Managing Projects

MANAGING PROJECTS

ASSIGNMENT CODE SIM335

University of Sunderland - Faculty of Business and Law

Submission date 10 Aug 2010

Lecturer: Michael Dawson. Student: Benedict Kimbache Page 1

TABLE OF CONTENTS

INTRODUCTION

TASK 1

1. Project Network Diagram (PND)

2. Determination of timing of activities and Total float

3. How to determine Project duration and Critical path

4. Calculation on the earliest start date

5. Effect on late start (delay) of the project

6. Rationale of Network diagrams

TASK 2

Report on Project management perspective

CONCLUSION……………………………………………………….

REFERENCES……………………………………………………….

APPENDIX…………………………………………………………….


INTRODUCTION

In this assignment I will critically deal with two projects which I can categorize both to

be in the same industry that is entertainment. The whole assignment will highlight the

different approaches to project planning and control and will further look at

management of resources particularly scope, time, quality and cost.

In the first task I will deal with the concept of project planning and control in Harman

Ltd. In this I will look at important concepts like Work Breakdown Structure (WBS)

and Critical path analysis (CPA).

In the second task I will play an important role as Project Manager (consultant), by

preparing a report which will advice Woods Limited in one of its music event. My role

will be to manage project processes in general including WBS, dealing with

leadership/administration by making sure the project meet all here fundamental

dimensions that is cost, quality and time.

In managing these projects I as a manager/consultant I will make sure the projects

meet specific objectives within definite schedule, cost and performance parameters.

The process and functions will be controlled by observing the performance in relation

to plan to achieve organisational objectives.


TASK 1

1). Project Network Diagram (Activity on node)

A Project network diagram (PND) is a diagrammatic representation of a program or

plan for a particular project (or part of a project) that shows the correct sequence and

relationship of activities and events required to achieve the end objectives. James M

et al. (1990 pg. 10).

Now Lets apply theory of project network diagram to draw AON using a tabulated

details from the question. NB the PND is on Appendix 1

2. Determination of timing of activities and Total float

The timing of activity is obtained by working on ‘forward pass’ through a network

diagram from start to finish/end of project. Also the timing of activity is done by doing

a backward pass. Details of how can be done is analyzed here under.

Forward pass

The forward pass helps to determine the Early start (ES) and early finish (EF) foe

each task. It is so named because it involves working through a network diagram

from start to finish. Eric Verzuh (2003 pg.119)

The forward pass is calculated /quantified as follows:

Establish earliest start time (EST) this can be either day one or the specific

date of the month. For my case using activity schedule table the EST is day 0

which appear on the top left corner of activity A.

Establish Earliest finish time (EFT), this is inserted on the top right corner of

the node and obtained by adding duration of the activity to earliest start time.

Going back to our table this give us A=EST for A+4= 4.Tthis formula goes on

for the succeeding activities to the end of the project.


Rule(s)

In case there are 2 or more preceding activities then the big figure of EFT will be

taken as EST for succeeding activity(s).

Backward pass

A backward pass is performed by beginning at the end of project and move

backward.

Latest finish time (LFT) of final task (for this case Activity Q) = Project duration

The latest finish time (LST) of activity Q=earliest finish time (LFT) of Q, in this case

LST of Q is day 83.

The latest start time of activity Q is the difference between EFT and activity days.

Coming to succeeding activity which is activity P, LFT of P= LST of Q.

Rule(s).

In backward pass in case there are 2 or more subsequent tasks the lowest figure in

latest start time (LST) is taken for latest finish(LFT) for succeeding activity. This can

be seen on activity I and J, where day 34 which is the lowest were taken as LFT for

succeeding activity H.

Total Float

The term float which can also be termed slack of an activity is the amount of time

that the activity can be delayed without causing a delay in the project. Michael W.

(Third edition).

TF= EFT-LFT for example for task A float is 0, task C float is 10.

TF= Float of activities (A+B+C+………..+Q)

TF= 0+10+10+0+0+0+0+0+0+1+0+0+0+0+67+0+0+0

TF= 88days.


3. Determination of Project duration and Critical path

Project duration

Project duration is the number of calendar periods it takes from project launching/

execution of activity, from start to project end.

In this PND by looking at the earliest finish time (EFT) of the final activity, our project

duration would be 83 days.

Critical path

Adedeji B. (1996) defined Critical path as the path with the least slack in the network

diagram. It has also been defined as the series of activities that have zero float.

Also critical path can be defined as sequence of tasks that forms the longest duration

of the project.

In this case our critical path, is the longest (in duration) path through the network is

A-E-F-G-H-I-K-L-M-N-P-Q with these numbers of days in those critical activities

4-9-17-27-34-40-47-61-69-72-80-83.

4. Calculation on the earliest start date(EST)

If the project starts on the Monday 21 February 2011 the earliest date it can be

completed using a 5 day working week will be calculated as follows. (Assumption no

other holidays).

Data

Project duration 83 days

Start date 21 Feb 2011

Calculation

Using 5 days working week in a project duration of 83 will give us 16 weeks of 5

days each and 3 days.

By using a calendar when we go forward 16 weeks and 3 days from the start the

earliest possible completion time would be 15 June 2011.


5. Effect on late start (delay) of the project

a) A 2 day delay during activity O would have no effect at all in the project duration

simply because activity O has 67 floats. The activity can be delayed even for a 2

months and will have no effect on the overall project completion date.

b) If Activity Q is delayed 1 day, will have serious effect on project duration, as

activity Q is on critical path with zero float, a late start for 1 day will increase the

overall project time from 83 to 84 days.

c) A 1 day delay during activity D will affect the whole path as activity G which

succeeding activity D will not start on time hence the whole activities along the

critical path up the end will be affected accordingly.

6. Rationale of Network diagrams

A project network diagram (PND) is a roadmap of the sequence of activities needed

to complete the project work. Teresa Luckey, et al (2006 Pg. 176).

A PND is a very useful tool in project management with a number of purposes as

listed below.

PND enable to visually sequence the work, by doing so a manager/planner can

estimate more accurate durations

A visual representation of PND can make educated decision on project timing,

forecasting and labour assignment.

PND can help to see which tandem task to be done along with other activities while

others must happen in a particular order.

As I have said earlier PND can visually show which tasks are more complicated and

tricky to handle (i.e. those which are critical). This can help to make decision by the

manager to assign more experienced staff. This is time saving rather than thinking of

training someone else to do the job.


PND it visually shows the progress of the project being carried hence helps in

monitoring and evaluation.

PND also helps in budgeting decision on those activities being carried. Another

purpose of PND as written by C. K. Mustafi, (2006), is that although the main focus

of network Diagram in a project is time management, it can also be used for financial

or cost planning. Such cost planning or cost scheduling helps to introduce budgetary

control and cash control in the project.


TASK 2

REPORT

On

Project Management Consultation on Music concert

Submitted to

The Music Concert Board members

Jan 2011

Prepared by: Asma Kombe

Introduction

A rock concert is entertaining, fun and electric for the audience, however is

something tough and painstaking project for organiser by making sure everything is

well planned and coordinated for the best of the audience but also by making sure

the project is on schedule and within the budget.

To make it possible it needs a great deal of project managerial skills, knowledge and

participative and consultative leadership style to make it successful.

In this task I am responsible to outlining activities required to successful manage the

said project event, along with analysing the skills and competence required by

Project Manager and the whole concept of project managerial process.

Skills required by a project manager

A project manager needs to have a vast and range of attributes to make sure that

customer are satisfied and work scope is completed in a quality manner, within

budget, and on time.


Adequate knowledge base, attitudes, Positive feeling and an open mind

regarding a fact or state. (David I. et al)

Primary responsibility for providing leadership in planning, organising, and

controlling the work effort to accomplish concert’s performance project

objective.

Being ‘leadership focused “The project manager provides the leadership to

the project team to accomplish the project objective” (James P. Clements

2008, pg. 291)

James P. Clement in his book Effective project management analyse the following

as skills needed by effective project manager.

Be able to define the project objectives, and reaches agreement with the

customers on this objective.

Be able to communicate objective to the project team in such a manner as to

create a vision of what will constitute successful completion of the objective.

Project management concern

In project management there are a number of concern and issue which need to be

dealt along with my project team for the whole period of project life, to prevent

likelihood of sluggishness of the project.

My main duty will be to listen and deal with any issue which will arise. Moreover I

have to consider the performance and whole project conduct is customer focused.

Risk assessment is another concern and the hardest part of any project

management plan. As a manager I will make sure there is a system in place in

identifying risks, assessing risk, and risk mitigation.

Staffing is another priority to deal with, I have to look at staff skills and level of their

skills and knowledge to make sure they deliver results.


Moreover I have to think of hiring technical expert to accomplish the project who will

deal with musical instruments.

Project stages.

The project life cycle consist of 4 phases, Project Initiation, Project Planning, Project

execution, and Project closure (See appendix fig 2, 3, 4 & 5). In this task I will not

discuss every single stage.

Although feasibility study has taken place, still I would need to countercheck

technological requirements, internal capabilities, goals and objectives, cost and

estimates, to make sure everything is on the truck before a kick off.

An initial and planning stage almost goes together. In these project stages the

following analysed activities will take place and will be my guideline which will help to

build a representative visual network diagram for accomplishing the tasks. (See

appendix 6 for outlined activities discussion).

Processes control and administration

Process Control

In this task we will have system in place to monitor the progress of processes and

execution at each stage to make sure things goes as per plan.

Processes here we mean pre-planned specific tasks that have to be done over the

course of the project.

AS this is a small project in terms of project life cycle and complexity PRINCE 2

would not be ideal for this project processes control, instead other monitoring and

control means will be applied.

Also we will create a suitable reporting style, where the information will be shared to

project team/board and project sponsor to monitor progress.

We will have a system in place to make sure there is audited Planning and budgeting

for the concert to take place.


Also the management will have procedure and technique in place that helps

reducing risk, risk avoidance, risk transfer and risk acceptance.

Leadership

Project board

Project board also known as project steering committee, is the top in structure,

responsible for decision making. The board will delegate a day to day management

to project manager. The board will also be responsible for the authorization to start

the project initiation and to start implementing the project and Closing of the project.

The board will also be responsible to back manager’s decision.

For this project we don’t need a board which will swallow a big number of board

members due to less complexity of the project.

Project Manager

A PROJECT MANAGER may be defined as the individual who has the responsibility,

authority and accountability assigned to him or her to achieve safely the project

objectives within the agreed time, cost and performance/quality. Albert Lester (2007

pg. 6)

The project manager is responsible for managing the project on a day to day basis.

He or she will either do directly or closely oversee, planning of the project, clearly

defining the task and responsibility for the project team, to monitor, and evaluate

every stage of the project, management of risk, to focus on project profit and loss, to

communicate with shareholders on the progress, closely working with project team to

make sure each activity meet deadline and managing closure of the project.

Project champion

I wouldn’t recommend project champion for this project.

Project team

A team is a small number of people with complementary skills who are committed to

a common purpose, a common set of performance goals, and a common approach

for which they hold themselves mutually accountable. Anthony T (2006).


As project manager I have a sole role to identify all team members and clearly define

their roles and responsibilities. The project team is a critical stakeholder of any

project, and the project leader will do well to look out for its interests even before it is

assembled Anthony T. (2006).

As a PM consultant I will make strong team, by equipping them with the necessary

skills, info and guidelines to make them able to deliver results according objectives.

Stake holders

Stakeholders are important part of any project, due to its roles in execution. Stake

holder is any group or individual who can affect or is affected by the achievement of

the organization’s objectives (Freeman 1984:46).

As a project manager I am responsible of identifying and managing stakeholders,

these are my project team members, sponsors, media, music lovers and public in

general.

Project administration and control problems

Good administration and control is vital responsibility in an organization for a better

performance.

Project administration refers to support, planning, documentation, time recording,

cost monitoring, billing and evaluation for projects. Project administration delivers not

only key performance indicators but also a current overview of the project status,

project progress, costs and budgets. Actano: Glossary [Online]

http://www.actano.com/20911_EN-What%B4s_new-Glossary.htm#P. [Accessed on

08 Jan 2011].

In controlling the actual results will be compared with the plan and objectives of the

project.

Field and Keller point that “Monitoring and control are the project manager’s

predominant activities during the main execution phase”


http://www.actano.com/20911_EN-What%B4s_new-Glossary.htm#P

Monitoring and reporting / Managing issues and change

Monitoring show progress toward project objectives, monitoring deviation from the

plan, and taking corrective actions to match progress with the plan Kathy Schwalbe

(2009 6th ed. Pg 1110).

As the project life cycle will take not more than 4 months (normally music concert

takes 2-6 months-from preparation to performance) report will be given to board

members by project manager on monthly basis for the first two months, there after

the following months will take place on weekly basis prior to performance of the

concept.

Daily operation report among the core project team members will be given to the

head of section/supervisor who will also have to report to project manager.

Most of the projects have some changes happening during the course of the project

from the start to finish. As project manager I have to avoid this to happen at least at

the start up, however I have to anticipate of changes.

Dennis Lock (2007 9th Ed. ) defined project change as: departure from the

approved project scope or design as indicated by a change to any contract, drawing

or specification after its approval and issue for action.

In this task I along with project team will try to our level best to avoid any deviation

especially on execution which I can say it takes place on one single day (one day off

concert event) As there will be no time to correct any disastrous deviation of project

plan, hence avoidance is necessary and this is due to nature of operation.


CONCLUSION

Project Management is the whole concept of application of knowledge, skills, tools,

and techniques, needed to accomplish project requirements by considering five

dimensions of a project these are Scope, Quality, Time, Cost and Risk so as to meet

project objectives.

In this assignment I have demonstrated those skills, that Project manager must not

only strive to meet specific scope, time, cost, and quality goals of projects, but must

also facilitate the entire process to meet the needs and expectation of the people

involved in or affected by project activities.

As project manager the main function is to foresee or predict problems and other

deviations and to plan, organize and control activities to accomplish the project

successful despite of bottlenecks and risks.


Appendix 1


Appendix 2

Fig 1. Project’s lifecycle.

Fig. 2. Project’s lifecycle: Planning stage


Fig 3 Project’s lifecycle: Execution stage

Fig 4 Project’s lifecycle: Closure stage


Appendix 3

Outlined are activities at initial stage which will provide the framework for easy

organisation and management of work.

I. Establishing a date where the event will take place

In doing this carefulness has to be thought by making sure the event will not

coincide with other local event.

ii. Liaise with relevant firm concerning the concert.

This can be government firms who will give their blessing to carry on with provision

of licence to do so, looking after potential sponsors

iii. Looking a venue for the concert

Here I have to be careful in consultation with performer (Rihanna/Jay Z), a

consideration here will base on what kind of a venue they want to perform, a venue

which will be self contained with all the necessary musical facilities and accessories,

and a venue which will accommodate not less than 25,000 audiences.

Past experience, “madness” of music lover’s response on advert about the upcoming

gig will help in estimating audience turnout.

iv. Communicate the event to the public and music lovers.

It is of paramount importance to educate the audience on what the concert can offer.

In doing this there is a number of communicating tools to word the gig out to the

mass, from using print flayers to TV, Radio Station, Radio Stations and other media.

v. Ticket selling

This should be done in advance and other few tickets can be sold during the event

day provided there are still some vacant seats.


REFERENCES

Albert Lester Project Management: Planning and Control (2007) 5th Ed.

Anthony T. Cobb: Leading project teams: an introduction to the basics of project

management. (2006)

K. G. Lockyer and James Gordon: Project management and project network

techniques (7th ed. 2005)

C. K. Mustafi: Operations Research Methods and Practice (2006)

Eric Verzuh: The portable MBA in project management (2003)

James M. Antill, Ronald W. Woodhead: Critical path methods in construction practice

(4th ed. 1990)

Michael W. Newell: Preparing for the project management professional (PMP)

certification exam (Third Ed.)

Rory Burke: Project Management –Planning and control technique (4th edition)

Teresa Luckey, Joseph Phillips: Software project management for dummies (2006)

Thomas Pyzdek: The Six Sigma project planner: a step-by-step guide to leading a

Six Sigma (2003).


Documents

Managing Projects