SOLENT UNIVERSITY

Module Title: Project Management in Business

Module Code: QHO531

Module Leader: Jeevesh Goolab

Level: 5

Assessment Title: Reflective Case Study Report

Assessment Number: AE1

Assessment Type: Reflective case study

Individual/Group: Individual

Student ID: 10134546

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 Table of Contents
Introduction 2

Task 1 2

The role of projects in delivering organisational strategy 2

The process for initiating, planning, and managing projects. 3

Processes, tools, and techniques involved in planning projects 3

Task 2 5

Project Context 5

Stakeholder management 6

Risk management 7

Problem Solving and Decision making 8

Task 3 10

Which factors contributed to effective project management? 10

Which were absent? 10

What would your recommendations be for similar projects in the future? 10

Conclusion 11

References 12

Appendices 17

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Introduction

The aim of this study is to develop a deep understanding of the role of project management
planning in delivering organisational strategies. It discusses the importance of the strategies
and how and why the outcomes are beneficial to the goals of the business organisation. In
addition to this, the report also sheds light on the processes involved in the initiation,
planning, and managing a project. It also critically reviews the three topics and provides
recommendations to the project managers of contemporary projects. The chosen project for
this study is A14 Cambridge to Huntingdon improvement that is a 33 km stretch and is one of
the biggest and the busiest that will be developed. The project is valued at £1.5 billion, and
the construction work was initiated in November 2016 (roadtraffic-technology.com, 2020). It
is aimed to reduce congestion, connect communities, and increase reliability by reducing
stress on the roads.

Project Background

I have chosen to review the A14 Cambridge to Huntingdon improvement scheme. The initial
phase of the project started in 2016 and the completion of the project was achieved in 2020.
The main task of the project was to expand the highways and connect the major cities as well
as communities. This would also create a way for improving the existing roads and
connectivity schemes and it would also help in the development of business in the country
(nationalhighways.co.uk, 2022). The infrastructure on A14 and A1 was improved and a
bypass that was 12 miles long was also to be created to reduce the time of travel.

Task 1
The role of projects in delivering organisational strategy
Projects can be understood as the tasks that need to be completed within a specific time frame
and with budget and scope. The projects help the businesses to complete all the major
deliverables and ensure the completion of the project. This differs from the deliverables by
business as usual in terms of a specified time. The projects need to be completed within a
specified timeframe while business as usual is a continuous process (Proimakis et al., 2021).

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The organisational goals in terms of growth or an increase of revenue or market shares are
generated with the help of the completion of the various projects that need to be aligned to
the business strategy which will allow the organisation to gain competitive advantage
(Heagney, 2016). In addition to this, the business organisations also gain a competitive
advantage and support decision making in the organisation and enable constructive changes
in the operations by completing the projects.

The outcomes of the projects can determine the overall structure of the organisation as
completing a project refers to delivering all the major outcomes. As discussed by Ika et al.,
(2020), the overall strategies of the business need to be aligned and based on the outcomes of
the projects and benefit realisation in the long term.

The process for initiating, planning, and managing projects.

In the initial phase of the project, the reason for completing the project is studied and a
project initiation document is created and also a business case is created to justify the needs
of the project. The initiation document defines the objectives and purpose of the project and
the scope of the project. It also contains success criteria, resource requirements, analysis of
the benefits balanced with the costs, analysis of the major risks and analysis of the
stakeholders, organisation, and communication in the projects (Đaković et al., 2020).

A project charter is then produced by the project manager and agreed by the sponsor
authorising the project planning to commence. It also evaluates the ethical and legal factors
associated with the projects. As discussed by Levy, (2018) Compliance with the major
legislation such as Health and Safety Act 2018 and General Data Protection Act 2018 and
other stipulations are also indicated.

Processes, tools, and techniques involved in planning projects

While planning a project, the planners need to make use of several tools and techniques to
optimise the flow of time and cash in the project. The Time aspect is optimised with the help
of a Gantt Chart and Critical path analysis and the cost is optimised with a Cost Estimate. As
opined by Tetiana et al., (2018) the managers also need to adopt a project management
framework and methodology and with the help of a work breakdown structure to improve the
efficiency of the project.

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While managing the projects, time cost output logs and charts are maintained and the overall
quality issues in the project are noted down. Reviewing the risks and monitoring the various
aspects helps the managers to improve the overall execution process (Vladisavljević and
Soleša, 2019). The monitoring methods can be both quantitative-based and qualitative based.
Qualitative based monitoring is a scoring framework and qualitative monitoring is to conduct
meetings and get ideas for implementation in the project.

The process of project planning are as follows:

● Collecting needed information from the key stakeholders: In this step the scope of
the project A14 Cambridge to Huntingdon improvement scheme will be stated and
communication to be an integral part of this process.
● Defining the scope of the project: A comprehensive explanation of the and
deliverables will be stated in this stage.
● Establishment of work breakdown structure: the scope of the project will be divided
into smaller and more manageable deliverables (Calderon, C. and Westin, M., 2021).
● Defining the project activities: The work packages of the project will now be broken
down into activities that will be performed to complete the project.
● Sequencing project activities: Arranging the activities of the project is vital so that
work can be done based on priority.
● Estimation of cost, duration, and resources: The required time, budget and the
resources for the project to be completed will be stated in this stage.
● Assigning resources: The resources will be assigned to different divisions so that
they can perform necessary tasks (Herman et al., 2020).
● Building contingencies: Contingencies must develop beforehand in case if the project
does not go as per the plan.
● Creating performance measurement baseline: Integrated scope schedule cost
baseline will act as the control for the project and comparison can be made based on
that.
● Developing all subsidiary plans: The number of subsidiary plans like cost
management, procurement management, stakeholder engagement plan and many
more must be incorporated.

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Task 2
Project Context
A project context can be understood as the circumstances under which the events occur. The
managers in order to define the context of a project needs to make many project analyses and
these help in the planning phase of the project (Martsinkovska, 2020). The assessment of the
external as well as internal environment of the project is conducted to find the effect of the
environment on the project. The External business or project environment is evaluated with
the help of the PESTLE framework. This framework enables the users to understand the
Political, Economic, Social, Technological, Legal, Environmental factors that can impact the
growth of the project (See Appendix 1). Furthermore, the internal factors are evaluated with
the help of the SWOT analysis that aims to understand the Strengths, Weaknesses,
Opportunities and Threats.

After analysis of these factors, it was found out that the availability of (£ 1.5 billion) funds
from the Government of UK and the Local Authorities was a major strength and it would
enable the managers to deliver the outcomes of the project complying with utmost quality
standards (bbc.com, 2020). The project would benefit the UK government to an estimated
value of about £ 2.5 billion. There were also certain major weaknesses in the project such as
the management as well as the major stakeholders were unable to predict all the outcomes in
the project and the objectives were subjected to change. This had a severe risk of cost
overruns in the project. In addition to this, there were also severe threats from the local
residents in the region where the highway was to be built. Issues with the local people can
cause severe delays in the delivery of the outcomes of the project. Based on these analysis
results, the managers of the project were able to create strategies that would help them in the
planning as well as the execution phase of the project.

Threats such as environmental pollution in the construction activity and disruption of the
ecosystem within the region was also faced. While excavating, the workers also found several
artefacts that led to redesigning of the highway in a different direction and leaving space for
archaeological development and ensuring that the construction activities were not disrupted.
This also led to overall development of the activities and delayed the project. Some of the
risks were unaccounted for and the project suffered heavy losses of time and money. Overall

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consideration of the ecological factors also needed to be considered and areas for passage of
the animals were developed (infrastructure.planninginspectorate.gov.uk, 2022).

Stakeholder management
Any individual or a group or an organisation that can directly or indirectly impact the
outcomes of the project can be defined as the stakeholder of the project. The evaluation of the
stakeholders helps the project managers to understand the interest and the impact or influence
of the various stakeholders in the project. The evaluation would categorise the stakeholders
and based on their power and influences and interests as per Medlow’s grid and create
communication strategies to engage with the stakeholders (Derakhshan et al., 2019). In a
highway construction project, there are several stakeholders that can affect the major
outcomes of the project. Thus evaluation of the stakeholder becomes a very important task in
the project. Employees from different business departments, subsidiaries, local residents,
government officials, suppliers are some of the major stakeholders of the A14 Cambridge to
Huntingdon improvement scheme.

In the project, the Government of the UK and the local authorities were major stakeholders in
the project as the project was undertaken by a department within the Government known as
Highways, England. The local residents also were major stakeholders that needed proper
management as they can create disruption in the project and slow down progress
(assets.publishing.service.gov.uk, 2013). The local residents did not take the project as a
benefit to them as initially, the construction process became a major cause of air and noise
pollution and this brought inconvenience to the workers and negatively impacted the project.
The management of the residents was very efficiently done as the residents could have
contested the construction activities and that would have delayed the project for a
significantly large amount of time. Communication with the local residents was a primary
task in the project and mitigation of the inconveniences to the employees was a major task
that the managers of the A14 Cambridge to Huntingdon improvement scheme had undertaken
all throughout the lifecycle of the project (assets.publishing.service.gov.uk, 2013).

The Environmental pressure groups were also not very happy with the disruption of the
ecosystem and the managers of the project developed good relations with the residents as
well as the Environmental Pressure groups to evaluate the problems and create a positive
impact to ensure that all the factors were addressed. Special arrangements were made for the

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relocation of the residents and also in order to gain permission from the land owners, the cost
of the land to be used for construction was paid. The reduction of wastage and places were
developed that allowed easy movement of the animals. This would help to retain biodiversity
and prevent losses (assets.publishing.service.gov.uk, 2013).

Risk management
Risks within a project can be understood as any unexpected event that can affect the overall
project and in a negative manner. It can cause severe losses and delay the project. In addition
to this it can also hinder the delivery of the major outcomes of the project and cause fatal
incidents and losses in manpower (Naeem et al., 2018).

Managing risks is a major task that the project managers of the construction projects need to
ensure that there are no major negative impacts of the risks on the project. As opined by Xia
et al., (2018), in the planning phase of the project, the managers also need to evaluate the
major risks that can cause losses within the project and thereafter create risk mitigation plans
to reduce the impact of the risks within the project.

Hazards and risks can be considered as major constraints that can prevent the delivery of the
major outcomes of the project and can often cause serious damage to the project. The
damages can be financial, as well as physical and can easily prevent the end-users from
getting all the benefits from the project. In a road or highway construction project there are
several risks that can threaten the overall progress of the project and it can have a serious
impact on the project. It can cause serious damage to the property as well as human life and
thus the evaluation of the risks by identifying the hazards in the projects plays a major role in
the overall project (Willumsen et al., 2019). In addition to this, the management of the risks
can provide a combat plan to the managers and help them to counter the negative impacts of
the project. Analysing the risks can enhance the chances of success of the project and cause
better management of the project.

In the A14 Cambridge to Huntingdon improvement scheme, the risks were categorised using
a matrix that was measured and easily provided the data about the impact and the probability
of the major risks that can harm the project (Shojaei and Haeri, 2019). Based on the severity
of impact and the likelihood of occurrence of the events that may lead to disruption in the
project, the managers create mitigation strategies to reduce the major impacts of the risks and

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make the project reach its desired outcomes. During the excavation work, the crew were
finding tools and 7000 artefacts that can be dated back to the stone age
(headlandarchaeology, 2020). Moreover, remains of the Roman civilisations were also
excavated. For mitigating the risks of damage to the artefacts, the crew were trained to
identify the artefacts and ensure that the teams did not damage the heritage tools while doing
earthwork. In the initial risk management planning, the risk was not evaluated but the
management quickly adopted strategies that enabled the companies to overcome the risks
(Burkov et al., 2018).

The managers of the project were able to develop the strategies that helped them to bypass
the major risks within the project and also in the execution phase of the project, the managers
showed their proactivity and were able to show quick response to the unforeseen risks and
reduce the impact of the project. The risks within the project were properly evaluated and the
major outcomes within the project were properly delivered along with addressing the issues
faced in the progress of the project (Abazid and Harb, 2018). The strategies within the project
atmosphere also helped to enhance the relations and could not have been implemented
without proper communication and involvement from the stakeholders.

Problem Solving and Decision making

In any project, problem-solving and decision making is a major activity and can help the
managers to improve efficiency in the tasks in the project (Kirn and Benson, 2018). The main
objective of problem-solving is to understand the areas that need improvement and collect the
necessary information to develop alternatives to overcome the hazard or problem
(managers.org.uk, 2020). The managers need to make certain decisions that help them to
overcome the impact of the problems and maintain smoothness in the flow of work (Haendler
and Frysak, 2018). In order to decide the best solution, the managers need to weigh the
alternative approaches that can be possibly implemented to reduce the impact of the major
problems (Graesser et al., 2018).

Throughout the initiation, planning and execution phase of the A14 Cambridge to
Huntingdon improvement scheme, the managers had to face a plethora of problems that can
impact the progress in the project, the quality of the deliverables and even the overall cost
incurred in the project (Danesh et al., 2018). During the commencement of the project, it was
established that there were 20 different species that needed severe protection. The

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construction activity may cause damage to the flora and fauna and disrupt the biodiversity
around the planned areas (highwaysmagazine.co.uk, 2021). This became a major problem in
the project. The managers needed to ensure that the wildlife wasn’t damaged and designs also
needed to be adopted that would enable the wild animals to pass through the highways safely.
There were several solutions but the most suitable was to create 24 wildlife tunnels to ensure
that the wild animals could pass across the highway (apse.org.uk, 2022). In addition to this,
the felling of trees also became a major issue in the project that was mitigated by the
managers by replanting the chopped down trees and saplings (therrc.co.uk, 2022). This can
be considered as a proper example of problem-solving and enhanced decision making.

The use of project management tools and techniques can improve the process of decision
making and reduce the problems that the managers face while completing a project. In
addition to this, the managers also need to collect several data and conduct research that will
increase the overall quality of the outcomes of the project. The use of these project
management tools and techniques has enabled the managers to make the A14 Cambridge to
Huntingdon improvement scheme, reach its success parameters.

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Task 3
Which factors contributed to effective project management?
The overall assessment of the project was very efficiently done and the use of the project
management plan has guided the managers in the execution phase. Proper stakeholder
analysis has enabled the managers to engage with the stakeholders in a smart and efficient
manner. The effective evaluation of the major risks such as flood risks and risk to the
artefacts had been properly evaluated and mitigated to enhance the overall reliability of the
deliverables. In addition to this, throughout the lifecycle of the A14 Cambridge to
Huntingdon improvement scheme, the managers are able to improve the decision making
process and enhance the progress of the project by solving the major problems.

Which were absent?

The communication framework in the project was a bit lagged and could have been easily
optimised with the application of a reporting framework. Regular sending of test reports and
progress reports could have improved the control over the project management tools and
processes. Moreover, with the help of innovative digital software, the framework for
reporting for progress measurement could have been improved to a much higher extent. The
use of digital devices could provide projections that could have helped the management to
enhance the decision-making process.

What would your recommendations be for similar projects in the future?

For road and highway construction projects of similar nature, the following recommendations
could be made.

● The managers need to bring out soil profiles and ensure that there are no artefacts or
major archaeological features hidden. If these could have been evaluated prior to the
excavation for construction, the route could have been changed to ensure no harm to
the artefacts. From the analysis of the project plan, it can be seen that the routes in the
project had to be diverted and with proper decision making ability, this was made
possible by the managers of the construction project.

● The managers of the projects need to make the convenience of the local inhabitants
the immediate priority and create smart communication strategies to ensure that the
progress of the project is not hampered (infrastructure.planninginspectorate.gov.uk,

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 2020). By analysing the project, it could be understood that without the proper
engagement of the stakeholders, the problems could not be avoided. The managers
need to coordinate with the stakeholders and increase their engagement with the
stakeholders to improve the project.

● Finally, the chopped down trees for the construction of the highway needs to be
replanted and also designs should be made that support biodiversity in the project.
From the analysis it can be recommended that the managers also need to ensure that
the impact of the project does not affect the environment and biodiversity in a
negative manner.

Conclusion
From the above analysis of the various aspects of the project, it can be understood that the
project was completed very efficiently and the managers analysed several factors that can be
used to develop the overall development of the project. The managers in the project handled
the risks with utmost efficiency and there were no major accidents reported during the
commencement of the project. The management of the organisations developed proper
communications and addressed the local inhabitants in a very smart and efficient manner. It
can be considered as the project was very effectively managed and is a successful one.

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Appendices
Appendix 1: PESTLE framework

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Appendix 2: SWOT Analysis

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Appendix 3: SWOT Analysis

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