SPECTRUM INTERNATIONAL COLLEGE OF TECHNOLOGY

PROJECT MANAGEMENT

(DREM2150)

INDIVIDUAL ASSIGNMENT
WIND TURBINE POWERED BY DC GENERATOR

PREPARED BY

MOHAMMAD AZMEER BIN REZAUL

0420021605

PREPARED FOR
MUHAMMAD EZANUDDIN BIN ABDUL AZIZ

SUBMISSION DATE

12th MARCH 2022

1
Table of Content

1.0 Project Overview...........................................................................................................................3

1.1 Scope.........................................................................................................................................3
1.2 Purpose......................................................................................................................................3
1.3 Project Organization..................................................................................................................3
1.4 Work Breakdown Structure (WBS) and Responsibilities Assignment Matrix (RAM).........4-5
1.5 Work Authorization…………………………………………………………………………6-
7
1.6 Project Charter………………………………………………………………………………...8
2.0 Risk Assessment............................................................................................................................9
2.1 Risk Identification.....................................................................................................................9
2.2 Assessment of Probability and Consequence (Qualitative)....................................................10
2.3 Mitigation Strategies…………………………………………………………………………
11
3.0 Project Schedule..........................................................................................................................12
3.1 Activity Duration....................................................................................................................12
3.2 Estimates Gantt..................................................................................................................13-14
3.3 Chart Activity Network.....................................................................................................15-16
4.0 Project Budget.............................................................................................................................17
4.1 Project Resources....................................................................................................................17
4.2 Other Cost...............................................................................................................................17
4.3 Cost Estimation………………………………………………………………………………
18
4.4 Time-phased
budget………………………………………………………………………….18
5.0 Communication Management.....................................................................................................19
6.0 Tracking and Status Updates.......................................................................................................20
6.1 Tracking Method................................................................................................................20-21
6.2 Control systems………………………………………………………………..…………….22
7.0 Project Close-Out........................................................................................................................23
7.1 Lesson Learned.......................................................................................................................23

2
1.0 Project Overview
A project overview is a detailed description of a project’s goals and objectives, the steps to
achieve these goals, and the expected outcomes. 

In addition, a project overview enables you to outline the project schedule, budget, necessary
resources, and status. The goal of a project overview is to lay out the details of a project in a
concise, easy-to-understand manner that can be presented to team members. A project
overview helps you simplify complex data and large amounts of information into a single
document that can be easily managed and monitored throughout the project lifecycle.

1.1 Scope

Project scope is the part of project planning that involves determining and documenting a
list of specific project goals, deliverables, tasks, costs and deadlines. The documentation
of a project's scope is called a scope statement or terms of reference. It explains the
boundaries of the project, establishes responsibilities for each team member and sets up
procedures for how completed work will be verified and approved. It helps focus team
members on common objectives

1. Duration: 14 February week 2- week 4 10 March

2. Budget: RM 125.00

1.2 Purpose
A project’s purpose explains the reason for its existence, the meaning of what is
done, the ambition or dream pursued by the project or the direction it takes and maintains.

The purpose of this project is to light up LED using DC generator.

1.3 Project Organization

An organizational structure is a system that outlines how certain activities are directed in
order to achieve the goals of an organization. This activities may include rules, roles and
responsibility. There are three types of organization which is functional organization,
project organization and matrix organization. Project organizational structure have been

3
used in this project. In this structure, project managers maintain sole authority for the
project and are assigned dedicated staff who work toward project goals. This type of
organizational structure may improve the communication among team member. However,
teams can be siloes, binding the team members to one project at a time and limiting their
growth.

MUHAMMAD
EZANUDDIN BIN
ABDUL AZIZ

MOHAMMAD AZMEER BIN

REZAUL

Figure 1: Organizational Structure

1.4 Work Breakdown Structure (WBS) and Responsibilities Assignment Matrix

(RAM)
A Responsibility Assignment Matrix (RAM) describes the participation of various
organizations, people, and their roles in completing tasks or deliverables for a project. A
RAM is used in project management as a communication tool to ensure that work tasks
are designated a responsible agent. A RAM can define what a project team is responsible
for within each component of the Work Breakdown Structure (WBS). Breaking work
into smaller tasks is a common productivity technique used to make the work more
manageable and approachable. For projects, the Work Breakdown Structure (WBS) is

4
the tool that utilizes this technique and is one of the most important project management
documents. It singlehandedly integrates scope, cost and schedule baselines ensuring that
project plans are in alignment.

Table 1: RAM and WBS

Task Mohammad Muhammad Ezanuddin

Azmeer bin bin Abdul Aziz
Rezaul

1.0 Project 1.1 Identify topic I, C, R A

Conceptualization 1.2 Research topic R, I, C
2.0 Project 2.1 Design project R, I, C A
Planning 2.2 Identify I, C ,R
resource
2.3 Cost estimation I, C ,R
2.4 Set up schedule R, I, C
3.0 Project 3.1 Find resources R A
Execution 3.2 Build prototype R

4.0 Project 4.1 Monitor wind I, C, R A

turbine
Monitoring
4.2 Monitor LED R, I, C

5.0 Project 5.1 Documentation R A

Termination

Symbol Role

I Informed

R Responsible

C Consulted

A Approval

5
1.5 Work Authorization

A work authorization system is a method used in conjunction with project management. The
work authorization system is used by the project manager and his or her designees in order to
approve all project work throughout the course of the current project management venture. The
work authorization system is sometimes referred to as a “WAS.” The work authorization system
will typically be in the form of a list of formally adopted and well- documented procedures.
Work authorization procedures specifically detail who may authorize work to be completed and
how those authorizations may be obtained. These procedures will include which documents must
be completed prior to work being initialized, and whether there are any other prerequisites to
work being performed at any particular level during the project. To better assist the efficiency of
project management in larger projects, work authorization systems also sometimes detail the
timeline of the project. For instance, the work authorization system might include at which
points in time certain portions of the project should be completed, in which order those tasks are
to be completed, and by whom.

6
Figure 2 : Work authorization document example

7
1.6 Project Charter
A project charter is a formal, typically short document that describes your project in its entirety
including what the objectives are, how it will be carried out, and who the stakeholders are. It is a
crucial ingredient in planning the project because it is used throughout the project lifecycle.
The project charter typically documents:
 Reasons for the project
 Objectives and constraints of the project
 The main stakeholders
 Risks identified
 Benefits of the project
 General overview of the budget
Company XYZ Project Charter

Project Name: Building Wind Turbine powered by DC generator.

Project Description: Light up LED using DC generator.

Business Case: Supports our company-wide goals of:

1. Increasing sales by 28% this quarter
2. Establishing Company XYZ as a thought leader in the employee engagement space

8
2.0 Risk Assessment

Risk assessment is a term used to describe the overall process or method to identify hazard
and risk factor, to analyze and evaluate the risk associated with hazard and to determine
appropriate way to eliminate the hazard.

2.1 Risk Identification

Risk identification is a process of determining risk that could potentially prevent the
program, enterprise or investment from achieving its objectives. This is important to
prepare for potential harmful event and minimize their impact before they occur. There
are many ways to identify risk such as documentation review, brainstorming, interviewing
stakeholder and employee feedback.

Table 2: Risk description

Risk Description
Environmental factor Increase number in Covid-19 cases cause the college
to go under lockdown for 2 weeks.

Electric shock Electric equipment may cause electric shock when it

isn’t properly connected.

Sharp equipment Sharp equipment such as knife and scissor are used. If
they were handle with less care it may cause injury.

Human factor Had to take leave for a week because of personal

work.

9
2.2 Assessment of Probability and Consequence (Qualitative)

Risk assessment is defining the nature of the risk, its probability and consequences
qualitatively. It used to identify and describe the risks associated with a decision problem
and to examine and evaluate the potential impact of the risk. In qualitative assessment, the
risk characterization produces non-numerical estimates of risk.

Table 3: Assessment of Probability and Consequence

Risk Consequence Probability Risk Level
Environmental Major Certain to Critical
factor occur

Electric shock Minor Very likely Moderate

Sharp object Minor Very likely Moderate

Human factor Moderate Possible Moderate

10
2.3 Mitigation Strategies

Risk mitigation strategies are designed to eliminate, reduce or control the impact of
known risks intrinsic with a specified undertaking, prior to any injury or fiasco. There are
four different strategies in mitigate risk which are avoid, accept, reduce or transfer.

Table 4: Mitigation Strategies

Risk Strategies
Environmental factor Plan the proper time to buy the equipment for
the project
Electric shock Make sure hand is in dry condition when
handling electrical equipment
Make sure wires are connected to the proper
term
Sharp object Handle the sharp object safely
Put the sharp object at the secure place so it
will not cause injury
Human factor Inform the person in charge
Need to support the task given

11
3.0 Project Schedule
3.1 Activity Duration
Activity duration is the process of estimating the number of work period needed to
complete individual activities with estimated resources. It can provide the amount of time
each activity will take to complete. Duration estimates on the activity level also help test
whether work can be performed under a given set of constraints.

Table 5: Activity Duration

Task Predecessor Duration (Days)

1.1 Identify topic - 1
1.2 Research topic 1.1 2
2.1 Design project 1.2 3
2.2 Identify resource 2.1 2
2.3 Cost estimation 2.2
2.4 Find resources 2.2 , 2.4
3.1 Set up schedule 2.3 1
3.2 Build prototype
3.1 7
4.0 Monitor progress
5.1 Documentation 3.2 , 4.0 3

12
 3.2 Estimates Gantt

A Gantt chart is a project management tool assisting in the planning and scheduling of projects of all sizes, although they are particularly useful
for simplifying complex projects. It’s allow us to see a visual display of the whole project, timelines and deadlines of all tasks, relationships and
dependencies between the various activities and also project phases.

Table 6: Gantt Chart

Dura-
Task Schedule
tion
14- 15- 16- 17- 18- 19- 20- 21- 22- 23- 24- 25- 26- 27- 28- 1- 2- 3- 4-
Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Mar Mar Mar Mar
1.1
1
Identify
1.2
2
Research
2.1
3
Design
2.2
Identify
resource 2
2.3 Cost
estimation
2.4 Find
resources
3.1 Set up
1
schedule
3.2 Build

13
wind
turbine
and house 7
4.0
Monitor
progress
5.1
Document 3
ation

14
3.3 Chart Activity Network

An Activity Network Diagram is a diagram of project activities that shows the sequential relationships of
activities using arrows and nodes. An activity network diagram tool is used extensively in and is necessary
for the identification of a project’s critical path.

15
16
4.0 Project Budget

A project budget is the cost of completing each project activity over each phase of an object.

4.1 Project Resources

Project resources are anything that is necessary to complete the project. Without
them, it is impossible for a project to be completed successfully. A key element of a
project’s planning phase is centered on the identification of resource requirement and
how they are allocated.

Table 7: Project Resources

No Material Price
1. Electronic component RM 8.00
2. Glue RM 3.20
3. Cardboard RM 1.50
4. Scissors RM 5.40

4.2 Other Cost

Other cost, also known as other expenses, are isolated or recurring costs that don’t fit into
primary cost categories but must be paid nevertheless. For example, these costs are
transportation

Table 8: Other Cost

No Category Price
1. Transportation Mohammad RM 35.00
Azmeer
2. Food Mohammad RM 20.00
Azmeer

17
4.3 Cost Estimation

A project can only come together with all the necessary materials and labor, and those materials and labors cost money. Putting together a budget that
keeps costs to a minimum, while maximizing the project’s quality and scope can be challenging. This is why proper cost estimation is important.
Cost estimation in project management is the process of forecasting the financial and other resources needed to complete a project within a defined
scope. Cost estimation accounts for each element required for the project—from materials to labor—and calculates a total amount that determines a
project’s budget. An initial cost estimate can determine whether an organization greenlights a project, and if the project moves forward, the estimate
can be a factor in defining the project’s scope. If the cost estimation comes in too high, an organization may decide to pare down the project to fit
what they can afford (it is also required to begin securing funding for the project). Once the project is in motion, the cost estimate is used to manage
all of its affiliated costs in order to keep the project on budget.
One key for developing project cost estimates is to first recognize the need to cost out the project on a disaggregated basis; that is, to break the
project down by deliverable and work pack age as a method for estimating task-level costs. Companies use a number of methods to estimate project
costs, ranging from the highly technical and quantitative to the more qualitative approaches.
Among the more common cost estimation methods are the following: Ballpark estimates, Comparative estimates, Feasibility estimates, Definitive
estimates.
4.4 Time-phased Budget
Time-phasing your budget is not the most exciting part of project management for most people (oh, is it just me??) but it’s so important if you are
going to use EVM on your projects. EVM lives and dies on being able to compare PV, EV and AC over time – that’s how you work out whether your
project is on track. The performance metrics and reporting are fundamentally based on those measures, so if the data underpinning them is wrong…
well, your whole set of EV reports are going to be pretty pointless.

That’s why time-phasing is important. You should be able to pinpoint when the money (and effort) is going to be spent in order to plan out the work.
Then your PV (Planned Value, but you knew that, right?) is an accurate representation of the baseline budget and how that is spread over the life of the
project. PV is also a major part of the EV calculations, so if you get it wrong, the numbers coming out in your EVM reporting are not going to reflect
“real” project progress. And that doesn’t even take into account any errors in capturing Actual Costs.

Normally on projects – at least the ones I’ve worked on that have not used EV – we know the budget, and we might have a broad overview of when that
money will be spent. Monthly budget checks allow the team to stay on track, but generally as long as the numbers look OK and we’re still within
tolerance of the forecast, that’s enough. In an EV environment, that’s not enough. The budget has to be split over time because that is how you track
performance and variances.
18
5.0 Communication Management

Communication management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval
and ultimate disposition of project information.'' Communication is a two way process of sending information from one entity to another. The Project
Manager spends more than 90% of time in Project Communication.

For managing communication, the project manager and the project team members need to possess excellent communication and interpersonal skills.
These skills will ensure the both sides in a communication understand each other clearly. Some of the communication skills and interpersonal skills
needed include the following:

 Written communication ability

 Verbal communication ability
 Non-verbal communication skills
 Listening skills
 Empathy for the stakeholders
 Questioning and probing skills
 Influencing ability
 Interpersonal skills (Conflict management)
 Political and social skills
Communication management is analogous to the central nervous system which ensures that the right information reaches the right stakeholder at
precisely the right time in the right format. The project manager is solely responsible for ensuring project communication. In fact, communication
management is the major mechanism in the hands of the project manager which helps in getting all the project work done in the right manner. While
communication skills are extremely important, it is also equally important to manage the information flow in a systematic and planned manner.

19
6.0 Tracking and Status Updates

Project tracking is method used to track the progress of tasks in a project. By tracking project, we are allowed to compare actual planned
progress and identify issues that may prevent the project from staying on schedule within budget.

Project status update is a way to keep track of and manage the project, as well as distributing this data to those parties who need it.

6.1 Tracking Method

A project tracking method is a method for following and monitoring the progress or lack of progress of task and activities involved with a given
project.

Table 9: Tracking Method

D Schedule
ur 14/ 15/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 23/ 24/ 25/ 26/ 27/ 28/ 1/ 2/ 3/ 4/ 5/ 6/ 7/ 8/ 9/ 10/
Task
ati 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3
on
1.1
Identify 1

1.2
Researc 2
h
2.1
3
Design
2.2
Identify
resourc
e 2
2.3

20
Cost
estimati
on
2.4
Find
resourc
es
3.1 Set
1
up
D Schedule
ur 14/ 15/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 23/ 24/ 25/ 26/ 27/ 28/ 1/ 2/ 3/ 4/ 5/ 6/ 7/ 8/ 9/ 10/
Task ati 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3
on

3.2
Build
wind
turbine
and 7
house
4.0
Monitor
progres
s
5.1
Docum 3
entation

21
6.2 Control Systems
Control systems are vital to ensure that any changes to the project baseline are conducted in a
systematic and thorough manner.
Project managers can use a number of project control systems to track the status of their
projects, including:
 Configuration control
 Design control
 Trend monitoring
 Document control
 Acquisition control
 Specification control
Configuration management is a system of procedures that monitors emerging project scope
against the scope baseline. It requires documentation and management approval on any change
to the baseline. A baseline is defined as the project’s scope fixed at a specific point in time.
Configuration management works toward formalizing the change process as much as possible
as early in the project’s life as possible.
The need to make project changes or specification adjustments comes about for one of several
reasons:
 Initial planning errors, either technological or human.
 Additional knowledge of project or environmental conditions.
 Uncontrollable mandates.
 Client requests.

22
7.0 Project Close-Out
It is a practice that finalizes all project activities completed across all phases of the
project to formally close the project and transfer the completed project as appropriate.

7.1 Lesson Learned

If the project is delayed during the critical path, the project cannot be completed before
the initial deadline. The design for this project was prepared based on our knowledge
about the operation of wind turbine. We were able to complete the project within the
budget and resources. The team members contributed according to their positions.

23