to expand its business.
From a project manager perspective, there are four phase that this project will go through
which are: Initiation phase, Planning phase, Implementation phase, Closure Phase (Burke,
2003). Each phase will give out appropriate evaluation in order to finish the project. In addition,
project manager’s role is also imply by monitoring risk, manage things to be done on time within
given budget. Work breakdown structure, Gantt chart and other technical methods are used in the
project to guarantee the completion of this project.


II. Main Body

2. Detail project plan

2.1. Overview of the project plan
In order to guarantee JKB Bloggins’ project is successful, a detailed project plan will be
given out which go through phases of project life cycle (Richman, 2002). By applying project
management techniques and tools, charts, network diagrams are the used to make project
specific, easy to understand and match up with the condition. It is also worth mentioning that in
this project, risks are determined so that project manager can calculate costs and avoid risks.

2.2. Project life cycle stages
According to Field and Keller (1998), the project life cycle has 4 phases which are Initiation
Phase, Planning Phase, Implementation Phase and Closure Phase. Project life cycle refers to the
series of phases that require project to pass through from its initiation to closure. Phases are
normally sequential with the names or numbers are decided by the control and management
(Diego & Sanchez, 2013)
Initiation phase: The first phase of the project. Project objectives or needs are identified. The

feasibility of proceeding is conducted to investigate. The project manager then will seek for the
acceptance to move on to the next phase.
Planning phase: This is when the project is made with steps in detailed. In this phase, project
team will determine all the work, tasks, resource as well as costs and risks estimation. This will
help to make the plan with detailed schedules and get ready to be executed.


Implementation or Construction Phase: This is when the plan is put into action. The work of
project is monitored and adjustments if needed and then reviewed carefully. If there is any
changes from the initial plan, it will be recorded as well. Maintaining control and communication
are also crucial during this phase to ensure everything will run smoothly as the plan.
Closure phase: This phase has the role to confirm the project has been implemented and
terminated.
2.2.1. Project initiation
A. Identify Objective
Doran (1981) invented the most well-known technique to set goal called SMART.
This acronym guide us to set goal specific, measurable, agreed, realistic and timebound (refer to Appendix A)
B. Stakeholder analysis
Stakeholder analysis have the aim to identify the needs and expectations of stakeholders.
The analysis of project stakeholder will built strategy to determine and manager for
positive outcomes the influence of the stakeholders on the project (Burke, 2003). Project
stakeholders include internal and external stakeholders which are people and organizations
involved in the project. Their interests are impacted by project (Burke, 2003)
JBK Bloggins project’s stakeholder consist of internal stakeholder: project team member,
Project manager, Sponsor and external stakeholders which are contractors, Suppliers,
Design and Constructions Company, customers. (refers to Appendix B)


Stakeholders Analysis (Eden, 1998)
C. Management skills

There are basic skills that required manager to comply to ensure the success of project
completion. They are People skills, Project Management skills, Knowledge of the organization,
Technical skills and Integration skills (Richman, 2002)
In order to make a successful project, manager has to be good in all five aspects. The first
one is Project Management skills. These skill consist of the tools of the trade to plan and
execute a project. These skills is the combination of cost estimation, analysis clear reports and
project audits, organize workable schedule, analysis progress information (Richman, 2002). With
these skills, manager can managing plan the project carefully and control the process strictly
(refers to Appendix C).
D. Team Development


A successful project manager is the one who can develop and lead a project team
(Durr, 1999).
In this project, JBK Bloggins has to recruit and training employees. The older employees
will be in the team to create the plan, organize things. The new employees are recruited and then
trained in Asia to work in the new manufacturing site. After the manufacturer has been done,
employees will be sent to this manufacturer to work in it and undertake new technology.
It can be seen that the company has many types of member for the project. They may
have different background, different positions or come from other organizations but have the
same goal is to accomplish the project. It will take time for them to get to know each other and
commit to the project. But after that, team members will work effectively and produce high
quality outcomes.
E. Project scope: WBS
In this JBK Bloggins’ project, project team will have to apply this WBS to organize and
define all tasks to people related to project to complete it.


Chart 1: Horizontal Work Breakdown Structure of JBK Bloggins’ project



3. Implementation Plan
Below is the implementation plan for the project of JBK Bloggins:
Table 2: Implementation
Activities Name of activities

Duration

Predecessor

JBK’S new technology and
machines into a new
manufacturing site
Initial Proceeding

8 days

A

Prepare Schedule

5

B

Plan approved

3

Recruit and Training


337 days

C

Recruit

25

B

D

Training

312

C

Development

15 days

E

Architect appointed

4

C


F

Designed approved

3

E

G

Material Purchased

4

F

H

Machined purchased from Asia

4

G

Construction

289 days

I


Contract agreement

3

F

J

Construction

286

I, H

A


Set up

50 days

K

Transfer Technology

32

J


L

Install technology

9

K

M

Install equipment

9

L

Test

7 days

N

Mock Test

4

M, D

O


Test

3

N


F. Project Schedule: Gantt chart, Critical Path Method


Notes:

Critical Path

Non-critical Path

Earliest Duration Earliest
Start

Finish

Time

Time
Activity

Latest

Float


Latest

Start

Finish

time

Time

Gantt chart



After conducting the network diagram, the next move is to decide the critical path.
Richman (2002) defined critical path is path that go through the network diagram which will
help to calculate the earliest possible duration of the project to be finished. The critical path in
this diagram for the JBK project is A-B-C-E-F-G-H-J-K-L-M-N-O.
Member after being recruited will be trained in Asia for 12 months to attain knowledge
and experience. Applying 6 days workweek means there are 312 days for 12 months with 26
days go training per month, excluded Sunday every week. After that, they will be sent to new
manufacturer to implement new technology which explain the relationship between each tasks
above.
Project schedule
•

Start date: 1 – Dec – 2016; Finish date: 2 – Mar – 2018.

•


Work 06 days per week (from Monday to Saturday), 08 hours per day (from 8AM to

5PM), 01 break hour for 395 days


E. Project cost
In order to estimate cost for the project, project team will apply Bottom Up estimate
method (Diego & Sanchez, 2013).
This method will help JBK Bloggins to give out the estimation of cost or duration of the
project by totaling the estimate of the lower-level parts of the work breakdown structure (refer to
Appendix E)
When the project is implemented, it is necessary to add contingency amount to cover
costs of risks and uncertainties. The acceptable rate is from 5-10% depending on the project
environment and degree of risks. Thereby, the total cost for the project will add more 10%
which make into the Total cost estimate is 11,159,500(£)
There are three most expensive costs which are costs for Training, Machined purchased
from Asia and Construction. Because it is required to build a manufacture that can stand all
weather condition with the machine purchased from Asia. Hence this process will take time and
cost high due to the advanced technology requirements.


G. Risk Assessment and Management
Risk assessment is defined as the controlled process of identifying, evaluating and responding
to project risk throughout the project life cycle.
Project manager therefore needs to identify whether the expected advantages of the project are
worth risk then adjust certain point to reduce risk. (refers to Appendix G)
Not project team can foresee what risks may occur but also can see the solution for it.
According to Pinto (2013), risk assessment is divided into two aspects which are Probability
(P) and Impact (I). The higher the result of the risk, the more attention needs manager to solve.