Module Title: Project Management & Techniques

Module Code:PH4S015

Module Leader/Tutor: Darren Evans

Assessment Type Written Assignment

Assessment Title: Project 2 Re-sit

Weighting: 60%

Word count/duration/equivalent:3000

Submission Date: 02/08/24

Return Date: 01/09/24

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Assessment Description

Question 1 (25 marks)

1. Critically discuss why teamwork is important in projects?                                                                                                  [7 marks]

• Outline the steps for building a new project team.                                                                                                  [6 marks]

• Refer to the case study below.

Erin Smith had worked for over 20 years as a successful project manager, but even with that background she found the Sci-tech Project frustrating and overwhelming. Soon after being assigned to the project she met with John Murray, director of studies. “Erin,” he said, “the long and short of it is that the Sci-tech Project must be completed and operational within 6 months.” She had already estimated the project would take about a year and protested. Murray became annoyed and told her “Just do it!” Erin scoured the company for the best people she could find, settling on four young technical analysts from different departments. None of them were people oriented or very good at communicating; technically, however, they were the best. Upon reviewing the project requirements, they all agreed: it would take a year-at least. When Erin reported back to Murray, he said, simply, “If you don’t finish this in 6 months, you’re fired. That’s a promise!”

So Erin set the team to work. Everyone knew Murray’s deadline. At one point he dropped by to say that if they didn’t succeed they would all be fired. This unnerved the technicians and analysts, but Erin promised them that if anyone were to be fired, it would be her, not them. She also promised that she would handle all dealings with Murray, buffer them from his abuse, and take responsibility for any delays or problems. The team warmed to Erin and set out to work on-average 6 days a week, 15-20 hours a day. Erin never left them; if they were working, so was she. She started bringing cakes- acting like a “den mother,” and treating the team like they were family. Indeed, given the long hours, the team seldom saw their real families and Erin’s maternal care seemed to fill a void.

Several months into the project, Murray stormed in and asked Erin why she had requested help from two outside consultants. She said despite the unbearably long work hours, the team was still behind and needed additional resources to meet the deadline. Murray fumed that he was not about to hire any consultants. Erin looked him straight in the eyes. “You don’t, and I quit!” Murray knew she was serious. “Alright,” he said, “but that’s all you’ll get.” The team was amazed: Erin had stood up to him. This bonded them even more and united them against the common “enemy”.

The intense pressure, long hours, strong competency of the team, and Erin’s nurturing worked: the team finished the project 2 weeks early and under budget–even with the expense of the two consultants. But ultimately the project was a failure because the Scitech system that Murray had demanded did not provide any new benefits to its customers. Murray had never talked to the customers properly; Scitech was his own “pet” project. A year later, he was gone from the company.

1. How would you describe Erin’s leadership style and what were the main factors that motivated her team?
2. What aspects of Erin’s style do you think are typical of good project managers?
3. What did Erin do that helped the team manage the stress created by the project’s time and cost constraints?

                                                                                                            [12 marks]

Question 2 (25 marks)

A project you are working on for a company involves a lot of new techniques and technologies. As a result, you and your colleagues have carried out an estimation of the times for the various jobs shown below (in days).

1. Given that everyone generally does not work weekends how likely is it that the job will be completed in 30 days?
2. The client has insisted that the job be finished in time – how many days of weekend work should you budget for, in order to guarantee the project will be completed?

                                                                                                            [10 marks]

After the initial consultation the client is considering having some extra work done. They would like to know if you can free up 4 days from the original project for this work and what this would cost. (Ignore the cost of the extra work as this is quoted for separately).

• Calculate the cost for an all normal level of project activity
• Find the optimal way of reducing the project duration by 4 days and what this would cost
• What is the shortest duration that the project could be completed?
• What would the final cost be in case e)?

                                                                                                            [15 marks]

Question 3 (25 marks)

The progress of a project is shown in the diagram below. The blue bars represent the planned progress and the red bars the actual progress.

a) Using the principles of Earned Value calculate :-

• The earned value for each activity
• The percentage project completion as of 25 weeks
• The final estimated cost

                                                                                                            [10 marks]

b) Explain the concepts Schedule Variance and Cost Variance and use these to comment on the project’s progress.                                                                                                   [5 marks]

c) Indicate graphically the earned value, budget and actual cost figures week by week.

On the same graph demonstrate the SV and CV figures

Question 4 (25 marks)

In any project it is important to establish the criteria by which success will be measured. We use the term project deliverables to clarify the important results that the project must produce.

1. Critically analyse the importance of scope management in the achievement of project deliverables.                                                                                                [12 marks]

• Often deliverables are linked to budgetary constraints. Evaluate ways in which project resources can be utilised to prevent cost increases. Your arguments should distinguish between resource constrained situations and time constrained situations. 

                                                                                                              [13 marks]

Guidance on Format of Assessment

Note: Students are reminded not to include this assignment brief with the assignment submission 

Should be submitted as a Word document. Referencing should use the Harvard or Numeric Referencing method.