International Project Management (MGT5IPM)

ASSESSMENT 3: Group Assessment

Name: Hiranya Bhagwat (20317489)

Akshay Pawar (20630177)
Henil Patel (20300187)

Lecturer Name: Michael Rowe

Submission Date: 31/10/2021

Table of Content
1
 Introduction..................................................................................................................3
1. Objective of Project................................................................................................3
a) Analysis of International stakeholder...............................................................4
b) Analysis of project objectives..........................................................................6
2. Optimize monitoring and control of the project to improve the likelihood...........8

3. One stakeholder stated in an interview that he “support (Ed) the ANAO’s; view
that the project risk is high to extreme.” Identify what you consider to be the top
four risks you would include in a risk management plan associated with this
project. Briefly explain how you would respond to each of these
risks............................10

a) Overview of scenario......................................................................................11
b) Four risks involved.........................................................................................11

4. Preventing further time frame slippage................................................................12

5. References............................................................................................................17

Introduction
This topic is based on the international project management of Australia’s attack class
submarine program. This project is mainly based on improving Australia’s submarine

2
capability because Australia has limited submarine capacity compared to other countries. It is
one of the most significant defence acquisition projects in Australia. In these report objectives
of this international submarine project, along with its analysis, is addressed. Furthermore,
analysis of the role and contribution of international stakeholders is also determined in this
report. Moreover, an analysis of project scopes and objectives to identify its effectiveness is
also determined in this report. Optimising and monitoring of the project control to improve the
likelihood of the project objectives are also mentioned in this report.

1. Objectives of the project

The proposed project regarding the $80billion project of the Submarine by the Australian Navy
has set some of the efficient objectives, which mainly focuses on and discusses the needs of
developing criteria. As it has been mentioned in the given article, the main objective of this
project has been to focus on the modernisation of the defence system and to call upon the
necessity for a protection system. A primary focus of this program has been to elaborate more
on the efficient protection system of water resources in and around the water system of
Australia (Kuper, 2020). Moreover, Australia’s largest defence program also aims at increasing
the future capability of the defence system. However, the attack class submarine has been
making some issues with the competitive advantage, delays of the projects, cost, and
inappropriate strategic planning.
Another focusing objective of this project is to provide the water bodies with a proper
networking system and provide helpful guidance for better economic water resources. Further,
it has opted that Australia is an island country and has a robust water navigation system. That
is why the implementation of this project has been considered quite fruitful. Further, the
enhancement of this program has been considered helpful in handling the global economy,
which is mostly carried around the waters and results in trustable sea transport. It has been
estimated that through the Indo-Pacific is always the epicentre of every possible trade route,
which serves around US$5trillion (Kuper, 2020). Moreover, 80% of the global sea routes are
being used for supplies of natural gas and oil. Therefore, it has been estimated that the
introduction of more skilful engineers for such submarine programs could be able to elevate
the vital waterways and naval points that can be helpful for future trades.

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Analysis of international stakeholders
In this attack class submarine program of Australia, three significant countries' naval groups
contributed to making this large-scale project effective. The Australian National Audit Office
(ANAO) included that, this is the largest marine project in Australia, so they must take support
from other country's proven submarine designers who have experience in diesel-electric
submarines, which could be helpful for the entire project team to build a nuclear submarine.
The main international stakeholders are Direction de Constructions Navales Services (DCNS)
of France (now Naval Group), ThyssenKrupp Marine Systems GmbH (TKMS) of Germany
and the government of Japan, they are the international partners of this entire project. Germany
is technologically more advanced than Australia that is why having international partners like
Germany is beneficial for this project. As stated by Masterson (2021), international partners
could be fruitful for making large scale projects like launching nuclear submarines cause
different countries to have different abilities by which involving third parties could boost the
operational efficiency of this project. Thyssenkrupp handles almost 80% of global commerce,
and the percentage is growing. Simultaneously, the expectations on contemporary naval
vessels in converting inputs into useful outputs, effectiveness, and capacity are growing. Naval
departments may obtain anything including fundamental research & innovation to
construction, production, equipping, certification, throughout the administration, and
administration from Thyssenkrupp (Thyssenkrupp, 2021). As a result, having a stakeholder
like Germany in this initiative has a significant cultural benefit. According to the ANAO,
Defence developed a working and "fit-for-purpose" framework for examining contending
systems or the separate partnerships' capabilities to help the commonwealth on the Future
Submarine programme (Kuper, 2020).

4
 Figure 1: Submarine program of Australia
(Source: Kuper, 2020)

Moreover, cultures, on the other hand, have the most significant effect on the project
stakeholder engagement, which is effectively important for this project. This is because
Australia does not have many advanced submarine designers also this project has been
delayed much. So, involving international partners as stakeholders could boost the project
management of the attack Class submarine program. As opined by Bartos (2020), the
contribution of international stakeholders sometimes could improve and make the project
much effective, which might be beyond thinking by correspondent project managers. In this
case, France is culturally advanced and has effective project designers by which ANAO
suggested collaborating with international stakeholder like France.
Furthermore, having international partners like Japan government is the most iconic step of
the project managers and the Australian National Audit Office (ANAO) because Japan is the
world’s 6th modern submarine fleet operator (Kuper, 2020). In this case, Japan's technology
is more advanced than any other country, and they frequently invent modern technology to
improve their naval department. As suggested by von Hippel (2019), cultural differences not
only help to enhance operational management of project management but also help to
complete the project in a more skilful way. Japan's naval designers are skilfully advanced,
which depicts that it could be extensively advantageous to build a nuclear submarine with the

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help of Japan’s engineers because the Government of Japan acted as an international
stakeholder for this project.
For this larger-than-life undertaking, the Australian National Audit Office (ANAO) is the
most effective stakeholder. The ANAO's mission is to enhance integrity and openness in the
Australian local government, including modernising the military departments through
autonomous disclosure to the parliamentarians and therefore result in better professional
performance, including in the defence sector. As illustrated by Lowe (2021), ANAO’s audit
strategy is important for this project because this project has issues with a cost overrun and
project delay. That is why ANAO suggested involving international stakeholders such as
Germany, France, and Japan’s government. Furthermore, engaging shipbuilders from the UK
and USA are also considered in this project.
ANAO also revealed that the entire CEP process would be reviewed by third-party
stakeholders such as two previous top US submarine programme managers who were also US
Navy senior engineering both elected as internal stakeholders for this nuclear submarine
project because the ANAO desires with attentive, professional, and continuous effort, the
project would be competitively evaluated (Kuper, 2020).

Analysis of the project objectives

The 80billion$ submarine has to some extent, not been able to fulfil every objective. Since
the starting of the project, there have been most of the issues associated with this project. The
CEP structure centred on five critical factors that would guide Défense’s selection of the
winning partner, which the ANAO assessed to address "a broad and suitable range of
concerns," including:
● Capacity
● Expense
● Schedule for delivery
● Implementation of the programme (including long-term sustainability and
participation of Australian industry)
● Risks
Despite the reality that Défense had some successes throughout the CEP process, there were
significant failures, which would include the objective of the competitive evaluation process
was not to elicit and evaluate a complete design for the Future Submarine or to identify
concrete cost and schedule estimates. As per the views of Sabini and Alderman (2021),

6
following the competitive review, these procedures will be carried out with the successful
foreign partners. Moreover, Defence has stated regarding the project that this kind of project
also exposes the full project risk, which generally goes beyond the concept of standard risk
management profiles to be affiliated for such projects in the future. As suggested by Papke-
Shields et al. (2017), one of the main objectives of this project has been to enhance the future
capability of the submarines in the Naval system. This objective has not been fulfilled due to
simultaneous issues like delay in starting the project, cost, hindrances with the third-party
involvement. On the other hand, the spokesperson of the defence has clarified that three
measurements of this program, which are right time delivery, having a proper cost and long-
term partnership with the Naval Group, have been considered as some of the major aspects to
overcome the project risks and other issues.
Revealing of every aspect of the project on the present estimation of the project has been
calculated around to be $225billion and the delivery has been pushed from 2022-2023 to
2024. As illustrated by Kłos (2017) it can be stated that these all reasons have to some reason
led to the non-fulfilment of the objectives which have been previously settled during the
initiation of this project. However, later, it has been accomplished that the program is
currently experiencing a delay of the project of around 9 months which and the main design
is yet to hit some of the major milestones of the associated projects. Henceforth, it has been
summarised that the main objectivity of fulfilling the Defence system has not been met. On
the contrary, ANAO has illustrated that although the chances of risk are “high”, Defence has
adopted some of the relevant risk mitigation strategies (Kabeyi, 2019). Further, it has also
been stated that long-term relationship with the Naval Group and relationship with partners
and effective risk management has been somewhere able to provide the success of this
project.
Moreover, it has been stated that the Submarine project of Australia has failed to meet the
objectives due to the several issues that occurred while designing and planning the concerned
project. As suggested by Islam et al. (2017), the necessity to take proper initiatives for the
development of Submarines has been quite a good idea. Still, the use of idea like lead-acid
batteries has been considered as not so much of a good idea.

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2. Optimize monitoring and control of the project to improve the likelihood
One of the most effective issues of the project is the insufficient evaluation process by which
the whole project has been delayed by which it remains a question mark when the project will
be complete. This project was initiated decades later by the Department of Défense. When
something finally got going, the cooperation agreement deals with the Naval Group took a
long time to negotiate. They immediately postponed important contract milestones on time,
which they have been unable to meet.
● It's time to design a course correction method once construction managers now recognise
the project's weaknesses and strengths. Highlight the weak points and use a variety of ways
to resolve them. In this example, the objective of this project is to develop a competent
project management plan. In this situation, the ANAO and design engineers must recognise
the project's weak spots, namely the funding. As stated by Islam et al. (2019), now
construction managers are familiar with the basic venture review process, it's appropriate to
employ a project organisation management strategy like fiscal management before
launching such a massive task.
● Cost is one of the effective issues of this entire, the scheduled budget was $80 billion, but
RADM Sammut disclosed during the Senate estimates hearings that its total costs of the
completed boats were becoming expected to be $145 billion, raising the average
expenditure of the SEA 1000 programme to roughly $225 billion by the moment the
warship is scheduled to retire in the 2080s (Kuper, 2020). In this case, The Australian
National Audit Office (ANAO) must find a waypoint to reduce the excessive cost. In this
case, they need to emphasise some cost-cutting perspectives by which they could reduce the
high cost of this project.
● Interruptions in construction projects involving project teams and project directors are
unavoidable, and the entire thing has been disrupted as a result. Cost overruns are caused by
delays. There's far too much of a chance that development will begin on the incorrect
project at the right moment. As per the views of Lauff et al. (2020), this squandered time
tried to throw the entire endeavour off course. International stakeholders and teams both
require efficient leadership, but each must receive the appropriate knowledge. International
stakeholders demand specifics, while domestic stakeholders want broad terms to ensure the
business is on track.
● It is necessary to keep the venture up to date across the lifecycle of the project. If it is
something that might generate a construction delay, the ANAO and the Australian

8
 government must make sure that the naval group and foreign partners are aware of it. It
might be a change in planning or a shift in client expectations. In this project scenario, The
Australian National Audit Office (ANAO) must improvise its decision to involve third party
partners to make the project effective (Anao, 2021). Furthermore, the effective role of the
Royal Australian Navy (RAN) also must be considered further by The Australian National
Audit Office (ANAO) by how much Australia improvised themselves in modernising naval
groups.
● According to the given article, ANAO has involved third parties’ international stakeholders
such as Direction des Constructions Navales Services (DCNS) of France (now Naval
Group), ThyssenKrupp Marine Systems GmbH (TKMS) of Germany and the government of
Japan by which they could design their submarine with professional designers (Kuper,
2020). In this case, they must get rid of confusion like involving third parties will be
effective for themselves. Instead, they should need to maintain proper communication with
them to provide adequate information about the project.
● According to Li and Cheung (2019), defence in Australia must implement appropriate risk
reduction techniques, as well as protracted cooperation with the Naval Group. That was an
important connection that is still in its infancy. Indeed, the asset allocation, including both
concerns and the partnerships by both sides, is critical for sound financial planning and
programme success.
● To bypass the exorbitant and night before going to bed development and transition period,
Australian military and project management bought the conventional Barracuda Class
design. It made significant changes to include US-designed weaponry and warfare
technologies without recreating the wheels. Conversely, Australia might hire a Naval Group
to manufacture the first container or blocking whilst establishing an Australian company in
Cherbourg and allowing the local economy time to make the requisite capacity to support
and blockade build everything except the modular atomic placement.

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3.One stakeholder stated in an interview that he “support (Ed) the ANAO’s; view that the
project risk is high to extreme.” Identify what you consider to be the top four risks you
would include in a risk management plan associated with this project. Briefly explain
how you would respond to each of these risks.

The submarine program will last decades, and decisions made will have an impact on future
generations. If the program is to provide the Royal Australian Naval (RAN) with a
dependable, best in the field, and secure capacity. It will need ongoing political backing to
manage the substantial costs and risks that come with a long ordeal. As a result, the
Government must be notified. As a result, the purpose of this report is to describe some of
the important decision points and to provide pertinent FSP valuable information to the
Senate (Bergmann, 2018). Managing risk is critical to the success of the Ministry of
Energy's massive projects, especially only one initiative that characterizes much of its work.
The primary goal of risk detection and evaluation is to plan for risk minimization.
Mitigation entails lowering the possibility of a risk occurrence and/or lowering the impact
of a risk event if it occurs (Joiner, et. al., 2018). Risk control must be a continuous process
that does not end with a risk evaluation. Front-end strategy for how big risks will be
minimized and controlled once recognized is part of risk management. Risk management
techniques and precise planning processes should thus be included in the project
management plan, or risk evaluations will be nothing more than a piece of décor.

Overview

It's important to take a deep breath and reflect about what the arrangement gets right, what it
gets wrong, and what needs to be clarified until it can be approved. There are both
administrative and economic risks to consider, and it's critical to separate them. The
beginning premise must be - it's manifestly justifiable for Australia, like any other nation, to
plan for all realistic threat eventualities that may theoretically occur in the years ahead, but
to get the most bounce for its military budget in the process. Being an island continent with
a huge coastline to protect – from dangers that may exist in the future, although improbable,
as it did previously with the bombardment of Townsville during Second World War. In an
age when naval warships are becoming increasingly susceptible to missile assault, it is
nearly unanimously agreed that highly competent submarines are a must-have component of
our armament.

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 Why can't we get significant Défense hardware programs done correctly? Capital costs,
timetable delays, operational breakdowns, and full project abandon have all occurred
repeatedly over the last fifty years, costing tens of billions. These problems are not limited
to a single Défense ministry or a single type of Endeavor. They're all the same. The goal of
this paper is to analyse these common problems. Presidency inquiries, Monarch
transactions, prominent person investigations, and auditing agency inspections all come
after each other. One inquiry's recommendations yield results which are denounced by
another, only to be reversed by the next. Whichever the merits of studies, the track record
implies that difficulties will continue developing in Défense programs. There are
disruptions and budget overruns, and the quality of the work will not always meet
expectations. Some undertakings will be unsuccessful. The secret to good project
management is not to put all your efforts into avoiding issues. Instead, rapid, innovative,
forward-thinking, and adaptable reactions to challenges as they emerge should be the
priority. Successful solutions are dependent on the project leaders' and management's
expertise, experience, competence, inventiveness, enthusiasm, and devotion (Markowski, et.
al., 2019).

Top Four Risks involved

Command & control

Trustworthy forces put a lot of pressure on chains of command and require resilient
communication technologies. It's difficult to distribute over long distances across the water,
hence massive vertically quiet frequencies and exceptionally intensity stations are used.
Furthermore, lacking direct connection with the respective regional authority, the leaders
and personnel of such submarines have no expertise in long-range missions. For maximum
safety and reliability, a submarine command centre requires good communication between
multiple technology and human components. As a result, it's a great illustration of a
complicated systems approach. Submarines' principal mission is to function considerably
below 'safe' depths.

Maritime mishaps

In the Indian sub, the number of submarines is increasing. As during Civil War, accidents,
especially in between effluents submarines and their target, were common, with just some
accounts putting the number around 30 and 50. In an emergency, these kinds of scenarios

11
 can lead to misunderstanding and heightened emotions. The undersea world is a scary place.
Submarines are exposed to a variety of deep-water dangers. In a subterranean submarine,
even a tiny fire or gas leak might have disastrous repercussions. A submarine may be far
more vulnerable to an accident with some other vehicle or a shipwreck than a naval vessel
(Bergmann, 2019).

Sea conflicts and strategic weapons competitions

Atomic security does not live-in isolation. Australia and the USA's deployment of security
officers in the Eastern would elicit responses from other neighbouring states' traditional
marine forces. A larger focus will be placed on anti-submarine combat and intelligence
capabilities, as well as their distribution. So far, the ANAO's publications on the FSP give
some assurance that supervision measures are in existence and that a reasonable level of
openness is allowed. The degree of detail supplied by Défense to the ANAO, depending on
the ANAO's capacity to obtain suitable material for audit purposes, demonstrates this. As a
result, future ANAO reports including the FSP are likely to give similar promises of
integrity and openness (Karnozov, 2019).

Political restrictions

Because it is in the state of politics to offer more and concede less, political limits are
possibly the most dangerous threat. There are large sums of money at stake, and the payers
are looking for a good return on their investment. Overestimation of expected benefits and
underestimating of expenses and dangers result from the temptation to offer more and
concede less. When reality sets in, the need to avoid admitting defeat drives to program
tightening, which results in increased challenges and expense. Time and cost success are
often the center of political attention, and now they're the primary metrics by which
professional developers are rated. There is no more certain method to jeopardize the
achievement of project objectives. Estimates and timetables are useful to project
instruments and practices, but they aren't the program's goals. The goal is always to acquire
or expand military capabilities (Karnozov, 2019)

4.Preventing further time frame slippage

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 Managing large scale complex project requires focus on multivariate aspects such as
initiation management, control, risk management, time management and others (Petrenko
and Stolyarov 2019; Aeon and Aguinis 2017; Dobell 2020). In the following project, a clear
idea on the contexts of international project management considering the Australian
National Audit Office (ANAO)’s scathing review regarding Australia’s largest defence
program for the attack class submarine development will be provided. In the previous
segments, several critical issues have been found which needs to be taken into consideration
for further strategic development. Through the following analysis, a clear view on different
contexts of time frame management in projects to reduce or prevent slippage of time can be
gained.
The report defined that the discussing project has faced ‘time frame slippage’ pertaining to
its complexity, mismanagement, and ineffective management. However, the project
management can consider preparation of a timeline with the help of the aforementioned
project management tools and distribute it to the key internal stakeholders of the project to
provide them with an idea on the project deadline and milestone achieving date. As opined
by Jovanovic and Beric (2018), development of a project management plan and
representation of the plan with a chart helps researchers to define the critical components,
individual responsibility, budget, and timeline in a cohesive manner. Likewise, in the
specific context, preparation of a timeline that highlights these aspects in a consolidated
manner and provides a pictorial representation of these contexts through Gantt chart can be
done. This will further help reducing time frame slippage to a greater extent by providing a
clear plan of action to manage critical components linked with the submarine fleet project.
Besides that, in this project, adjustment of time frames as per the time zones of Australia
and France needs to be aligned to ensure individuals working on each end considers a clear
path for further proceeding. Apart from that, the project managers can consider the
following strategies to prevent further time frame slippage related issues:
 Development of a well-defined project management plan
 Increasing flexibility of time scheduling
 Engaging and communicating with the internal stakeholders effectively
 Creating a Work Breakdown Structure (WBS) for ensuring task delivery on important
deadlines (Hair and Sarstedt 2021)

Adherence to the above-mentioned process of operational paradigm development can

ensure development of an integrated time management plan that can further assist

13
 organisations to strategically improving their timescale management. Therefore, the issues
linked with slippage of time frame can be reduced using timeline, Gantt chart and WBS.
Considering the following analysis, a clear view will be established on how time slippage
can be reduced:
Project plan creation: A project plan can be considered as a consolidated document that
provides a critical idea on different critical components of a project (Simion, Popa and Albu
2018). A project plan consists of several critical elements such as project scope, objectives,
deliverables, budget, time management plan and others. Likewise, in the discussing context,
further time slippage can be avoided in case the project manager considers developing time-
clusters from this specific project. As time clusters for conducting each specific aspect
requires further strategic parity management as well as listing proper orientation of
management, it can be taken into consideration by the organisation to strategically improve
as well as prioritise risk related development approach.
Increased time scheduling flexibility: Time scheduling flexibility can be highlighted as
another crucial measure of consideration in project management as it provides a justified
understanding on required time horizons through task prioritisation and timely allocation-
based context (Svejvig, Geraldi and Grex 2019). Utilisation of automated scheduling
software such as Microsoft Project, Project Libre, Asana, Trello, and others can be
suggested in the discussing project as this software provides options to share cluster-based
or entire project paradigms to the relevant stakeholders. Besides that, a concise idea on the
aspect of flexible timing approach with strategic demarcation management can be focused
as another core area of consideration for improved control and development paradigms.
Engaging and communicating with the internal stakeholders effectively: Effective internal
stakeholder communication at all levels predominantly assists organisations to strategically
convey the idea of project to the relevant stakeholders (Abyad 2018). Likewise, in the
discussing context of the submarine fleet project, the engaging individuals are situated in
both Adelaide and France; thus, the idea on encouraging them to collaborate as well as
engage for carrying out a successful project is bit difficult. However, through integrated
software-based timeline management amongst two areas and conveying a clear
communication model to strategically manage the idea of proper strategic parity
management can be done for better demarcation.
WBS creation: WBS is a proven tool for tracking conceptual aspects associated with a
project as it defines different work clusters associated with a specific project as well as their
underlying strategic consolidation in another specific task (Nguyen, Chih and García de
14
 Soto 2017). Likewise, in the discussing context of the submarine project, defining the
underlying work required for completing the project in a step-by-step yet concise manner
which helps managing time clusters can be done. Besides that, facilitating quick schedule
development by allocating proper estimation method for specific WBS section management
can be done in the project to reduce time slippage. Apart from that, management of quick
development of a schedule with the planned WBS activities regarding the project’s
management can further clarify the underlying context of time management (Toljaga-
Nikolic, Petrovic and Mihic 2017). Therefore, in the discussing project of submarine fleet,
creation of a WBS and sharing it through mail, intranet or other communication methods
selected can be done for strategically improving their time management aspect which will
eventually prevent time slippage in further activities.
Apart from considering these specific aspects, time slippage prevention can be done
considering other aspects like defining project schedule management process, project
activity determination, sequence activity management, estimated resource management, and
creating a proper project timeline. This is because the mentioned aspects help organisations
to set a clear benchmark that must be followed by employees (Abbasi and Jaafari 2018).
Pertaining to its explanatory approach and clear demarcation of proper strategic idea,
employees or other relevant stakeholders of an organisation finds a trajectory that they can
adhere to, which essentially helps to maintain a proper timeline. Likewise, in the discussing
context, preparing a task reminder, creating daily plans to fulfil the clustered works created
in the original timeline, blocking distractions in different operational teams, and establishing
a routine that can be adhere in both Adelaide as well as France needs to be done. These
specific activities will predominantly enable the organisation to make changes in their
contextual aspect of strategic management parity.

15
 Step 1 Create a to-do list

Step 2 Estimate how long

each item will take

Step 3 Allow 40% as “buffer

time”

Step 4 Prioritize each task

and delegate

Step 5 Completing day-to day

activities

Figure 1: ALPEN method

In time management, adherence to theoretical base is important as it provides with a clear

trajectory of operational proceeding. Considering the proven model of time management,
namely ALPEN method, a clear framework can be established in the organisation which will
primarily ensure developing a clear paradigm of change proceeding. The method is carried
out by five key steps including creating a to-do list, estimating a time to complete them,
allowing a 40% buffer time, prioritising each task, and check day-to-day proceedings of tasks
(Khusainov 2018). As the method provides a proper framework that can be followed in
different scale or level of project, it is considered as one of the most significant aspects for
reducing the issues of time slippage. Besides that, adherence to the method and
communicating that specific aspect with the relevant stakeholders can predominantly bring a
concise idea on critical development paradigms. As the Submarine fleet project is being
handled internationally, this framework can provide a basal standpoint of normative
adherence to the time management paradigm in an effective way.
In addition to considering the mentioned model and the norms of time management, the
project’s time slippage aspect can be prevented considering different attributes of time
management. For example, planning each weekday with separate timeline and adjourning to
it throughout the entire week can be done by ANAO which will allow the employees to
distribute their workload as per their preferred method and prevent the chances of missing
deadline or time slippage. Besides that, utilisation of a task manager tool that will provide a
proper optimisation on whether the planned task schedules are correct or suitable for working
16
can be done by the project managers to ensure setting realistic goals that exponentially reduce
the chances of time frame slippage. Apart from that, conveying the importance of each step
of the project carried out by the employees as well as their interrelation which makes them
inevitable for completing the project seamlessly can be included in the discussing project to
convey the importance of timeline as well as clustered time-frame adherence. Furthermore,
making a commitment to improve the scheduling and inclusion of more resources wherever it
is required based on the prioritisation aspect must be done for reducing time frame slippage.
Even though multiple reasons such as unlikely incidents like Covid-19, employee turnaround
and other issue will continue to pose threat; yet these strategies can predominantly assist to
mitigate them.

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management. Academy of management perspectives, 31(4), pp.309-330.
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