Project Management Internal Assignment Applicable for

December 2023 Examination

Introduction:

A new airport's construction is a major and complicated endeavour that needs careful planning,
exact execution, and efficient management at every level. When it comes to our firm winning the
contract to construct a new airport in Goa, this project is crucial and will have a significant
influence on both the neighbourhood and our company. A systematic and well-coordinated
project management technique is essential to guarantee its effective completion and the
achievement of its objectives.

This introduction acts as a basic outline of how we aim to manage the different stages of this
airport construction project. Our approach will include strategic planning, resource allocation,
risk reduction, stakeholder participation, quality control, and continuous monitoring from the
beginning of the project through its assessment. We aim to carefully coordinate all components
in order to not only complete the project as planned but also to deliver a top-notch airport facility
that would improve Goa's transportation system.

The core of our project management strategy will be our commitment to openness, responsibility,
and adherence to industry standards and laws. The significance of building not only an airport
but a legacy that will benefit Goa and its tourists for many years is something we are aware of as
we set out on this adventure. This paper defines our high-level project management structure, but
each stage will be the topic of in-depth planning and ongoing refinement, ensuring that we can
adapt to new problems and shifting conditions.

We aim to deliver the new airport in Goa in a manner that is safe, effective, timely, within
budget, and satisfying to all stakeholders by adopting the principles of good project management.
This project is a chance and a responsibility, and we are entirely committed to making it a
success. We are poised to build a significant infrastructure project that will advance Goa's
economic and social development with the help of our project team and the assistance of our
partners.
Concept and application: Managing a large-scale construction project like building a new airport
in Goa requires careful planning, organization, and execution. Here's a general outline of how I
would approach and manage the different stages of the project:

1. Project Launch:

• Specify the aims, scope, and objectives of the project.

• Identify the project's stakeholders, such as the team's investors, local communities, and
governmental organisations.
• Conduct a feasibility study to determine the project's viability, taking into account
economic viability, regulatory requirements, and environmental impact assessments.

2. Project Planning:

• Create a thorough project plan complete with deadlines, checkpoints, and budgets.
• Form a project team with important roles and duties.
• Determine and distribute the appropriate staff, tools, and materials.
• Create risk management and backup procedures.
• Obtain the necessary licences and government clearances.

3. Design Phase:

• Work with engineers, designers, and architects to provide thorough engineering and
architectural blueprints.
• Verify compliance with environmental and safety standards.
• Examine and adjust design plans in light of feedback from stakeholders.
• Create a strategy for purchasing services and materials.

4. Procurement and Contracting:

• Request quotes from suppliers and contractors.

 • Based on pricing, experience, and qualification criteria, evaluate bids and choose
vendors.
• Achieve legal compliance when negotiating contracts.
• Create a method for tracking payments and performance.

5. Establish facilities on-site and mobilise resources throughout the construction phase.

• Put in place a project management system to keep tabs on efficiency, expenses, and
product quality.
• Keep an eye on project deadline adherence, quality assurance, and safety.
• Control suppliers and subcontractors.
• Attend to any problems or adjustments that could occur during construction.

6. Quality Assurance and Control:

• Put in place procedures for quality control and inspections.

• Verify that the construction complies with design requirements and safety standards.
• Identify any flaws or problems right away and fix them.

7. Project Monitoring and Reporting:

• Continue to assess the project's progress in comparison to the plan.

• Write progress updates on a regular basis for stakeholders.
• Resolve any deviations from the plan as soon as possible.
• Constantly monitor project expenditures and manage the budget.
• Address cost escalations and implement appropriate corrections.

9. Risk Management:

• Constantly evaluate project risks and put risk reduction techniques into action.
• Modify the project plan as necessary to account for unanticipated difficulties.
10. Communication and Stakeholder Engagement:

• Keep lines of communication with all stakeholders open and transparent.

• Address the challenges and worries that local governments, businesses, and investors
have brought up.

11. Conduct final quality checks and inspections to complete the project.

• Obtain the operating licences and approvals that are required.

• Turn the finished airport over to the proper authorities.

12. Post-Project Evaluation:

• Carry out a post-project assessment to evaluate performance in relation to project

objectives and lessons discovered.
• Keep records of the project for future use and ongoing development.

A solid project management team, efficient communication channels, and a commitment to

quality, safety, and compliance are essential throughout each step. For a complicated project like
building a new airport to be effectively managed, adaptability and the capacity to address
unforeseen obstacles are also crucial.

Conclusion:

The construction of a new airport in Goa is a monumental project that carries significant
importance for both our company and the local community. We are poised to deliver a cutting-
edge airport facility that will improve transportation infrastructure as well as the economic and
social growth of the region via competent project management.

Every crucial stage of the project lifecycle, from project initiation and planning through
execution, monitoring, and conclusion, is covered by our all-inclusive project management
strategy. We are dedicated to sustaining the greatest standards of quality, compliance, and safety,
ensuring that the airport complies with all legal requirements and serves the interests of many
stakeholders.

We're still committed to keeping the lines of communication open, encouraging cooperation with
stakeholders, and overcoming obstacles with adaptability and resilience as we go ahead. We are
steadfast in our commitment to seeing this project through to completion because we are aware
of the significance and responsibility it implies.

The construction of Goa's new airport is ultimately more than simply a project; it is a
demonstration of our talents and commitment to excellence. We are excited about the adventure
ahead and are confident in our ability to finish this project to the greatest standards, leaving a
legacy that will benefit the region and its citizens for many years to come.

Ans2

Introduction:

Critical Path

The lengthiest series of tasks that must be finished promptly in order to fulfil the project
deadline is known as the critical route. We may use the below procedures to determine the
critical path:

1. List all the tasks for which there are no prerequisites for priority. The source activities are
those activities.
2. Determine each activity's early start and early completion dates. Given the start dates of
its predecessors, the early start date is the earliest time an activity may begin. Given its
early start date, length, and early completion date, the early finish date is the earliest day
on which an activity may end.
3. Determine each activity's late start and late completion dates. The latest a task may begin
without pushing back the project deadline is known as the late start date. The activity's
late end date is the latest time it can be completed without pushing back the project
deadline.
 4. List all of the activities whose early start and early completion dates are both equal to
their late start and late finish dates, respectively. On the crucial route are these actions.

The crucial route in the case above is as follows: A -> B -> D -> G -> H.

This implies that if any of these tasks are delayed, the project as a whole will suffer.

Project Timeline: The time needed to do all of the tasks on the critical route is the project
duration. The project's length in the aforementioned example is 22 weeks.

The Critical Path Crashes: We may attempt to crash the critical route if the project must be
finished sooner than 22 weeks. This entails shortening the time of one or more critical route
actions. However, crashing operations often drive up the project's expense.

In the aforementioned scenario, we may shorten the period of activity B from 10 weeks to 9
weeks if we wanted to crash the critical route by 1 week. The project's length would be cut to 21
weeks as a result. But activity B would likewise become more expensive.

Concept and application:

You may use resource allocation and scheduling methods to estimate how long the project would
take with three men available at any one moment as well as how to assign the men to the various
tasks. This may be aided by resource-constrained scheduling and the critical path technique
(CPM).

Let's first determine how long the job will take using three guys who are always available:

1. Determine the Critical Path: The crucial route is the network's longest path, as previously
calculated. The essential route activities are A->B->D->G->H with a total time of
5+10+6+4+2=27 weeks.
2. Resource Allocation: You have three guys accessible at any one moment, therefore you must
assign them to tasks to make the timetable as efficient as possible. Activity D is an excellent
place to start since it needs the most guys (3). Three guys are assigned to Activity D.

3. Updated Timeline: Activity D will now take six weeks to complete with three guys working
on it.

4. Distribute to Next Activities: After Activity D, we may distribute the remaining men to
Activities G and H, which are the next tasks on the crucial route. Set aside two guys for Activity
G and one for Activity H.

5. Updated Timeline: Activity G will take the original 4 weeks to complete with 2 persons
working on it. Activity H, with a single guy, will continue to last the whole two weeks.

6. Distribute Remaining Men: After the critical route tasks are completed, distribute the
remaining men to non-essential tasks that have not yet begun. Activities C and E are these.

• Allocate 1 man to Activity C.

• Allocate 2 men to Activity E.

7. Update Programme: Determine the updated times for Activities C and E:

• Activity C with 1 man will take 8 weeks (original duration).

• Activity E with 2 men will take 7 weeks (original duration).

8. Calculate overall Duration: Add the times of all the actions to get the overall duration:

• Activity A: 5 weeks (unchanged)

• Activity B: 10 weeks (unchanged)

• Activity C: 8 weeks (adjusted)

• Activity D: 6 weeks (adjusted)

• Activity E: 7 weeks (adjusted)

• Activity F: 4 weeks (unchanged)

• Activity G: 4 weeks (adjusted)

• Activity H: 2 weeks (adjusted)

Total Duration = 5 + 10 + 8 + 6 + 7 + 4 + 4 + 2 = 46 weeks

Therefore, if resources were used optimally and there were three men accessible at all times, the
project would be finished in 46 weeks.

With this distribution, the project's length is reduced while still adhering to the requirement that
three personnel be accessible at all times.

Without any restrictions on the amount of labor available, you can schedule the activities to
minimize the project duration while optimizing resource allocation. For each action in this
scenario, you may allocate as many employees as necessary to shorten its time. The timetable for
the activities is as follows:

1. Determine the Critical route: The critical route, which has a total length of 27 weeks, is A-
>B->D->G->H.

2. Allocate Maximum Resources: Assign as many employees to each task as is required to

shorten the overall length of the activity. Here are some tips for resource allocation:
 • Activity A: You may assign additional employees to complete it more quickly since it
initially needed 1 person for 5 weeks. For instance, if 5 people are assigned, it may be
finished in a week.
• Activity B: Similarly, allocate additional workers to Activity B to reduce its duration. It
might be finished in a week if you assign 10 staff.
• Activity C: Assign 8 people to finish it in a week.
• Activity D: Add extra employees to shorten the time required. For instance, it might be
finished in a week with 18 people.
• Activity E: Assign 7 people to finish it in a week.
• Activity F: Assign 4 people to finish it in a week.
• Activity G: Add additional employees to shorten the time required. For instance, it might
be finished in a week with 8 people.
• Activity H: Assign two people to finish it in a week.

3. Determine New Total Duration: After allocating resources, determine the new total duration
by adding the times of all the activities:

• Activity A: One week (modified)

• Activity B: one week (modified)
• Activity C: One week (modified)
• Activity D: One week (modified)
• Activity E: One week (modified)
• Activity F: One week (modified)
• Activity G: One week (modified)
• Activity H: One week (modified)

Total Duration = 1 + 1 + 1 + 1 + 1 + 1 + 1 + 1 = 8 weeks

With unlimited labor resources, the project can be completed in a total duration of 8 weeks. This
is the minimum possible duration, as all activities are executed simultaneously with the
maximum number of workers, and there are no resource constraints.
Conclusion:

Allocating resources and using the critical path method (CPM) are two essential project
management strategies for maximising schedules and resource use. Careful resource planning
enabled us to estimate that the project would take 46 weeks to complete while sticking to this
limitation in the case where there were three personnel available at any one moment. Given the
critical route and the resource availability, this allocation optimised the timetable.

On the other hand, if we had infinite labour resources, we could complete the job in the least
amount of time—just 8 weeks. This strategy entails assigning as many employees as required to
each task in order to shorten its time. The ideal, unconstrained labour pool assumed in this
scenario may not be feasible in many real-world circumstances.

Finding a balance between resource limits, project deadlines, and financial concerns is ultimately
key to good project management. Project managers may make choices that maximise efficiency
and accomplish project goals by being aware of the critical route and using resource allocation
approaches.

Ans3a

A complicated process including several parties, legal requirements, and environmental concerns
goes into the decision to close a steel plant, such as the Visvesvaraya Iron and Steel Plant (VISP).
The following is a recommended transition plan for the project closure, along with factors that
could affect its smooth conclusion:

Transition Plan for Closing VISP:

1. Stakeholder Engagement:

• Identify and interact with all key stakeholders, including as staff members,
neighbourhood residents, local government officials, labour unions, and suppliers.
 • Transparently communicate the decision to close the plant and provide frequent updates
on the plan process.

2. Legal and Regulatory Compliance:

• Ensure that all legal and regulatory requirements for the closure of the plant are met,
including those relating to labour laws, environmental laws, and land-use permits.
• Ask government officials for the appropriate permissions and approvals.

3. Employee Transition:

• Create a thorough plan for employee transition, including retraining, reassignment, or

granting early retirement benefits.
• Address worries about employee layoffs and provide assistance in finding other work.

4. Environmental Cleanup:

• Evaluate the closure of the plant's environmental effects and create a plan for site repair
and cleaning.
• Take action to reduce any negative environmental consequences.

5. Asset Disposition:

• Ascertain the future of the plant's assets, including its land, machinery, and equipment.
Assets may be appropriately sold, transferred, or decommissioned.
• Take into account possible investors or purchasers for the plant's assets.

6. Supplier and Vendor Management:

 • Notify vendors and suppliers of the closure and settle any unfinished business and
payments.
• Switch to other vendors for any continuing needs.

7. Community Support:

• Work together with the neighbourhood community to address the closure's social and
economic effects.
• Take into account projects aimed at community or employment development.

8. Communication Strategy:

• Create a communication plan to handle media relations and public perception.

• Ensure that stakeholders and the general public get accurate and timely information.

9. Financial Planning:

• Calculate the closure process's expenses, including those for asset disposal,
environmental cleanup, and employee severance.
• •Make a budget and get the funds you need.

10. Project Management:

• Assign the transition plan to a project manager or closure team.

• Monitor progress and address any issues or delays promptly.
• Monitor progress and address any issues or delays promptly.

Factors Affecting Smooth Termination:

 1. Labour Relations: The process of closure might be hampered by employee discontent,
strikes, or labour conflicts.
2. Environmental restrictions: Strict environmental restrictions could need time-consuming
cleaning procedures.
3. Legal Obstacles: Legal impediments, such as legal disputes or stakeholder challenges,
can prevent closure.
4. Community resistance: Protests or legal challenges might result from fierce community
opposition.
5. Financial Restrictions: The closure process may be hampered by a lack of funding or
fiscal constraints.
6. Political Interference: Government policies and political factors may have an impact on
the decision-making process and timing for the closure.
7. Asset Valuation: Finding qualified purchasers and determining fair valuations for plant
assets may be difficult.
8. Supply Chain Disruption: Supply chain disruptions might affect the prompt disposal of
assets and supplies.
9. Public relations: The closure may be complicated by unfavourable public opinion and
media coverage.
10. Unforeseen Contingencies: The closure plan may need to be modified as a result of
unforeseen circumstances like accidents or crises.

The well-being of workers, the community, and the environment should be prioritised in a
successful transition plan for shutting VISP, which should address these factors. Additionally, it
need to be in line with the social and ethical obligations of the business. In handling these
complicated procedures, it might also be helpful to seek the advice of specialists with experience
in plant closures and stakeholder involvement.

Ans3b

A Closure Report serves as a comprehensive document summarizing the activities and outcomes
of a project or initiative, including any lessons learned and recommendations for post-closure
activities. Below is a list of the contents typically included in a Closure Report, followed by
suggested post-closure activities:

Contents of a Closure Report:

1. Executive Summary:

 Brief overview of the project's objectives, achievements, and key findings.

2. Introduction:

 Background and context of the project.

 Purpose and scope of the Closure Report.

3. Project Overview:

 Project goals and objectives.

 Project timeline and milestones.

4. Project Achievements:

 Detailed description of what the project accomplished.

 Key deliverables and outcomes.

5. Project Challenges and Issues:

 Identification of challenges and issues faced during the project.

 How these challenges were addressed and mitigated.

6. Lessons Learned:

 Insights gained from the project, including successes and failures.

 Recommendations for future projects based on lessons learned.

7. Project Metrics and Performance:

 Assessment of project performance against key performance indicators (KPIs).

 Analysis of variances and deviations from the project plan.

 8. Budget and Financial Analysis:

 Summary of project expenditures and budget allocation.

 Any cost overruns or savings.

9. Stakeholder Engagement and Communication:

 Overview of stakeholder engagement activities.

 Feedback received from stakeholders.

10. Recommendations:

 Recommendations for any follow-up actions or improvements.

 Suggestions for process enhancements or best practices.

11. Project Closure Process:

 Details on how the project was officially closed, including any documentation or
approvals required.

12. Documentation and Deliverables:

 List of project documentation and deliverables.

 Location of project files and archives.

13. Acknowledgments and Thank Yous:

 Recognition of team members, stakeholders, and contributors to the project's

success.

14. Appendices:

 Supplementary information, such as project schedules, charts, and additional data.

Post Closure Activities:

After the Closure Report is finalized, it's essential to consider post-closure activities to ensure
that the project's impact continues to be monitored, evaluated, and leveraged. Here are some
suggested post-closure activities:
1. Knowledge Transfer: Ensure that project knowledge is documented and transferred to
relevant teams or individuals who may benefit from it in the future.

2. Evaluation and Monitoring: Continuously monitor the project's outcomes and

performance against the established metrics. Gather feedback from stakeholders.

3. Review Recommendations: Act on the recommendations provided in the Closure

Report, implementing process improvements or addressing issues identified.

4. Archiving and Records Management: Safely store and archive all project
documentation and records, following best practices for record-keeping.

5. Documentation Accessibility: Make sure that the Closure Report and other project
documentation are accessible to relevant stakeholders, both internally and externally.

6. Communication: Communicate the project's closure and outcomes to stakeholders and

the broader organization or community.

7. Lessons Implementation: Apply lessons learned from the project to future initiatives,
ensuring continuous improvement.

8. Celebrate Success: Celebrate the successful completion of the project with the project
team and stakeholders to acknowledge their contributions.

9. Feedback Mechanism: Establish a feedback mechanism for ongoing improvements

based on user or stakeholder feedback related to the project's outcomes.

10. Reporting: Periodically provide updates on the project's long-term impact and any
additional developments related to the project's objectives.

11. Sustainability Measures: If the project had environmental or sustainability goals,

continue to monitor and report on progress in those areas.

12. Closure Evaluation: Conduct an evaluation of the project closure process itself to
identify areas for improvement in future project closures.

13. Resource Reallocation: Reallocate project resources, including personnel, equipment, or

budget, to other initiatives or projects within the organization.
 14. Project Archive Accessibility: Ensure that archived project documentation is easily
retrievable by authorized personnel for reference or audits.

By implementing these post-closure activities, organizations can maximize the value of

completed projects, promote continuous improvement, and effectively manage project
knowledge and resources.