University of Southampton

Major: MSc Management Operations Pathway

Module Title: MANG6310 Project Management Processes
Full Name: Xiangyu HU
Word count: 4222 words
Table of Contents

A- Critical Project Management Review...................................................................................3

1. Definition of a project and project management..................................................................3
2. The role of a project manager in leading projects................................................................3
3. Knowledge and skills required by project managers............................................................5
4. What are the limitations of project management?................................................................6
5. Why do projects fail / succeed?............................................................................................6
6. What are established definitions of project management.....................................................8
Part B: Project Plan Development...................................................................................................8
1. Project Business Case...........................................................................................................8
2. Project Scope Management................................................................................................12
2.1. Project objectives and deliverables.............................................................................12
2.2. Project time and cost allocation...................................................................................13
2.3. Work breakdown structure (WBS)..............................................................................14
3. Project Stakeholder Management.......................................................................................16
4. Project Risk Management...................................................................................................17
4.1. Miscommunications....................................................................................................18
4.2. Lack of stakeholders’ participation, engagement, and commitment...........................18
4.3. Software bugs..............................................................................................................19
4.4. Unexpected leave of key project team members.........................................................19
References......................................................................................................................................21
 A- Critical Project Management Review

1. Definition of a project and project management

The definitions of a project vary in academic literature. For example, the Project Management
Institute describes a project as a temporary endeavour with a definable start and end time, a set of
inter-related and sequential activities designed to achieve a unique purpose within constrained
cost, scope, quality, and performance requirements (Narbaev and De Marco, 2014). Makui et al.
(2018) argued that the key attributes making a project distinct from other types of works in
nature include its unique objectives, a clear set of activities followed a planned, organised
method to be performed within parameters of schedule, cost, and quality. Supporting this view,
Livesey (2016) highlighted that a project is designed to describe a valid business case to explain
why a project exists, a defined life span to define the time boundary, specific outcome to guide
the temporary effort, and a set of tasks executed within assigned resources to deliver positive
change on target population. Because a project is different from routine, repetitive, daily work, it
requires a well-defined plan to guide the execution for a desired performance and increase the
chance of success (Suhanda and Pratami, 2021). This leads to the concept and the significance of
‘Project Management’. According to The Project Management Body of Knowledge, project
management refers to the utilisation of specific knowledge, skills, techniques, and tools to
plan, monitor, and control all aspects of a project in order to realise desired deliverables
(Livesey, 2016).

2. The role of a project manager in leading projects

In broad sense, a project manager plays a leading role in planning, organising, overseeing,
directing the project from inception to completion to ensure the project is finished within scope,
time, and on budget (Munns and Bjeirmi, 1996). To put it another way, a project manager is
accountable for all aspects of a project, from project scope, resources, the project team, and
responsible for the success/ failure of a project. Sundqvist (2019) argued that the exact duty of a
project manager depends on the type of industry, the business, and kinds of projects, but in
general, the project managers share responsibilities of overseeing the project throughout phases
of ‘project life cycle’ that include:

Initiating

In this stage, project managers define the main objectives and scope of a project, identify the key
stakeholders, and seek the required authorisation to kick-off the project (Kowang, 2021).
Oftentimes, a project manager is not appointed a large part of above-mentioned works is well
underway.

Planning

As soon as the project is chartered and formally assigned, the project managers hold
responsibilities for creating a ‘project management plan’ focused on achieving the defined
purposes. This plan outlines the key deliverables and milestones and lists out the sequential tasks
that must be completed to meet the project’s objectives while conforming to approved timeline
and budget (Anantatmula, 2010). According to Anantatmula (2010), the planning activities
performed by the project managers in this stage include defining and managing scope through a
work breakdown structure (WBS), planning and developing project timeline, determining
budgets and other resources, identifying and planning quality requirements, determining
stakeholder expectations and designing communications plan, identifying and planning risk
mitigation strategies through qualitative and quantitative risk analysis (Lee, 2015). Developing a
project plan allows the project managers to oversee the project progress to determine whether the
project is on track as well as manage quality issues and risk better. Interestingly, Anantatmula
(2010) emphasised that a project management plan is a living document which evolves and
changes constantly throughout the lifecycle of a project.

Executing, monitoring and controlling

In these stages, the project managers hold essential role in assigning tasks to project team
members and providing them with necessary resources for their successful execution of tasks
(Doni, Corvino and Martini, 2022). This also include leading the project team through project
changes, motivation the team for their best performance, facilitating issue resolution, performing
all aspects of quality management, and managing all aspects of communication (Anantatmula,
2010). The project manager performs monitoring and controlling activities to ensure the project
is on track, stick to its budget, and meet the performance criteria. In reality, things rarely go
exactly as the plan, thus the project managers are expected to be flexible to lead the change when
necessary

3. Knowledge and skills required by project managers

Many scholars and practitioners have agreed that project managers need a wide variety of
knowledge and skills to lead a project successfully. Successful project managers should have
knowledge and technical skills to under all aspects of project management, especially practical
project management tools and techniques to plan, organise, and manage projects in term of
resources, schedules, and budgets (Livesey, 2016). More importantly, in today’s world,
successful project managers must evolve constantly and learn the latest technology to adapt to
current technological trends, changing dynamics of a project and get things done quickly and
effectively. This implies change management expertise and adaptability skills in high demand.
Going further, successful managers need more than the aforementioned technical skills, soft
skills such as leadership skills, communication skills, time management skills, etc. are important
to project managers (Sundqvist, 2019).

According to Sundqvist (2019), project managers lead team members working on the project,
thus leadership skills are among essential skills required by successful project managers. Strong
leadership skills help the project managers to coach, guide, and motivate team members to
improve their performance and move a project forward (Gillard, 2009). Effective project
managers master at knowing the strengths and weaknesses of each team member, delegating
responsibilities properly, fostering a productive work environment, communicating with their
teams on regular basis, providing constructive feedback, and facilitating conflict resolution.
Moreover, Youker (2018) asserted that strong leadership skills help project managers
successfully manage projects by coordinating tasks and bringing a team together on the same
page for the attainment of shared goals. Supporting this view, leadership skills required by
project managers include ability to delegate responsibilities effectively and motivational skills to
cultivate a collaborative working environment, and relationship management skill to develop
relationship with project stakeholders (Youker, 2018).
What’s more, Livesey (2016) argued that communication skills matter project managers because
it is estimated that a project manager spends a whopping 90% of his time communicating in
some ways. Throughout the projects, project managers have to communicate with a wide range
of stakeholders from project team members, clients, supplier, contractors, etc, thus effective
communication skills make sense to successfully leading projects. A study by Anantatmula
(2010) revealed that around 28% of team members reported poor communication as one of the
major causes of project inefficiency and missed deadlines. Anantatmula (2010) highlighted that
successful project managers as good communicators know how to approach and build up
meaningful relationships with stakeholders, and how to convey messages in effective manner.
With this, strong communication skills help project manager ensue smooth flow of
communication with relevant parties throughout the project. Additionally, successful project
managers are skilful negotiators who have ability to deal with team conflict by using persuasive
techniques to encourage solution and maintain healthy relationships.

Time management is other skill needed for successful project managers, given the time
constraints of a project. Every project and each activity of project has a deadline to follow thus
strong organisational skills and time management skill allow the project managers to keep a
project running smoothly and on track, starting with creating a well-defined timeline with
sequential activities, followed maintaining the project team to meet those deadlines (Munns and
Bjeirmi, 1996). Moreover, Makui et al. (2018) argued that no matter how a good project
management plan is, problems always arise. That time, the project managers need problem
solving skills to work through these troubles. Critical thinking helps the project managers to
navigate through uncertain circumstances by remaining objective and analysing the issue without
bias. Moving on, successful project managers with strong problem resolving skill are able to
gather information and come up with the best solution to settle down the problems quickly.

4. What are the limitations of project management?

With any project, time, scope, and cost are the main limitations that the project managers must
deal with to ensure the successful delivery of a project (Youker, 2018). These are the triple
constraints of project management, and each limitation has link to the other two. For instance,
delay of project will increase costs for the project, or extending project scope will likely require
increasing time and costs.
 5. Why do projects fail / succeed?

Undoubtedly, project failure/success is a hot topic of countless academic studies over decades.
Projects fail for many reasons, and researcher, business leaders, and project managers have
different arguments on project failure. Van Marrewijk, Stjerne and Sydow (2021) attributed
project failure to poor project management practices such as poor planning in terms of scope,
times, and budget, inconsistent resources allocation, lack of detail monitoring and controlling,
poor communication, bad stakeholder management, no risk management. However, sometimes,
project fails due to poor project management practices, but many projects are still not best
addressed by good project management practices. It implies that project fails due to many
reasons beyond the poor project management practices. In other words, projects fail might
because many stuffs get in the way, alongside the good project management practices are not
routinely in use (van Marrewijk, Stjerne and Sydow, 2021). Some argued that the major reason
for project failure is poor strategic alignment with the business’s overall vision and objectives,
resulting in resources being located on lower priority objectives and leaving the risks of project
getting shuttered when market conditions evolve (Gillard, 2009). In the same vein, Youker
(2018) added that project success is simple because it is the right project and it is done right,
meaning that project is strategic alignment with management support.

Along above line, Van Marrewijk, Stjerne and Sydow (2021) commented that project fails
because of lack of Ownership/accountability. This likely happens when the project cuts across
business functions, and consequently, the project’s objectives tend to be not included in
performance metrics of each business unit, resulting in team members deprioritise commitment
into the project. For this case, project fails not due to any bad business case but because of lack
project ownership and commitment from project team (van Marrewijk, Stjerne and Sydow,
2021). Going further, project falters because of low level of collaboration throughout its
lifecycle, even the project is off to a great start with successful kick-off meetings. Typically,
project team leaves the kick-off meetings, goes back to their daily job and only relies on weekly
report as one-way communication to be updated with project status (María et al., 2010). In fact,
not all projects run smoothly exactly as the Gantt chart created at the beginning of the project. In
fact, marketplace changes constantly that requires ongoing collaboration based on regular update
and two-ways communication between team members to stay relevant over time and adjust the
tasks and activities when necessary (María et al., 2010). What’s more, Bilir and Yafez (2021)
argued that project collapses also due to limited support mechanisms. It is because oftentimes,
project teams are created ad hoc and with little time spent on building cohesion before onboard.
Consequently, good projects may crumble under the weight of misunderstandings, interpersonal
battles, and conflicts. In such case, lack of organisational support to ensure alignment by project
team members, to create productive team culture, and to deal with intra-team conflicts can all put
a project at risk of failure (Bilir and Yafez, 2021). Successful projects require not only strong
project management practices but also continuous organisational support and supportive culture
to be executed effectively

6. What are established definitions of project management

According to The Project Management Body of Knowledge, project management refers to the
utilisation of specific knowledge, skills, techniques, and tools to plan, monitor, and control
all aspects of a project in order to realise desired deliverables (Livesey, 2016) . In this
definition, project management includes setting a suitable time frame to follow, assigning project
activities and motivating all stakeholders involved in the project to ensure their completion
according to plan, identifying and managing potential risks to ensure the outcomes produced
conforming to specific requirement in terms of time, cost, quality and performance (Sundqvist,
2019). Adding to this, Munns and Bjeirmi (1996) suggested that project management comes up
with a project management plan – a formal document that covers project goals and objectives,
project scope management, risk assessment and management, quality and resources
management, stakeholder management, change management to keep a project on track and meet
the expectations of the stakeholder.

Part B: Project Plan Development

This part presents the Project Plan Development for the project “Developing a new website for
the Advanced Project Management Research Centre (APROM)”. This covers Project business
case, project scope management with Work breakdown structure (WBS), project stakeholder
management, and project risks management.

1. Project Business Case

As technology advances, people around the world are using internet. Website is an important
mechanism that reflects an organisation. As a well-known ‘community of academic experts,
industry leaders, project professionals and research bodies for the advancement of project
management knowledge and practice’, the Advanced Project Management Research Centre
(APROM) needs to have a useful website to showcase its activity, achievements and serve as a
medium to interact with community members. This project is to build up a website for the
APROM. Through the website, virtual library and online discussion forum will be created. The
Logical Framework Approach (LFA) provides the project managers with a useful tool to
effectively get at the overall project goals and determine project purpose, output, and activities.
With this, LFA provides clear and systematic overview of the project through tight relationship
between project components in one framework (Junior and De Carvalho, 2011).

For this project, the Logical Framework Approach (LFA) can help provides the answers for the
following questions:

What the project is going to achieve?

The APROM website development aims to provide a new website for the APROM to increase its
presence, strengthen its reputation for being the reliable resource for project management
knowledge and practice. The website also helps showcase research, achievements and activities
of the APROM and improve user interaction and experiences

What activities will be executed?

The key activities of the project include Graphic Design, developing content and database,
creating search engine, building local library, and creating forum and community

Resources required

In terms of human, the project needs project manager to lead the project team, Project Analyst/
Consultant, Graphic designer, Web programmer, and Database specialist. A budget of 6000USD
is needed to complete the project. Also, technology and infrastructure such as server, domains,
etc. are important for the project

Project measurement and verification

Website statistics, project management tools such as Work breakdown structure and Gantt chart,
and other types of progress reports.

The below table summarises the Logical Framework Approach (LFA) for the project
“Developing a new website for the Advanced Project Management Research Centre (APROM)”

Table 1: The Logical Framework Approach

Developing a new website for the Advanced Project Management Research Centre
(APROM)
Project description Indicators Source of Assumptions
verification
Goals  Brand  Annual NA
 Strengthening recognition survey
reputation for improved by
The Advanced 50% by 2023
Project  User experience
Management and satisfaction
Research improved by
Centre 20% by 2023
 Become
reliable
resource for
project
management
knowledge and
practice.
Purposes  Number of  Website  Users,
 Provide full visitors reached statistics academic
overview of 10.000 after 6 experts,
 The Advanced months of industry
Project completion leaders, and
Management  Numbers of project
Research registered users professionals’
Centre reached 5000 willingness

 Showcase after 6 months to access the

research, of completion website and

achievements  Number of accept the

and activities. documents registered

 Improve user upload reached fees

interaction and 100 after 6

experiences months of

 Provide access completion

to advanced  Number of
project documents
management download
knowledge and reached 100
practice via after 6 months
virtual Library. of completion

Outputs  A page with full  Report upon NA

 An information testing stage
informative about the
page to history,
introduce the activities, and
APROM achievement of
 A virtual the APROM
library  A A virtual
 An open library with
discussion database
environment contained full
research, studies
 migrated from
the previous
platform
 An interactive,
responsive, and
real-time
discussion
forum
Activities  Graphic Design  Work NA
 Graphic completed breakdown
Design within 30 days structure
 Develop  Develop content  Project
content and and database milestones
database completed and Gantt
 Create search within 60 chart
engine months
 Build local  A search engine
library creation
 Create forum completed
and within 10 days
community  A local library
built up within
60 days
 A forum
creation
completed
within 30 days

2. Project Scope Management

Scope is one of the import constraints of project management. Project scope management
determines the total work amount or list of project tasks, activities that are required to be
completed for the successful delivery of the project outcome (Doni, Corvino and Martini, 2022).

2.1. Project objectives and deliverables

The Advanced Project Management Research Centre (APROM) does not have any specialised
website, current it is accessed via the University of Southampton’s page, which makes it
inconvenient to reach and hardly customisable. For this reason, there is a need to develop a
website for the APROM in order to show its presence, showcase achievement and make better
use of working papers available from the virtual library of the organisation. Thus, the objectives
of this project are to deliver a responsive, independent website to function as a key information
resource for the community of academic experts, industry leaders, project professionals and
research bodies. The project is designed to complete within 4-months’ time period, with a budget
of 6000USD. The completion of APROM’s website will:

 Provide full overview of The Advanced Project Management Research Centre

 Showcase its achievements, positive project management outcomes, and other research
activities of the community
 Provide access to study the knowledge and best practice regarding advancement of
project management via a virtual library that includes paper workings produced by
academic experts, industry leaders, project professionals and research bodies
 Provide a collaborative and shared communication platform to bring users together for open
discussions and knowledge integration

Project deliverables include all of the outputs that are intended to be delivered upon the
completion of a project (Lee, 2015). The key deliverable of this project is ‘A responsive,
independent website based on beginner-friendly CMS platform’ that includes:

 Informative page on the organisation and its history

 Search engine to help user look for article, journal, research papers etc.
 Virtual library
 Open discussion environment
 Online registration and account access
  RSS (rich Site Summary) for site’s updates
 Administrative documents for the web team.
2.2. Project time and cost allocation

Based on similar real-life projects, the project of website development is high likely completed
within 104-120 days on average, this this project is assigned to be delivered within timeframe of
120 days. The budget of 6000USD is required by this project, of these, 3000USD will be
sponsored by the University of Southampton, the balance is funded from the community of The
Advanced Project Management Research Centre

2.3. Work breakdown structure (WBS)

WBS outlines the deliverable-oriented hierarchical structure of tasks and activities required to
complete the project (Hans, 2013. This project will be included the following tasks and follow
the below WBS:

Task 1: Fund collection

Task 2: Graphic Design, including the two subtasks including Interface and Code and debug

Task 3: Procurement for Domain, Hosting, Server, and Networking equipment

Task 4: Web development including Content, Database, Main engine, Search engine,
Local library, Forum and community, and Account and login

Task 5: Testing

Task 6: Publishing and training

Figure 1: WBS for project ‘Developing a new website for the Advanced Project
Management Research Centre’
Project milestones are the checkpoints to measure the progress of major tasks of a project. This
project includes the below milestones:

Table 2: Project milestones

Tasks Starting time Finish time

Fund collection 15/1/2023 30/01/2023
Graphic Design 01/02/2023 01/03/2023
Procurement 01/02/2023 15/03/2023
Web development 01/03/2023 15/04/2023
Testing 15/04/2023 30/04/2023
 Publishing and training 01/05/2023 15/05/2023

3. Project Stakeholder Management

Stakeholder management involves identifying and understanding stakeholders, their impacts on

the project, as well as developing specific actions to meet their expectations (Riahi, 2017).

In this project key stakeholders that have interests and influence on the project include:

The University of Southampton as project owner and project sponsor: to provide funds and
give approval for the kick-off of the project. Thus, this stakeholder is Responsible for project
approval and provide fund as well as appointing project team. Meanwhile, The University of
Southampton should be kept informed in the next parts of the project, such as Procurement,
Graphic design, Web development, Testing, Publishing and training to monitor the project
progress.

The Community of the Advanced Project Management Research Centre plays role as
project sponsor, clients as well as the users of the project outcomes. They are Accountable for
Fund collection, Consult the project approval, and should be kept informed at the latter phase of
the project.

The Project manager holds the key responsibility for leading project team and managing all the
aspects of the project. He should be kept Informed at the beginning phase of the project (Project
approval and provide fund, appointing project team, while being responsible and accountable for
all later parts of projects

Project Analyst/ Consultant helps provide advice when necessary. He should be Consulted
during the project implementation

Graphic designer is responsible for designing the interface of the website and should be
consulted and kept informed during the project implementation

Web programmer is responsible for key underlying features of the website such as coding, and
should be consulted and kept informed during the project implementation
Database specialist: migrating the data from old platform to the website and should be consulted
and kept informed during the project implementation

Each stakeholders’ responsibilities during the project are visualised in the RACI below. RACI
(Responsible, Accountable, Consulted, and Informed) matrix presents the participation of key
stakeholders for various roles in completing project activities. Through RACI matrix, roles and
responsibilities of each stakeholder are defined and clarified (Karlsen, 2002).

Table 3: RACI matrix for project ‘Developing a new website for the Advanced Project
Management Research Centre’

Analyst/
The University of

of

Web programmer
Graphic designer
Project manager
Southampton
Community
Task

Database
specialist
APROM

Project
Project approval and provide fund A, R C I R I I I
Appointing project team A, R I I C I I I
Fund collection A A R I I I I
Procurement I I A, R C C C C
Graphic design I I A C R I I
Web development I I A C I R R
Testing I I A R C C C
Publishing and training I I A R C C C

R – Responsible A – Accountable C – Consulted I – Informed

4. Project Risk Management

Risks always go along any project. Effective risk management plan makes sense to help the
project manager identify the uncertainties and threats which may affect the project execution.
Risk management plan also provides the project managers with risk mitigation strategies for key
risk factor (Junior and De Carvalho, 2011). For to complete the project within time and cost
budget, risk management plan is an important task. Youker (2018) highlighted that project
managers need critical competency of risk management to identify and plan for potential risks.
While risks are inherent to any project, project managers should be willing to take on the risk and
have ability to assess and manage them. In practice, before potential risks become big issues,
project managers are expected to anticipate what could go wrong, their impacts on the project,
and come with risk mitigation plan powered by professional risk management tools to avoid
major problems (Doni, Corvino and Martini, 2022).

This project might face below risk:

4.1. Miscommunications

Risk description and impacts

Miscommunications can lead to wrong outputs that are incompatible with the next stage
requirements. Also, miscommunications resulted in project team members missed important
update or failed to stay relevant with the project progress. Without effective communication,
project team members become unengaged.

Mitigation strategy

Prepare effective communication plan to make sure all project team are informed with relevant
information. Meetings, emails, and other communication methods should be used regularly and
timely to connect to project team members with the project.

4.2. Lack of stakeholders’ participation, engagement, and commitment

Risk description and impacts

The website development project requires the participants of many stakeholders. Therefore, lack
of stakeholder’s participation leads to project team cannot get adequate support to complete
project within required deadline.

Mitigation strategy

At the beginning of the project, making clear communication on the vision and outcome of the
project makes sense to call for stakeholders’ participation in the project (Doni, Corvino and
Martini, 2022). During the project lifecycle, maintaining effective and continuous
communication, and using performance management tools such as project Gantt chart can help
the project manager strengthen stakeholders’ participation, commitment to the project as well as
track the project progress to determine level of stakeholders’ participation (Doni, Corvino and
Martini, 2022)

4.3. Software bugs

Risk description and impacts

Software bug is a common risk in website development. Bugs can occur by hardware error or
human errors that can delay the completion of the website

Mitigation strategy

Appointing an external programmer can help the project manager to debug procedures.

4.4. Unexpected leave of key project team members

Risk description and impacts

Key personnel can be sick or take leave due to personal business during the project. This can
delay the project progress since the longer timeline of this phase can impact the schedule of the
next phase of the project.

Mitigation strategy

The project team should design the project timeline in a way that all key personnel have their
own backup (Suhanda and Pratami, 2021). For example, the programmer and designer can do
each other’s tasks. Together, the project manager should plan extra time to buffer the delay
caused by unexpected leave of key personnel

The below Table summarises the key risk factors, their impacts, and corresponding mitigating
strategies for the project “Developing a new website for the Advanced Project Management
Research Centre (APROM)”

Table 4: Risk management plan

Risk factors Impacts Mitigation strategy

Miscommunications Wrong outputs that are effective communication plan
incompatible with the next
stage requirements.
Project team members missed
important update or failed to
stay relevant with the project
progress.
Lack of stakeholders’ Project team cannot get effective communication plan
participation, engagement, adequate support to complete Using performance
and commitment project within required management tools such as
deadline. project Gantt chart to track
the project progress
Software bugs Delay the completion of the Appointing an external
website. programmer to debug
procedures.
Unexpected leave of key Delay the project progress Design the project timeline in
project team members a way that all key personnel
have their own backup
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