Electric Car

Project Management and Professional Practice using

Prince2
Presented to Alan Pendry

By Zeeshan Mustafa Latif Ansari (s09466807) & Ashraf Elobeid (s14138479)

BEng/MEng (Hons) Electronic Engineering

Birmingham City University

Contents
1.0 EXECUTIVE SUMMARY……………………………………………………………………………………………………………………………..2

2.0 LIST OF IMPORTANT ABBREVIATIONS………………………………………………………………………….…………………………......3

3.0 INTRODUCTION (NPI)………………………………………………………………………………………………………………………….....3

4.0 PROBLEM STATEMENT/RATIONALE……………………….……………………………………………………………………................3

4.1 Motivation............................................................................................................................…...4

5.0 BACKGROUND RESEARCH AND NPD (NEW PRODUCT DEVELOPMENT METHODOLOGY)......................…..................4

5.1 Background Research……………………………………………………………………………………………………………4

5.2 Strategic Benchmarking for EV……………………………………………………………………………….……………..4

5.3 Project Management Methodologies…………………………………………………………………………………….5

5.4 Prince2 (Chosen Methodology)……………………………………………………………………………………………..5

5.5 6-Aspects of Project Performance…………………………………………………………………………………….…...8

6.0 THE 7 PROCESSES OF PRINCE2………………………………………………………………………………………………….………..…….9

6.1 Starting up the Project…………………………………………………………………………………………………………10

6.1.1 The Project Brief/Specification……………………………………………………………………………..11

6.1.2 The Business Case Document…………………………………………………………………………….…12

6.2 Initiating the Project……………………………………………………………………………………………………………12

6.2.1 Project Initiation Document (P.I.D)………………………………………………………………………13

6.2.2 Aims and Objectives…………………………………………………………………………………………….13

6.3 Directing the Project…………………………………………………………………………………………………………...13

6.4 Controlling the Stages…………………………………………………………………………………………………………14

6.5 Managing Product Delivery………………………………………………………………………………………………..15

6.6 Managing a Stage Boundary………………………………………………………………………………………………16

6.7 Closing the Project……………………………………………………………………………………………………………….17

6.7.1 Testing……………………………………………………………………………………………………………………18

6.7.2 Evaluation……………………………………………………………………………………………………………...18

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 6.7.3 The Risk Factor……………………………………………………………………….……………………………….18

7.0 PROJECT METHODOLOGY FLOWCHART..........................................................................................................20

8.0 MARKETING RESEARCH……………………………………………………………………………….………………………………………..21

8.1 PESTEL Analysis…………………………………………………………………………………………………………………..21

8.2 SWOT Analysis…………………………………………………………………………………………………………………….22

9.0 PROJECT PLAN …………………………………………………………………………………………….……….……………………………..22

9.1 GANTT CHART…………………………………………………………………………………………………………………..…….23

10.0 CONCLUSION …………………………………………………………………………………………………………………………………….25

11.0 REFERENCES………………………………………………………………………………………………………………………………………26

12.0 BIBLIOGRAPHY…………………………………………………………………………………………………………………………………..28

1.0 EXECUTIVE SUMMARY

The project is to build an EV (an electric vehicle) which will increase its appeal for customers and solve the
technological issues through invention and innovation. Thorough market research was done to find out the
reasons why EV is not soaring in sales in the UK market and listing the common complaints of its buyers by filling
out Questionnaires and carrying out Online Surveys by the Marketing team. In the light of this research, a new EV
will be manufactured in the most efficient manner applying Prince2 methodology and then marketed aggressively
to gain popularity. The sponsor of the project is a big corporation in UK and they want an EV (Electric Vehicle) with
battery that has a range of 200 miles developed through technological innovations in a period of about 5 months.

They also want an additional separate unit as the climate control unit inside the car and it will heat or cool the car
in a way which will not drain the battery. Rather, it will have a separate battery which will use both solar panels
and electric power to do that. This way, the heater and air conditioner when used in full blast won’t drain the EV’s
range by one-third which is usually the case. They also want the car to have an attractive sleek outward design
which resembles more like a sports car available with state of the art mobile communications, so they can capture
the target market of wealthy young people and market the car as a status symbol and fashion icon. And for less
wealthier people and other age groups also, the car will be marketed for its value for money and convenience in
the form of running double the mileage (200 miles range on fully charged battery) of current EV’s available in UK
market and having an energy-efficient climate control system. Currently in the UK market EV’s are available in a
price range of 12,000 to 20,000 GBP. The cost of our EV will be 8000 GBP. This price tag for our EV is justified by
estimating the costs of its various components. The main components are lithium ion (Li-ion) batteries, electric
motor, chassis, the motor controller, the drive system, energy efficiency and climate control system (Welcome to
NJIT, 2017) (Cave, 2017).

The Li-ion batteries are very expensive to date (Boxwell, 2011). The cost of our EV will be reduced to 8000 GBP
because firstly cost of Li-ion batteries is reduced by making a new type of batteries that are available at much
lesser cost. Secondly climate control system is made cheaper by incorporating solar panels to charge. All this will

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be accomplished through innovation and technological breakthrough. Thirdly an option of buying the car and
renting the battery will also be provided to customers. Lastly, EV’s are expensive owing to their low demand
(compared to the traditional petrol cars) so they are produced in less numbers. When EV’s will become more
popular, they will be produced on a large scale and economies of scale can be achieved which in turn will bring the
price down and also bring in more funds for EV’s research and development projects in future (Lane, 2017) .

2.0 LIST OF IMPORTANT ABBREVIATIONS

3.0 INTRODUCTION (NPI)

An electric car (EV) will be manufactured in the most cost effective and productive way. For this purpose Prince2
methodology will be used while giving serious considerations to PESTEL i.e. economic, social and environmental
factors. Prince2 claim to fame is that if the project does not succeed even after following Prince2 methodology,
which means that the methodology was not properly followed and it’s a PINO i.e. “Prince2 in Name Only”. This
leads to full embedding and tailoring of Prince2 in this project which consequently makes this report a little longer
than desired.

4.0 PROBLEM STATEMENT/RATIONALE

Through market research, it was found that the 3 basic reasons why sales of EV’s are not picking up are:-

 The high cost of EV’s. They are quite expensive as compared to their counterparts’ petrol or diesel cars
which are readily available in the market.
 The inconvenience of charging and recharging the battery as it’s the main power source.
 The car body design was not very appealing. The models are more towards the conservative, elegant and
a bit bulky side. While the target market includes a very big number of people in their twenties.

At present, EV is not very popular in various world markets owing to its high costs, less mileage covered on a single
charge and safety concerns or hazards that are discussed in section 6.7.3 (The Risk factor) and Figure 8 which
describes 7 anticipated risks from R1 to R7. The problem at hand is to solve all these concerns and give a viable
solution to the customers. Research shows that if these issues are solved, EV sales will increase and its business
will bring much profit in Europe.

4.1 Motivation
Motivation behind undertaking this project was the development of knowledge and skills that are needed for
managing an electronics engineering related project. Required knowledge and skills for this project include Project

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Management and Professional Practice (using Prince2 methodology), programming skills, electronics circuit design,
mechanical design, simulation software, mathematical modelling, control strategy and dynamic knowledge etc.

5.0 BACKGROUND RESEARCH AND NPD (NEW PRODUCT DEVELOPMENT METHODOLOGY)

5.1 Background Research for EV
By the year 2040, electric cars could make up about a quarter of the world’s automobiles. In 2009, International
Energy Agency data showed that there were fewer than 6000 electric cars across 40 countries. But that figure rose
to 1.2 million in 2015 and this is not just due to the Green effect (Clark and Campbell, 2016). Electric cars are
roughly where solar power was 10 years ago. Today solar is a multibillion pound business. One factor affecting
electric car sales is the price of the vehicle which is largely determined by the kind of batteries the car has
(Campbell, 2017). Battery costs are about one-third of overall costs to build an EV (Clark and Campbell, 2016).
China is the biggest EV market in the world at present but other countries are catching up. Subsidies for purchasing
EV’s are available in most European countries and UK government offers 4500 British Pounds subsidy towards the
cost of an EV till the year 2018. (Clark and Campbell, 2016). All major car manufacturers are developing hybrid or
fully electrical cars mainly to meet environmental safety targets and to reduce Carbon dioxide emissions. The
target is to develop an affordable mass market EV which is able to travel several hundred miles on a single charge
(Clark and Campbell, 2016). The electric car is very much a thing of the future and its demand will rise gradually
in the UK once the total unsubsidized costs of the EV including the savings on fuel and servicing equal the costs of
the combustion-engine cars which are in use today. (Clark and Campbell, 2016)
Shell Company’s Eco-marathon Asia was held in Singapore from March 16-19, 2017, in which more than 100 teams
competed to build the best and energy efficient vehicle. Shell Eco-marathon Europe will take place in London UK
from May 25-28, 2017, Similarly it’s being held in some other countries and the purpose is to promote eco-friendly
and cost effective cars with alternative energy and power batteries. Shell Company is trying to bring new EV’s
through innovation and it has big companies partnering in the venture. All this shows that the future of electric
vehicles is bright owing to some leading technological innovations (Shell.com, 2017).

5.2 Strategic Benchmarking for EV

Benchmarking is a process of achieving excellence by comparing our business processes and performance metrics
to the best ones available in the market. Usually Quality, Cost and Time are compared along with some other
required dimensions There are many types of Benchmarking but the four basic (Jurevicius, 2014) are as follows:-

1) Internal Benchmarking: It’s the process in which a business process is compared to a similar process
within the organization. This is cost-effective, convenient and takes less time than other types of
benchmarking.
2) Generic Benchmarking: In Generic Benchmarking, unrelated processes or products that may be
outside the required industry but can be carried out in a similar manner are compared to gain insight
into best practices.
3) Competitor Benchmarking: In this type, the product or process is compared to its competitors which
are market leaders.
4) Functional Benchmarking: This Benchmarking looks for best practices in the required functional area
in the industry. Best practices can be found in any industry and followed to improve the required
function.

For the EV, our Benchmarking mix consists of Competitor benchmarking and Product/Technical Benchmarking. In
Competitor Benchmarking, existing EV’s which are leading the market in UK are studied and pre-defined metrics

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for KPI’s (Key performance indicators) of EV are studied. Since we live in a digital age, so “Online Competitor
Benchmarking” will also be carried out as part of the digital marketing theme (Insights, 2017).

In Product Benchmarking, a new product is designed (EV) and reverse-engineering will be used to improve our
product (EV). In reverse-engineering, the best competing product in the market is broken down and examined to
study how it was developed and its strengths and shortcomings are also analysed. (Schwartz, 2001). In Strategic
Benchmarking, SWOT analysis of EV will be carried out which is discussed at the end of this report.
(Oshatrain.org, 2016) (Johnson, 2017).

5.3 Project Management Methodologies

A number of Project management methodologies are being used today. Amongst them, the most suitable for this
kind of project will be Six Sigma, Agile and Prince2 methodologies. The project at hand is to build an electric car. All
these styles of Project management have their own pros and cons and their comparison follows:

Six Sigma is not appropriate for complex manufacturing process like that of an electric car (K, A and V, 2016)

It is not useful when new products like EV are built in the industry or for disruptive innovation. Also Six Sigma is
meant for large corporations and is not suitable where the employees are less than 500 in number (Essays, 2015)
(Roger W and Martha M, 2010). While our EV project is a medium sized project with much lesser
employees and this EV project is being conducted for a large corporation.

Agile is an advanced Prince2 methodology which is mostly suited for highly innovative products or where sudden
new changes are required during the ongoing process (Davis, 2015).

That is why it is more suited in creative technologies or for insurance, banking, finance or computer technologies.
Its methodology will make a project more open, flexible and adaptable to circumstances (Darrel K et al., 2016).

5.4 PRINCE2 (Chosen Methodology Justification)

PRINCE2 (an acronym for Projects IN Controlled Environments) is called the gold standard in UK for Project
management. It’s based on seven (7) principles, seven (7) themes and seven (7) processes. All the themes are
based on the 7 principles which bring the themes alive. It’s the use of the 7 principles that is must along with the
various documents that need to be made in order for it to be called a Prince2 methodology. Prince2 is often used
in construction business and for manufacturing products (Training, 2017).

. This gives the best project management for building an electric car. The Prince2 methods are scalable according
to the project requirements. This gives a cost effective and efficient method for building the EV. Prince2 can be
adapted to any size of project. It’s carried out in a logical, organized and step-wise method. It controls risks by
setting tolerance level of each stage boundary and any exception is handled in an ingenious way where the
management hierarchy is well defined and communication is clear and necessary. Work packages are assigned by
Project Manager (PM) who is the main figure addressed in Prince2. Lessons learnt at each stage are updated in
Lessons log so best practices can be maintained. Risks are minimized or eliminated and quality is assured. Any
positive changes are viewed as “Opportunity” that can be benefitted from. Various documents are made at every
stage so all progress is recorded and the product is delivered on time. That’s why Prince2 is most suited for our
project because of our project size, nature, aims, potential market (U.K) as well as political, legal, social,
technological, economic and environmental factors.

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If our focus was on innovation of mobile communications of EV as well, then we would have used a “Combo (mix)
of Agile and Prince2 methodologies”. Since Agile is best for IT related and complex software innovations that may
require sudden changes and frequent modifications in future. But since we are focusing on technological hardware
breakthroughs mainly to provide affordable convenience to the target market so Prince2 alone will suffice. Prince2
is a very organized and controlled way of managing a Project in which the PM can have a keen eye on the Progress
and Performance of the Project and gear it towards success by eliminating or controlling risks.

Figure 1 Seven Principles and Seven Themes of Prince2

The reason that Prince2 can be applied to any project irrespective of its size, environment, type, nature,
organization or complexity is because it is based on seven sound Principles that are the “Best practices” that
should be folowed. These 7 Principles are described as follows:-

 Self-validating because they are time tested and proven in bringing success to the projects.
 Universal because they can be applied and tailored to any project in the world.
 Empowering because it gives the PM ability to influence and direct the project successfully with
confidence.

The PM will keep these 7 Principles in focus for EV. They are as follows:-

1) Continued Business Justification for EV: The PM made sure that the use of time and other resources for
the project is justified. He does so by updating the EV Business Case document at avery stage of the
project.
2) Learn from experience: This is done through consulting the previous Lessons Logs of similar projects as
well as updating Lessons log of the ongoing EV project.
3) Defined Roles and Responsibilities : In Prince2, the roles are seen as separate from the individuals in the
project. One person can perform multiple roles and one role can be shared by a team. The Roles
Hierarchy for EV consists of four levels namely Corporate or programme management, PB, PM and Team
levels and it is illustrated in Figure 4.
4) Manage by Stages: The project is managed in stages as shown in Figure 3 below. The Pre-project stage
has the Starting-up a Stage process. Then the Initiation stage has Directing a Project (DP), Initiating a
Project and Managing a Stage Boundary processes. The DP process will run throughout till the end of
closing the project. Subsequent stages have Controlling a Stage, Managing Product Delivery and Managing

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 Stage boundary processes. Then the Final Stages have Controlling a Stage, Managing Product Delivery and
Closing a Project Processes. This brings us to the end of the project.
5) Manage by Exception : Work packages are assigned to all team members in the four teams of EV with
time and quality tolerances. A Work package in Prince2 is a set of information about one or more
products through which a PM assigns responsibilities to a team member and also through which finished
work is delivered back to the PM. If anything doesnot confirm to the set plan, it is termed as an exception
and an effective solution is searched through communication and if required meetings with the PM.
6) Focus on Products: Deliverable products are clearly described and responsibilities assigned through Work
packages to the 4 team members namely hardware, software, design and marketing teams for EV.
7) Tailor to suit the Project: All the tools and techniques are tailored by the Project management team to
suit the EV project in the best possible way. First Prince2 is “Embedded” in the organization. It includes
Process responsibilities, scaling rules, Standards (templates, definitions), Training and development,
Integration of various processes, Tools and Process assurance.

After Embedding to adopt Prince2, it is tailored. Tailoring process includes Adapting the Themes, Adopting specific
Terms, Setting Product descriptions, Defining Roles and then adjusting the seven processes to confirm to the
above.

PM made sure that the 7 Themes of Prince2 were followed throughout the EV project. They are as follows:-

1) EV Business Case: This document reflects the feasibility of the EV project and justifies its continuity at any
stage. It shows that the EV business idea has potential value for the organization.
2) Organisation: This theme defines the various roles and responsibilities in the temporary Prince2
Management Team as shown in Figure 4.
3) Quality: This ensures that the Project meets its goals as defined in EV project brief, EV PID and business
case document. The quality attributes of the products are defined that will be delivered on time that is
within 5 months. The products in Prince2 are the EV risk log, EV Quality register etc, as well as the final
prodyuct that is the EV with the improved battery and climate control system.
4) Risks: Here risks for EV are identified and controlled as shown in Figure 8. The uncertainties are
eliminated or managed.
5) Plan: This theme reflects on what activities will be performed during the length of the project, by whom
and when to be performed. Through communication strategies, the plans are rolled out and this theme
complements the Quality control theme for EV as shown in the eV Quality log. Plans are meant to control
the overall direction of the project towards its targets as described in EV project brief.
6) Change: This theme shows how any required changes in the project will be managed efficiently. These
changes may be due to some unexpected sudden problems, requests for change by User or PB or product
quality failures. e.g the innovation system for Li-ion battery to run 400 miles on a single charge fails, so
corrective action will be applied to make the battery better.
7) Progress : Here the development of the project is monitored to meet its goal. In this, decisions are made
for various plans, highlighting of issues and monitoring of KPI’s (Key Performance Indicator) for project
performance. This brings us to our next topic which is 6 aspects of Project performance.

5.5 6-Aspects of EV Project Performance:

Figure 2 given below shows the 6 variables that need to be managed during the project in Prince2. First KPI (Key
Performance Indicator) is “Time” which means that Timescales need to be set for product delivery. It should be
clear that when this project will end. Next is “Cost”. Projects are run on a desirable ROI (Return on Investment). If

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costs are exceeding budget, they need to be cut short. Third KPI is “Quality” which means that are the products
meeting the described quality checks in EV Quality register and whether the products delivered at the end meet
the desired specification and are fit for use as per the EV project brief. Fourth KPI is “Scope” of the project. This
entails that PM will not let things go beyond what is supposed to be delivered. Otherwise it may result in
unexpected changes, delays and overspending which is such a waste of resources. Then comes “Risk” and the
question is that how much risk can be beared? Calculated risks are taken. Last one is “Benefits”. This measures the
returns on our investment in the project.

Figure 2 6-Aspects of Project Performance (UG Belgium, 2017)

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 Figure 3 Prince2

In the above Figure, the 7 generalised processes of Prince2 are shown. We will apply these 7 processes
one by one in our EV project in the coming sections of this report. The 7 processes which are a collection of
activities will be tailored to suit our EV project environment. The Pre-Project stage consists of Starting up the
Project process for EV in which all the planning for EV is done. The Initiation stage consists of Directing the EV
Project, Initiating the EV Project and Managing a Stage Boundary for EV processes. DP will continue running from
Initiation stage till the closing of the project. In the Subsequent stages, 3 processes will run namely Controlling a
Stage for EV, Managing Product Delivery of EV and Managing a Stage Boundary for EV. In the Final stages, the
processes running simultaneously are Controlling a Stage for EV, Managing Product Delivery for EV and Closing the
EV Project.

6.0 THE 7 PROCESSES OF PRINCE2

Prince2 methodology is applied to the EV project by tailoring the 7 processes which are as follows:

6.1 Starting up the EV Project (SU)

Starting up a project is not part of the stage. Its pre-project planning. Table 1 below shows the Management
Products of the corresponding activities in this process. In this stage, the EV Project Brief is created which will give
directions for the Initiation of the EV Project. But when the Initiation stage is reached, the contents of the EV

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Project Brief are further refined and EV Project Initiation Document is produced. After creating EV PID, the Project
Brief is no longer maintained. An “EV Daily Log” is maintained by the PM to record any issues, required actions to
be taken or any other happenings or changes which are not recorded in the other Prince2 registers or logs. The
four team managers may also keep their own Daily log for recording updates of their EV Work packages.

The team members are confirmed in the EV business document. Questions such as how many members will be in
the team and what will be their roles and responsibilities during the project will be addressed. These teams are
project specific. That means the teams cease to exist after the project. The project board will be made and the
chief executive and the project manager will be named. These two are key for success of the project along with the
quality and expertise of the rest of the team. Also the EV project brief is made showing the aims and objectives of
the project clearly. The EV business case is discussed in this stage and certain points agreed upon. The “EV Project
Files” are made at this stage. And an Overall Plan is devised, discussed and agreed upon between all the
stakeholders namely the executive (which is the big Corporation in this case), the end user (the EV customers for
feedback) and the suppliers (the actual designers and engineers that are building the project). This is the “EV
Project Board”.

Starting up the EV Project

Activity Management Product
 Appoint Executive and PM.  Executive Role Descriptions.
 EV PM Role Description.
 EV Daily Log.

 Capture Previous Lessons of  EV Lessons Log.

similar projects.

 Design and Approach the PMT.  Organizational structure chart

for the EV project.
 Role Descriptions for EV team
members in the four teams.

 Prepare Outline Business Case  Outline EV Business Case.

 Project Product Description for
EV.

 Select Project Approach.  EV Project Approach.

 Assemble Project Brief.  EV Project Brief.

 Plan the Initiation Stage.  EV Initiation Stage Plan.

Table 1 Starting up the EV Project (SU)

6.1.1 The Project Brief / Specification for EV: The project brief is the main document on which the product
design will be built and it consists of what the client wants in the final product. The various documents that will be
made during the project will also be based on the brief. This Brief will also serve as the reference point for creating
the P.I.D in the Initiation stage.

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In this project, all the research observations were addressed to find a viable solution to create an EV that’s a
fantasy for both the twenty something and convenient for the families to drive through. The truth is, without the
technological breakthrough and artistic makeover of the car, the car sales will not be boosted like they should be.
Again, if the fantasy car is not affordable, then not many people are going to buy it. Cost cutting for EV is a major
challenge. This cost cutting will be achieved by improving performance of battery through technological
innovation. With this application of science, art and economics, our car will be created.

The EV team comprises of 12 members and a project manager. The hardware team has 5 members, the software
team has 3, and aesthetics team for outward design will be 2 and 2 members specially designated for developing
an effective marketing strategy. The Hardware team will be working for the full 4 months. They will design and
build the necessary technologies in 2 months and then refine them in the remaining 2 months as well. The last
month will be dedicated for Beta testing and evaluation. The Prototype will be tested and valuable feedback
applied.

The Software team will complete their work in 2 months. The Design & Aesthetics team will finish work in 1 month.
This leads us to the marketing stage. They will be given 1 month to make a comprehensive marketing strategy.

Figure 4 Project Management Team Structure for EV

Prince2 says that you must respect the “Hierarchy Order of Authority” (Buehring, 2012) (Prince2 Manual). So the
EV project is managed keeping that in mind. In the Figure above, in the “Directing” stage, the Project Board can
delegate the responsibilities to other team called “EV Project Assurance”. Member of Project Board cannot be PM.
In the “Managing” stage, EV Project Support helps the PM with Document Support etc. PM can be TM. Senior User
can be Executive. Executive cannot be Senior Supplier. People come and go when going to the next stage at
“Managing Stage Boundaries”. In the “Delivering” stage, Finished Work Packages for EV are delivered to the PM
within the pre-defined tolerances. In case of an exception, TM raises an issue and the PM finds a solution. If the
issue needs to be highlighted, then the PM sends a Highlight report to the PB.

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6.1.2 The Business case document for EV: Starting the process, first of all “Business case document” will be
prepared. This document will show that the EV project is feasible and profitable in terms of cost-benefit analysis
and market demand. Electric cars in UK are expensive; ranging from 12000 to 20,000 GBP depending on various
factors and features of the EV. Our car will be more attractive to buyers because of its improved battery which will
be smaller in size and will run around 200 miles on it. That’s double the current average mileage for an EV on a full
battery available in UK market. Our EV will cost 8000 GBP. That will be good value for money for the buyers. Cost
cutting will be achieved through technological breakthroughs. Also, aesthetically, the car will be designed more like
a sports car giving it a sleek look outwardly. Usually a new EV in UK has a battery that takes from 6 to 8 hours to
charge and runs around 100 miles on it (Point, 2017).

6.2 Initiating the EV Project (IP)

In this stage, the project is practically started by making project files, making project controls, making a PID which
is the “Project Initiation Documentation“. At this stage, the business case risks are also discussed and plans to
eliminate or refine them are discussed. Table 2 below shows the Management Products of the corresponding
activities in Prince2.

Initiating the EV Project

EV Activity EV Management Product
 Prepare Risk Mgt. Strategy for EV.  Risk Mgt. Strategy.
 EV Risk Register.

 Prepare Quality Mgt. Strategy for EV.  Quality Mgt. Strategy.

 EV Quality Register.

 Prepare Configuration Mgt. Strategy  Configuration Mgt. Strategy.

for EV.  EV Issue Register.

 Prepare Communications Mgt.  EV Communications Mgt. Strategy.

Strategy for EV.

 Create EV Project Plan.  EV Project Plan & EV Product

Descriptions.

 Setup EV Project Controls.  EV Project Controls.

 Refine the EV Business Case.  EV Full Business Case.

 EV Benefits Review Plan.

 Assemble EV P.I.D.  EV P.I.D

Table 2 Initiating the EV Project (IP)

6.2.1 Project Initiation Document (P.I.D) for EV: The PID is kind of a Contract between the PB and
the PM because this document exhibits the scope and direction of the Project. The PID serves three
purposes. It makes sure that the Project is sound and viable before PB makes commitment, it is the base
for PM and PB to assess issues and ongoing progress and it also is the reference point for all team

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 members to look up information about the Project. The scope of our project is penetrating the UK market
and capturing a big share in selling a new much improved version of the EV than are currently available.
This will be achieved by technological breakthroughs and creative car body designing and aggressive
marketing mix.

The team comprises of 12 people and a project manager as explained in the project brief earlier. There
will be four sub- teams namely the hardware design, the software design, design and aesthetics and the
marketing team. The “Risk log” will be made. It will be updated at every stage along with the “Lessons
log”. Any “Exception handling” will be done through the “Project Control Processes”. Lessons are learnt
from every stage and updated in Lessons log.

The PM (Project Manager) will be responsible for effective communications between all parties involved
and will keep the team motivated and buck it up to meet time deadlines. The “ Quality assurance “ of the
project is done by keeping in check with the “ Overall Plan”, “The Project Files” and the “Project Controls”.
Through these three, Quality control is assured. Defining Quality at the beginning of the project is
indispensable for correct working and flow of the project at hand. After formal authorization of Initiating
the EV project is granted by the PB, the EV Quality management strategy, EV Risk management strategy,
EV Configuration management strategy and EV Communication management strategy is made.

Then the “Project plan” for EV is created. After that, Project controls for EV are set up and EV Business
case is refined. Then EV P.I.D is assembled and then Work packages are assigned by the PM to the 4 team
managers namely TM Hardware, TM Software, TM Design and TM Marketing of EV. This way PM has
made a formal request to deliver the product keeping scope of EV, cost of EV, time to deliver, risks related
with the EV project and delivery desired Quality features of EV which have been specified in the Project
Brief, Business case and P.I.D of EV (Trainer, 2013).

6.2.2 Aims and Objectives of EV: This project has these objectives:-

 Manufacture an Eco-friendly car reducing harmful emissions.

 Focus on technological developments through high quality engineering to give best results in the market.
Especially the size and performance of the electric battery will be improved.
 Compliance with required Law and regulations.
 Implementation of strategic marketing decisions to achieve success.
 Focus on design and aesthetics of the EV so that it gains popularity in the UK market.

6.3 Directing the EV Project (DP)

The third stage is directing the project. Here first of all the project board will authorize the project and its initiation
and then hands over to the project manager. Now the project manager will give clearly defined work packages.
Directing also comes at the end when the project board confirms the closing of the project after successfully
completing the project. Prince2 claim to fame is that if the project does not succeed even after following Prince2
methodology, which means that the methodology was not properly followed and it’s a PINO i.e. “Prince2 in Name
only”.

As shown in Figure 5 below, after Starting up a project stage, the authority to initiate the project is given in DP
stage. DP stage runs throughout the project till the end which is the CP stage. So formal initiating of the EV project
will be done here. Then other responsibilities of the DP stage include authorizing the EV project, authority to
deliver various projects, to review highlight reports sent by a PM to make decisions about any changes required

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and authorize changes or modifications to the EV project, to give ad-hoc directions to steer the project in case any
issues arise, to review Progress reports, to authorize Closing of the project in CP stage, to review the end stage
reports including Benefits review report and future recommendations for EV support team. In a nutshell, DP stage
ensures that the project remains viable and gives direction to the project whenever needed. This stage provides
Corporate/Programme management with an interface to connect and communicate effectively with the project
team members.

Figure 5 Directing the Project (DP) (Trainer, 2013)

6.4 Controlling the EV Stages (CS)

This brings us to the fourth process which is “Controlling a Stage “. The project is done in stages like a waterfall (a
sequential non-iterative process). In this stage, the work packages assigned to the EV team members are
authorized and reviewed. And then the progress is reviewed. If there are any issues or risks, then a meeting will be
called with the concerned team members and through brainstorming and discussions, the best solution or
corrective action will be applied. This will be applied through exception handling which means that an Exception
report is generated whenever the set tolerance levels of any factor like scope, benefits, time, cost etc. are
exceeded and it will be recorded by PM in the issue register. Any such issues or risks will be brought to the notice
of PM immediately and if need arises, they should be highlighted to project board for their opinion before a final
decision is made for the solution.

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 Figure 6 Controlling the Stage (CS) (Trainer, 2013)

6.5 Managing EV Product Delivery (MP)

The PM will give “Work Packages” to all 4 TM or a team member in our EV project. In each work package, the job
to be done is clearly specified and confirmed as authorized by the project board. Also, the time to do the job, effort
in terms of work hours, quality of work needed and its cost will be mentioned. The team member will periodically
(every week in our project) apprise the PM of the progress through an email unless an exception occurs, in which
case a direct meeting will be organized to find the best solution. The TM will make sure to deliver the work
package (i.e. deliver the product or do the job specified) on time. This process is exhibited in Figure 5 given below.

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 Figure 5 Managing Product Delivery (MP) (Trainer, 2013)

6.6 Managing the EV Stage Boundary (SB)

.

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 Figure 6 Managing a Stage Boundary (SB), (Prince2 Manual)

At the end of every stage, the project plan of the next stage will be made and it should confirm to the overall plan.
Risk register and business case should be updated. Exception plan will be made for the next stage. Then end of the
stage is reported. Best professional practices call for the project board to assess the progress made and to give
their opinion and authorize the changes made at the boundary of the process. Managing stage boundary is crucial
for success of the project. It is the point where it is decided whether a project will be continued or any changes
need to be made to adapt or in worst case the project is terminated to avoid losses. When the next stage plan is
created then the updated product description is also created. Any uncertainties are recorded in the Risk register.
Issues are recorded in the Issue register. Quality checks are noted in the Quality register. All of the above leads to
updating the Project plan. When the Project plan is updated then the Business case and P.I.D is also updated. Then
the End stage report is made which includes the Lessons report. Exception plan can lead to updating any other
plans and documents.

6.7 Closing the EV Project (CP)

All Transfer of PIR report records

deliverables deliverables recommendations
Project
exit criteria to customer & lessons learnt
Closure
are met & support for future projects
Phase
functions

Figure 7 Closing the Project

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When the project finally finishes, the proper protocol of closing the project should be followed. This includes
certain activities as best practices. First and foremost the resources tied up for the project are freed and they can
be engaged elsewhere. This step is called decommissioning the project. Then comes the list of actions to be taken
as a follow-up. The “EV Benefits Review Plan” is made during IP stage which shows that how and when the
Projects benefits are measured as expected by the Senior User. In CP, this Benefits Review Plan is updated and
Future Recommendations are also made. Also Lessons Log is updated. An “End Project Report” is made in CP stage
to review how the Project performed as compared with the P.I.D. This report also shows any ongoing risks,
unfinished work or potential product modifications needed in future by the Product support group.

6.7.1 EV Testing: Test plans will be made and Beta testing of Prototype will be done. Valuable feedback
gathered by users during the process and any improvements required are made to the EV. The EV will be
tested under real life conditions and terrain.

6.7.2 EV Product Evaluation: In the end, the project evaluation review and benefits review is done.
Naturally, the project board and the stakeholders are interested in how the project faired and what
benefits came out of the final product. Did it meet its objectives fairly? Here the PM sees to it that the
objectives of the project are met and the product is delivered and accepted by the customer. Any issues
or risks still pending are followed and proper actions taken. The PM then gives all the necessary data and
information required to the project board. The Project board finally officially authorizes the project to be
closed.

6.7.3 The Risk Factor: Although the latest models show that EV’s are as safe as the petrol or diesel cars,
so there’s no need for safety concern because of the heavy battery (Point, 2017); there are still some
hazards which are described in Figure 8 as R1 to R7 (den Bossche, 2017). These risks are cause
for concern for the user. All such exceptions (risks) during the project will be handled through the
“Controlling a stage” processes and workable solutions will be found and implemented to finish the
project on time and achieve all the project objectives effectively.

Figure 8 Probability Impact Grids

In Figure 8, the Probability and Impact (degree of severity to affect) of various Risk factors are shown as High (H),
Medium (M) and Low (L). The 7 events are shown on the right as R1, R2…R7. All possible combinations are studied
and recorded in the respective cells as HL, HM, HH, ML, MM, MH, LL, LM and LH. This shows the probability of
occurrence of various Risk events in case of EV and their probable severity of impact. E.g. R1 event has a
combination of HL which means High Probability of occurrence but Medium impact on the market.

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 Problem Statement
7.0 PROJECT To design an EV which is affordable, improving its battery
METHODOLOGY mileage on a single charge and developing an energy
FLOWCHART efficient climate control system in it.

Project Plan: NPI/NPD

Clarify Aims and Objectives.
Strategic benchmarking for EV
Developing the EV by implementing Prince2 methodology.
–
Conceptual Design; Hardware/Software
-Mechanical design
-Research on the electric battery of EV to improve mileage, charge and size of battery.
-Designing energy-efficient climate control system for the EV.

1. –
Determining the suitable software solutions for mobile communications of the
Proof of concept –
EV.
-Design the EV in (CAD) software and prove
– its functionality.
–– Yes
–
No
– Project Brief
Does the EV match
and P.I.D?

Tailoring Prince2 to build the EV: The 7 Processes

1) SU 2) IP 3) DP 4) CS 5) MP 6) SB 7) CP

Testing
-Testing the Prototype of EV - Checking mobile communications and outward design
-Checking climate control system of EV - Checking battery performance

Evaluation
-Evaluate EV battery performance and other features according to P.I.D.
-Make Benefits Review Plan
-List Future Recommendations for EV support team.

No
EV design and functions as per
P.I.D?
Yes

Produced documentation: Final

project report, User manual, Benefits
review plan etc.

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8.0 MARKETING RESEARCH
8.1 PESTEL Analysis for the EV
Political and Legal factors: All EV’s should have a zero-emission of CO2 and CO and this will result in a 40% drop
in pollution by the year 2020 (Nath, 2010). In European Union, by the year 2019 it will be required by law that all
renovated houses should have an EV recharging point (Nelsen, 2016). UK government gives buyers incentives in
the form of tax rebates and subsidies.UK gives 25% discount on price of an EV upto a total of BP 5000 (T and
profile, 2013)

Economic factors: As UK has departed from the European Union; it has hurt the exchange rate resulting in higher
costs of purchase materials from suppliers. This and a rise in inflation will set a hike in petrol prices. This will lead
people to search for cheaper alternatives like EV’s. UK is 16 th in the world in high petrol price rankings (Rodionova,
2016).

Social factors: This is one of the determining factors for approval of masses for the EV’s. World today is facing
serious risk of pollution by Carbon emissions of conventional cars. Besides resources like petrol and diesel are
scarce and are being depleted with time. This naturally makes people look towards EV’s with interest. The EV’s are
in vogue with the elite class so it’s a status symbol too to buy these novel cars.

Technological factors: Technological breakthroughs are required for the EV’s to be adopted by the average
household as an affordable alternative. The basic issue with an EV is its battery which is quite heavy in weight; it’s
expensive and gives low mileage on fully charged battery. Recently Lithium-ion batteries have been developed to
give good mileage and more charging capacity (Lu et al., 2013). The heavy weight of an EV can be reduced if it’s
built from Carbon-fiber which happens to be lighter and more durable than Steel (Stricker, 2011).

Environmental factors: There are a number of key environmental factors for using EV’s (AENews, 2016). First
and foremost is that EV’s lower pollution because they use electrical power from renewable energy sources.
Lowering pollution will result in lowering global warming and a fresher green planet. The EV’s are almost noise-less
relative to combustion cars and thus less noise pollution in our surroundings. Through EV’s, the automobile
industry will have lower need for petrol.

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8.2 EV SWOT Analysis

Table 3 SWOT Analysis of EV

As can be seen in Table 3, Strengths and Opportunities are “Helpful” in achieving the objectives, Whereas
Weaknesses and Threats are “Harmful” in achieving the objectives of the EV project. Strengths have an internal
origin and they are the attributes existing within the organization. While Opportunities have external origin and
they are the attributes of the environment.

9.0 EV PROJECT PLAN

After conducting NPI and NPD and carrying out the necessary background research, a thorough project plan is
created. The Business case document is made which is updated throughout the life of the project to see the
feasibility and viability of the EV project. The Project brief is outlined in the SU stage and then P.I.D is created in
the IP stage based on the project brief. The EV project is set under a controlled environment where the PM will
keep a keen eye on the 6 aspects of project performance (KPI’s). The risks were assessed during strategic
benchmarking in which SWOT analysis was done. PESTEL analysis was also carried out to keep political, legal,

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economic, social, technological and environmental considerations. The project will be carried out with best
practices and employing Prince2 methodology for success. The detailed Gantt chart is given below. EV project will
be completed in a total of 5 months and then a marketing campaign (developed by Marketing Team) will be rolled
out for the UK market.

9.1 Gantt Chart

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The Gantt chart above describes the various steps along with their timescales in developing the EV through
application of Prince2 methodology. It also shows the various activities being carried out at different stages of the
project and the products created, maintained and updated throughout the life of the project. A log book is
maintained throughout the project. Firstly in the pre-project phase, extensive background research is conducted in
NPI/NPD. Then the planning phase begins in which various products (tasks, logs, files, reports etc.) are analysed.
Estimating, scheduling and PESTEL and SWOT analysis are done. Project proposal is then prepared.

Now the project is managed by the 7 Prince2 processes which are discussed in detail in this report. First is Starting
up the EV project (section 6.1) in which project brief and business case document are outlined and team members
are appointed. EV Lessons log is created. Second one is Initiating the project for EV (section 6.2) in which business
case for EV is refined, aims and objectives of EV are stated and P.I.D for EV is created. Also EV Quality log, EV Risk
log, EV Project files. EV Issue register, Project plan and EV Benefits review plan are created. These products will be
updated during each stage of the project. Third process is Directing the project (section 6.3) and it will start in the
IP stage by authorizing initiating of the project formally and it will run (till the end) parallel with the rest of the 5
stages namely IP, CS, MP, SP and CB.

Fourth is Controlling the EV stages (section 6.4) in which work packages of EV are authorized, any project issues are
analysed and issue register is updated, authorizing any exception plan if needed, updating Progress report of EV
and reviewing stage status and receiving some of the completed work packages. Fifth process is Managing the
product delivery of EV (section 6.5) is all about accepting, executing and delivering finished EV work packages by
various team members of the 4 teams. Sixth process is Managing a stage boundary for EV (section 6.6) in which the
EV project plan, EV business case document, EV risk log and EV exception plan are updated and stage end is
reported. Last one is Closing the project for EV (section 6.7) in which Testing and evaluation are done, various

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reports are documented like the EV user manual, EV benefits review plan, EV final project report, future work
recommendations and lessons log is updated. After that project presentation is made along with the poster and
various marketing activities are carried out in liaison with the marketing team. After that the project is formally
closed down and all the resources tied up with the EV project are freed and can be used elsewhere.

10.0 CONCLUSION
In NPI/NPD, extensive research is conducted and strategic benchmarking is done. Our benchmarking mix consists
of competitor benchmarking and product/technical benchmarking. Online competitor benchmarking is also done.
Thorough analysis of the project plan and risk assessment by the PM shows that the EV project has the potential
for huge success in the UK market and our EV will be able to capture a large share in UK market in near future.
Aims and objectives of EV are also chalked out.

A number of alternate methodologies that can be used for the EV project like Six sigma, Agile and Prince2 are
discussed and after weighing their pros and cons carefully, Prince2 is chosen as the methodology best suited to
develop and manage the project. The EV will be made according to the project brief, business case and P.I.D
created. The project plan is described along with the Gantt chart. The Gantt chart further describes the major steps
and work needed to fully implement the Prince2 methodology for EV production.

Since project will be managed by Prince2 methodology, it will be successfully completed on time in the most
efficient and productive manner. The work packages are assigned to the team members and they should be
finished and delivered by them to the PM on time. If ever any exceptions arise, they are tackled through exception
handling process in line with Prince2. In Prince2, the various tolerances (including time frames) are set and project
objectives are achieved within those tolerances.

The detailed PESTEL analysis of the EV was conducted in which various factors affecting the EV are discussed. The
factors were Political and legal, economic, social, technological and environmental. This was coupled with the
SWOT analysis of EV in which various strengths, weaknesses, threats and opportunities related to the EV are
analysed and listed.

The application of Prince2 methodology to EV project management by the PM shows that the tools and techniques
of Prince2 are highly effective. They not only eliminate waste of precious resources but also make us use those
resources in the most profitable way for the business. It also provides a support system for the EV users in future
for any service or modifications needed. In its closing stage, Prince2 provides the Benefits review plan and
recommendations for future work.

As for alternate methodology that could have been used for this project, careful analysis shows that Agile could be
used or a combo of Prince2 and Agile could be used. But since we have Prince2 which is the gold standard for
project management in UK because of its features, it was chosen to manage EV project.

The time management for the EV project by all the team members was exemplary. The time taken by the various
teams is described in project brief).

Our team of two equally divided their time and gave 100% effort towards the completion of the EV project. We
both were Prince2 foundation course certified. That’s why it was fun and challenging using Prince2 for this project.
Now we are confident that it has actually fully prepared us to sit for Prince2 practitioner course examination. Being
final year graduate students, this module has improved our skills of project management and professional practice

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to a great extent.
This project can be conducted by an Experienced Project Manager or a New Project Manager and even by a New
University Graduate to achieve high success. This will be beneficial for work in the industry. The project will be
accomplished and managed by best practices and Prince2 methodology. Other than that, all possible resources will
be used to achieve the target which is to produce the most cost-efficient and “green” car in the market.

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