ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 6: Management of a Successful Business Project (5039)

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Student name Nguyen Phan Thao My Student ID GBD220121

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 Table of Contents
I. INTRODUCTION.............................................................................................................................................................5
1.1 Introduce the Vinamilk ....................................................................................................................................5
1.2 Introduce to the report ....................................................................................................................................5
II. THEORETICAL BASE OF PROJECT MANAGEMENT PLAN ..........................................................................6
2.1 Explain the stages of the Project life cycle (PLC) and their importance to the success
of the project .......................................................................................................................................................................6
2.2 Examine the factors to be considered when compiling a project management plan .....7
2.2.1 Project Scope Management ...................................................................................................................8
2.2.2 Project Schedule and Timing Management ..................................................................................8
2.2.3 Project Cost Management ......................................................................................................................9
2.2.4 Project Quality Management ................................................................................................................9
2.2.5 Project Risk Management ......................................................................................................................9
2.2.6 Project Stakeholders Communication .......................................................................................... 10
2.3 Examine a range of research methods and strategies and their importance to the
project management.................................................................................................................................................... 10
2.3.1 Secondary Data Collection Method for this project............................................................... 10
2.3.2 Primary Data Collection Method for the Vinamilk Project ............................................... 11
2.4 Evaluate the stage of PLC and the factors (deliverables, quality, risk, communication,
and resources) to be considered in a PMP ....................................................................................................... 13
2.5 Evaluate and the strengths, weaknesses of a range of research methods and
strategies for gathering information data collection ................................................................................. 15
2.5.1 The strengths and weaknesses of research methods........................................................... 15
2.5.2 The strengths and weaknesses of data collection .................................................................. 16
2.6 Critical evaluation of the project-management process, project management plan
(PMP), and research methods for gathering information and data collection............................. 17
2.6.1 Critical evaluation of project-management process, project management
plan(PMP) ..................................................................................................................................................................... 17
2.6.2 Research methods for Gathering Information and data collection .............................. 20
III. PROJECT MANAGEMENT PLAN (PMP) ....................................................................................................... 22
3.1 Background and purpose of the project .............................................................................................. 22
3.1.1 Background of the project .................................................................................................................. 22
 3.1.2 Purpose of the project ........................................................................................................................... 22
3.2 Scope of project ................................................................................................................................................. 22
3.2.1 Scope description .................................................................................................................................... 22
3.2.2 Deliverables / Goals / Objectives .................................................................................................... 23
3.2.3 Acceptance criteria ................................................................................................................................. 24
3.2.4 Project exclusions ................................................................................................................................... 24
3.3 Project timeline ................................................................................................................................................. 25
3.3.1 Work Breakdown Structure (WBS) ............................................................................................... 25
3.3.2 Milestone of the project ....................................................................................................................... 26
3.3.3 Schedule of the Project ......................................................................................................................... 27
3.4 Project cost .......................................................................................................................................................... 28
3.5 Project quality management and control............................................................................................ 29
3.5.1 Methods To Ensure The Quality Of The Results Produced ................................................ 29
3.5.2 Project Cost Control Method .............................................................................................................. 29
3.5.3 Method of Controlling Project Progress ...................................................................................... 30
3.6 Project Risk Management ............................................................................................................................ 30
3.7 Project Resources and Stakeholder Communication .................................................................... 32
3.7.1 Project Resources .................................................................................................................................... 32
3.7.2 Stakeholder Communication ............................................................................................................. 33
3.8 Research methods for project data analysis...................................................................................... 33
3.8.1 Quantitative Research .......................................................................................................................... 33
3.8.2 Qualitative Research.............................................................................................................................. 34
IV. CONCLUSION ............................................................................................................................................................ 35
V. REFERENCES ................................................................................................................................................................ 35
 I. INTRODUCTION
1.1 Introduce the Vinamilk

Vinamilk Company's full name is Vietnam Dairy Products Joint Stock Company, established in
1976 and has gone through a long development journey specializing in producing and trading milk,
dairy products as well as machinery and equipment (Misaamis, 2022). Currently, Vinamilk is a leading
manufacturer of dairy products in Vietnam. These branded products account for the majority of the
country's market share, distributed in 63 provinces across the country with total national retail points
reaching more than 240,000 traditional and 7,800 modern channels and continuing to increase.
Furthermore, Vinamilk is exported to 43 nations worldwide, including the United States, France,
Canada, Germany,.. (Misaamis, 2023). With its vision, Vinamilk aims to be the leading dairy and food
company in the region, not only in terms of production scale but also reputation and quality
(Vinamilk, n.d). Besides vision, Vinamilk has a mission to build a solid reputation image in the hearts
of consumers, providing high-quality products that meet people's nutritional and health needs
(Vinamilk, n.d). Furthermore, Vinamilk's objective is to provide innovative research and
technological applications with high-quality, diverse, and customer-friendly goods (Vinamilk, n.d).
With a clear philosophy, Vinamilk always puts consumer interests first, with a commitment to
continuously improving and improving product quality. Simultaneously, the firm consistently
prioritizes the environment and social responsibility in all aspects of its operations, as seen by the
establishment of sustainability initiatives and community outreach (Vinamilk, n.d).

1.2 Introduce to the report

As a consultant to the Board of Directors to propose Corporate Social Responsibility projects for
Vinamilk, a leading Vietnamese dairy company. This report will analyze and explain the life cycle
theory of a project to successfully implement a project. In addition, consideration should be given to
factors in project management planning (PMP) and the selection of research methods to gather
information and gather data for project-specific purposes. Moreover, there are a lot of consumers who
are interested in environmentally friendly products. Taking stock of current trends, the report will
study consumer awareness of Vinamilk's efforts to develop environmentally friendly products,
especially in Da Nang City. To provide detailed and specific plans to deal with consumer problems
and help the company generate profits.
II. THEORETICAL BASE OF PROJECT MANAGEMENT PLAN
2.1 Explain the stages of the Project life cycle (PLC) and their importance to the
success of the project

A project, as defined by PMbok Guide (2021), is a temporary endeavor to create a unique product,
service, or result. The temporary nature of projects indicates a beginning and an end to the project
work or a phase of the project work. Projects might be standalone, included in a program, or part of
a portfolio. In addition, project management also refers to the application of knowledge, skills,
instruments, and methods to project operations in order to fulfill project specifications. Always
referring to guiding the work of the project to deliver the desired results using different approaches
such as prediction, combination, and adaptation (PMBOK, 2021).

According to Pinto (2019) in his study of putting project lifecycle phases into the dynamics of project
execution, the life cycle is divided into four phases: Conceptualization, Planning, Execution, and
Termination. The initial phase, the conceptualization, refers to the creation of ideas, and
determining the feasibility of developing the objectives of the project. Strengthen the internal
dimension of defining the objectives of the project and the scope of the work defined, including the
resources needed for the project such as people, money, and physical factories. The next stage in the
project life cycle is referred to as the planning phase. Detailed planning takes place to determine the
availability of necessary resources, budgeting, and assignment of specific tasks. The individual parts
of the project will be fragmented for implementation and the completion process will be clearly
described. The planning phase is the most time-consuming and costly. The third phase is labeled
execution as well as implementing the project plan and managing the human resources, tasks, and
resources to ensure that the work goes as planned. During this period, emphasize the importance of
effective distribution practices and continuous testing to ensure that the project is moving in the right
direction. Finally, the termination phase, also known as Completing the Work. The project ends when
the client accepts and releases resources, and records lessons learned, then the project teams are
divided and reallocated to other tasks. As specific subactivities are completed, the project shrinks in
scope and costs decline rapidly (Pinto, 2019).

➢ According to Pinto (2019), this study was done so that dividing the PLC into these special
phases would provide a structured project to manage the project effectively. The project life
cycle can be seen as a critical measure of the success of a project. Because during the initial
conceptual and planning phase, the requirements for resources and effort are usually minimal,
rising rapidly during the Planning and Implementation phase before falling back to the end of
the project. These steps demonstrate the dominant logic of a project, or in other words, it
ensures that the project is always going in the right direction. As a result, the project life cycle
is useful to serve the project manager's purposes by helping to differentiate between various
stages of the project as well as by pointing out any resource needs that may be pertinent to
each one. The purpose of this study was to show the extra influence that a project life cycle
may have on important success criteria (Pinto, 2019).

2.2 Examine the factors to be considered when compiling a project management

plan

A Project Management Plan (PMP) is simply defined as the essential elements of project management
that managers must oversee and regulate to successfully design, carry out, monitor, and implement
a successful project with the help of the project team and project stakeholders (Landau, P., 2023).
Although there are ten knowledge domains, this study will concentrate on six of them, according to
Pinto (2019): scope, schedule and timing, cost, quality, risk, and stakeholder communication.
 Figure 2: Overview of the Project Management Institute’s PMBoK Knowledge Areas (Pinto,2019)

2.2.1 Project Scope Management

According to Pinto (2019), project scope management covers everything about a project and
considers several elements in the overall project planning process. Scope management is the role of
regulating a project in terms of its goals and objectives through the steps of conceptual development,
complete definition, execution, and termination. Many distinct procedures are included in the scope
management process, all of which are focused on creating an organized set of plans for the next
project. In perspective Pinto (2019), a detailed project scope statement, either directly or by reference
to other documents, including scope descriptions, delivered products, acceptance criteria, and project
exclusions. On the other hand, the importance of WBS is in dividing project work into manageable
components and ordering them to better understand and control them.

2.2.2 Project Schedule and Timing Management

According to the Project Management Institute (2017), project activities are defined and managed
according to a schedule, not time (Tomino, et al, 2021). As a result, this knowledge area was renamed
Schedule Management instead of Time Management. Project schedules are a component of project
management that examines and creates a particular timetable, including a thorough plan of tasks,
deadlines, and project milestones. They also function as a communication tool for other project
stakeholders (Tomino, et al, 2021). After the tasks required to complete the deliverables are listed,
their relationships are ascertained, and the time required to perform each activity is estimated
(Tomino et al., 2021). Pinto (2019) states that "the output of a timetable model that displays activities
linked to scheduled dates, durations, milestones, and resources" is the definition of project planning
provided by the Project Management Knowledge Agency. Project scheduling determines the network
logic for all activities from the beginning to the completion of the project; tasks have to come either
before or after other tasks.

2.2.3 Project Cost Management

According to Pinto (2019), cost management has been described as involving data collecting, cost
computation, and cost control and it requires applying financial reporting information to projects
with limited responsibility to maintain a clear sense of money management for the project.
Ultimately, good cost management will help to maximize a company’s profit. The purpose of the
manager is to show all expenses in financial form. Thus, planning, calculating the amount of money
required to carry out a project, combining various expenses into a budget, and monitoring costs while
they are being carried out are all included in project cost management (PMI, 2021).

2.2.4 Project Quality Management

A project management plan should include a quality management plan section that specifies the
quality control and quality assurance guidelines for the project (Landau, P., 2023). Even when a
project is finished on schedule and within the allotted budget, it will not succeed if the quality is
subpar. As a result, to regulate quality, it is necessary to verify the deliverables to make sure that
the requirements specified in the quality management plan are being fulfilled (Landau, P., 2023).

2.2.5 Project Risk Management

Project risk management is defined by Pinto (2019) as the art and science of identifying, evaluating,
and responding to risk factors across a project's life in the best interests of its goals. This approach
recognizes that every project has the potential to fail. The fact that one effort has fewer obstacles than
the other has no bearing on the difference between those that fail and those that succeed. Instead,
what matters are the plans in place for handling problems when they arise. According to Peter Landau
(2023), risk management plans specify how hazards will be listed, grouped, and prioritized. This
entails creating a risk register in order to detect potential hazards that may arise during project
implementation.

2.2.6 Project Stakeholders Communication

Project stakeholder management, according to Pinto (2019), entails the essential steps to guarantee
that the information demands of the project and stakeholders are satisfied through the production of
artifacts and the execution of initiatives to facilitate the effective exchange of information. The
following has to be done: stakeholder management involves four key steps: Identify Stakeholders,
Plan Stakeholder Management, Control Engagement, and Engage Stakeholders.

2.3 Examine a range of research methods and strategies and their importance to the
project management

For project management related to understanding consumer perception of Vinamilk's eco-friendly

products. Integrating both primary and secondary data methods provides a holistic understanding
of consumer perceptions. This holistic approach aids in informed decision-making, effective strategy
development, and alignment of Vinamilk's eco-friendly product initiatives with consumer
expectations.

2.3.1 Secondary Data Collection Method for this project

According to Dragon Capital's representative comment on Vinamilk, being among the top tends to
invest for the criteria group of sustainable development including Environmental – Social – Corporate
Governance (ESG) well and along with putting Corporate Social Responsibility at the forefront,
especially during the pandemic (Vinamilk, 2021). Vinamilk has accompanied the country's fight
against the epidemic from its earliest days, sharing financial and non-financial values with
stakeholders during the challenging period (Vinamilk, 2021). Vinamilk also has large-scale, long-term
nutrition programs for children, such as the Viet Nam Growth Milk Fund or the School Milk
Programme (Vinamilk, 2021). Not only is social responsibility demonstrated through CSR programs,
but sustainable values are also delivered to workers and consumers through healthy nutritional
products. As can be seen, Vinamilk is actively engaged in CSR through secondary data such as the
company's annual reports and on its websites. Search and use a wide range of reliable independent
reports, and research by scholars, universities, or independent research institutions. This information
can provide a rich insight into the effectiveness and impact of Vinamilk's CSR programs. Through
these secondary data sources, it is possible to collect detailed and multidimensional information
about Vinamilk's CSR and sustainability programs, providing a critical information base for the
project on consumer awareness of the company's environmentally friendly products.

2.3.2 Primary Data Collection Method for the Vinamilk Project

To make a structured assessment of the different aspects of Vinamilk's corporate social responsibility
initiatives, it is necessary to design a questionnaire based on the Likert scale and provide quantifiable
answers for analysis and comparison to better understand the perceptions and expectations of
stakeholders. According to Saul Mcleod (2023), the Likert scale defines that the bar provides five
answers that are used to allow an individual to express the extent to which they agree or disagree
with a specific statement. Is a continuous sequence from very agreed to very disagreed and assumes
that measurable attitudes include (1) strongly disagree, (2) disagree, (3) undecided, (4) agree, (5)
strongly agree.

Table 2.1 Vinamilk's Corporate Social Responsibility

Corporate Social Responsibility

No. Symbols
1 CSR 1
2 CSR 2
3 CSR 3 Vinamilk regularly participates in community outreach for social
4 CSR 4
5 CSR 5
Content
Vinamilk exhibits a significant dedication to environmentally
responsible operations.
Vinamilk effectively communicates its social responsibility
initiatives to the public
This
issues. Study
Vinamilk actively involves stakeholders in shaping its CSR
strategies
Vinamilk places a high priority on work-life balance and
employee well-being.

In addition, the approach using online survey tables via Google Forms is an effective way to collect
data from consumers about Vinamilk's CSR activities. The use of the Likert scale in the survey or social
media analysis helped the author to gather consumer opinions and perceptions about the company's
efforts to develop environmentally friendly products. In addition to collecting information about age,
gender, and income levels, applying the Likert scale to survey questions will help generate numerical
data, thus helping to analyze and compare consumer opinions in a structured and easy way. As you
can see, the use of online data sources and survey tables saves time and cost, combined with the Likert
scale resulting in the efficient collection of information and assessment of consumer awareness of
Vinamilk's efforts to develop environmentally friendly products.

Table 2.2 The survey evaluates consumer awareness of Vinamilk's efforts to develop environmentally friendly products ( Source: Author’s
illustration)

The survey evaluates consumer awareness of Vinamilk's efforts to develop

environmentally friendly products

Please rate your level of agreement with the following

statements:
QN1 1. I consider Vinamilk to be a socially responsible company due
to its eco-friendly product development.

QN2 2. Vinamilk has a well-known and widely available line of

environmentally friendly products in the market.

QN3 3. I believe Vinamilk's eco-friendly initiatives align with current

environmental concerns.

QN4 4. My perception of Vinamilk as an environmentally responsible

brand has improved over time.

QN5 5. I am aware of Vinamilk's efforts to produce eco-friendly

products.
 2.4 Evaluate the stage of PLC and the factors (deliverables, quality, risk,
communication, and resources) to be considered in a PMP

The factors in the PMP will be affected by the phases of the project lifecycle (PLC) based on knowledge
and standard project management principles (Pinto, 2019). It is expressed as follows:

Conceptualization: Lauren Good (2023) states that in the first phase of transforming a tangible idea
into a meaningful goal, it is necessary to develop a business project and define a project at an
expanded level. In addition, this phase must identify the project stakeholders and ensure that they all
share a common understanding of the project, the business case, and the problem that the project is
trying to solve. Moreover, the project manager also starts the documentation process, including
presentation, delivery, risk, estimated cost, and resource requirements. Some important
documents are project charter, including project binding, objectives, appointment of project
managers, budgets, expected progress, etc.

Planning: According to Lauren Good (2023), this stage necessitates total diligence and a project
roadmap. The planning phase of project management is expected to take up almost half the time of
the entire project. The main task is to identify technical requirements, focus on planning for specific
tasks, communications planning, and set delivery products. In addition, most of the knowledge areas
of the PMP are concentrated at this stage. It greatly affects the project life cycle.

Firstly, Pinto (2019) argues that project scope management is aimed at determining the scope of
work, tasks, products or services to be deployed in the project. During the planning phase, the scope
of the project is defined. It calls for a thorough project definition, specified activities and outcomes,
and scope management to ensure that all project participants are aware of their responsibilities and
know how to get there. The client's priority and the authorized resources available will determine the
project's final scope. Project managers also need to develop a work-sharing structure (WBS), which
divides project work and delivered products into smaller parts.

Secondly, according to Pinto (2019), Project Schedule and Timing Management includes project
duration estimation, project scheduling, and project team progress monitoring to ensure project
completion on time. A detailed project timeline with each deliverable is another important element
of the planning stage. The project manager must create a project plan and put everything in a logical
order using that timeframe. Since the activities are interconnected, completing them in a logical order
will expedite the project's completion. In addition, it is also possible to create a list of tasks with start
and end dates as well as estimated effort and time (Good, 2023). It outlines important deadlines,
resources, and benchmarks (Good, 2023).

Thirdly, Pinto (2019) makes the case that project cost management will establish how to budget,
estimate, and set up the labor, supplies, equipment, and other resources needed to finish the project.
The process of identifying project quality criteria is the next step in project quality management
(Pinto, 2019). Managing the project and product quality requirements to the goals of stakeholders.

Next, Pinto (2019) argues that project risk management is another important aspect of project
management, as part of the planning phase. Project managers are responsible for extracting past data
to identify potential project management risks and develop strategies to mitigate them. In addition,
it is necessary to identify the risk sources of the project and identify and record their details in order
to evaluate the risk of each project in terms of probability, potential effectiveness, and other marks.

Lastly, according to Pinto (2019), Project Stakeholders Communication is to facilitate effective

communication with stakeholders and the resource allocation plan defines the project team's
resource usage schedule. Using that timeline, project managers can develop a project communication
plan and a schedule of communication with the relevant stakeholders.

Execution: According to Lauren Good (2023), the project execution phase is where the project team
performs and establishes effective workflows and closely monitors the progress of its team. In
addition, the project manager during this phase is to maintain consistently effective collaboration
between the project stakeholders and try to manage all the tasks of project distribution to keep the
project in the right direction throughout the remainder of the project life cycle. The project team
focused on achieving all the goals set in the previous phases. Assign tasks to team members using
project management software. Tools for centralizing task information, along with teamwork and the
resources at hand, can streamline and improve essential project management procedures.

Termination: The final phase of the project management life cycle, is the final delivery, performance
of contractual obligations, termination of related agreements, and release of project resources (Good,
2023). Therefore, there is no area of knowledge involved in this process as it has to be completed in
earlier stages. The project manager communicates the layout and final state of the project to all
stakeholders. The documents that need to be transferred include a variety of different project
documents and identify, and capture lessons learned as well as best practices for reference and reuse
in the future (Good, 2023).

2.5 Evaluate and the strengths, weaknesses of a range of research methods and
strategies for gathering information data collection

2.5.1 The strengths and weaknesses of research methods

Quantitative research: There are some of the strengths of the quantitative method. According to
Hulme (2007), quantitative research aims to be objective and provide structured numerical data for
statistical analysis. The results from the sample surveys can be generalized for the entire population,
synthesized, compared, and broken down by socioeconomic type to allow comparisons between
demographic groups. To improve data dependability and offer powerful indications to focus policy,
researchers employ standardized tools and procedures. Data that can be transferred data to other
analysts through quantitative research implies that analysis does not depend on individual
availability. Although quantitative research has its strengths, it is essential to acknowledge its
weaknesses. Hulme (2007) claims that quantitative research frequently concentrates on numerical
data and statistical analysis, which results in a lack of depth and may miss rich details, contextual
knowledge, or first-hand experience. In addition, quantitative research often reports a lack of difficult
issues such as domestic violence, and complaints, and wasted massive amounts of data that are never
used.

Qualitative research: There are some of the key strengths of the qualitative method. Hulme (2007)
states that qualitative methodology provides a rich picture of data and detail, capturing the
complexity and depth of human experience, behavior, and social interaction. In addition, qualitative
methodology allows researchers to access data on exploring complex or sensitive topics that cannot
be easily measured or quantified. Data may be gathered on marginal populations, such as
undocumented immigrants, the homeless, and homes headed by children, that surveys frequently are
unable to identify. However, this method also has certain weaknesses that researchers should be
aware of. According to Hulme (2007), findings can be influenced by researchers' biases, which
influence the validity and subjectivity of findings. Qualitative research can take time and resources.
Since data sets are seldom made available to the public, neither the findings nor the data sets' use by
other researchers can be verified.
 2.5.2 The strengths and weaknesses of data collection

Primary data

Kabir (2016) asserts that there are few sources of primary data and that the lack of documentation
might occasionally make it challenging to gather data from primary sources. In this study, the terms
"survey" and "interview" refer to the two primary sources.

According to Saunders et al. (2012), surveys are a popular approach in business research and are
associated with the methodology of speculative research. Frequently utilized for solving questions
"what," "who," "where," "how much," and "how many" queries. The findings imply that it will be used
in exploratory and descriptive research. Surveys often consist of questionnaires designed to raise
specific questions. These questions can be closed questions that give respondents predefined answer
options or open questions that allow respondents to give more open and detailed answers. So surveys
play an important role in obtaining data (Saunders et al., 2012). Surveys offer several strengths that
make them a valuable research method. The strength of survey research is relatively cost-effective,
generalizability, reliability, and versatility (DeCarlo, 2018). In a comparatively short amount of time,
surveys can efficiently extract data from the number of recipients. The survey approach to research
saves a great deal more time and money than other approaches. Surveys can be conducted using
various modes, including online surveys, paper-based questionnaires, etc. Nevertheless, survey
research has several weaknesses, just like any other kind of data collection (DeCarlo, 2018). In many
aspects, surveys are rather rigid and don't ask deep enough questions. In surveys, we can ask any
number of questions on any number of topics, the fact that the survey researcher is generally stuck
with a single instrument for collecting data, the questionnaire (DeCarlo, 2018).

DeCarlo (2018) defines an interview as a data-collecting method in which two or more individuals
exchange information by means of a sequence of questions and replies. A researcher creates the
questions to get information from interview subjects on a certain topic or range of topics. The author's
research questions inform these subjects. A face-to-face meeting between the interviewer and the
interviewee is the standard format for interviews, however, neither the number of participants nor
the location of the meeting is required. A key part of gathering data is conducting interviews.
Interviews are a useful research approach because they have several strengths. According to DeCarlo
(2018), interviews allow researchers to collect rich, comprehensive data that deepens their
understanding of the experiences, viewpoints, and motives of participants. By engaging in a
conversation, researchers can explore collected through interviews, when relying on participants'
recollections of past events. However, the biggest weakness of the interview is that it can be time-
consuming and resource-intensive. However, the interview's greatest flaw is that it might need a lot
of time and resources (DeCarlo, 2018). It requires recruiting and scheduling participants, conducting
the interviews, transcribing or analyzing the data, and managing logistical aspects (DeCarlo, 2018).

Secondary data

According to Kabir (2016), each research's literature evaluation is predicated on secondary data.
Censuses, organizational records, and data gathered using qualitative research methods are common
sources of secondary data in the social sciences. Some sources of secondary data: Books, Records,
Biographies, Newspapers, journals, etc. Utilizing a supplementary data source has some strengths.
Information from secondary sources would be more practical and simpler to obtain. Secondary data
may be enough in situations when primary data is present but the respondents are unwilling to
disclose it. Reusing secondary data often comes with a pre-established level of validity and reliability,
so the researcher does not need to reevaluate it. Nevertheless, using a secondary data source to gather
information still has a lot of weaknesses. Kabir (2016) claims that because environmental conditions
are changing so quickly, data obtained at one site is no longer consistent with data collected at
another. The information gathered from secondary sources eventually becomes dated and inaccurate.
Furthermore, the results of earlier studies may be distorted by the collection of secondary data.
Therefore, it is necessary to take extra caution when modifying or altering secondary data for usage.

2.6 Critical evaluation of the project-management process, project management

plan (PMP), and research methods for gathering information and data collection

2.6.1 Critical evaluation of project-management process, project management

plan(PMP)

Project management often involves a dynamic process that does not strictly comply with a predefined
Project Lifecycle (PLC). It is crucial to be flexible while utilizing different PLC models, permitting
overlapping or repeating phases, and utilizing adaptability. What matters is the project manager's
ability to assess the situation, choose the most appropriate approach, and navigate flexibly through
the phases of the project to successful results regardless of the development conditions. According to
PMI (2021), PLC is the process of outlining a project's life cycle, in which the previous phase of the
project must end when the new phase begins. PLC will work well with predictive strategies. However,
circumstances will need to be repeated on a regular basis because of market needs to alter or broaden
the project's scope. The chosen life cycle has an effect on how planning is done.

PMI (2021) suggests that the stages of the predictive life cycle model ensure a large part of pre-
planning and continued replanning by using rolling wave planning and progressive elaboration. On
the other hand, the predictive model's stages are carried out in a linear order, just once per phase.
When project outcomes are well-defined and known ahead of time, as in the case of product
enhancements or projects with precise specifications, this approach works incredibly well. Each
phase, including start, plan, implement, control, and finish, follows a sequential order that does not
overlap. Leads to predictable scope, duration, and cost estimation early in the project lifecycle. Any
modifications to the range are analyzed thoroughly and overseen, often by the designated change
controller. This method works effectively for short projects with little complexity and when it is
reasonably clear what will be provided.

Figure 4: Sample Predictive Life Cycle (PMI,2021)

In addition, the PMI (2021) shows the life cycle with an incremental development approach,
involving the creation of repeated products in smaller segments or increasing sections, with each
cycle producing a product or part of the final product. The increased life cycle model shines in
situations where adaptability, delivery speed, and feedback-based continuous improvement are
crucial. Because of its repeatable structure, it can be adjusted in response to ongoing input, which
makes it an ideal option for projects with growing needs or where timely and consistent value
delivery is of utmost importance. But the secret to success is to properly manage repeats and make
sure that the incremental stages are synchronized.

Figure 5: Sample Life Cycle With an Incremental Development Approach (PMI, 2021)

In particular, an adaptive development approach is used in a life cycle (PMI, 2021). Continuous
involvement and feedback from stakeholders are key to this model. It allows to prioritize features and
functions based on change requests and stakeholder input. The aforementioned approach exhibits
great flexibility and adaptability, rendering it appropriate for projects that may undergo
modifications or have ambiguous starting needs over time. Many significant obstacles must be
overcome in order to implement strategy, including the need for close communication with
stakeholders particularly when those stakeholders are spread out geographically or have restricted
accessibility. In addition, the use of the power of the virtual workforce can be challenging in advancing
the level of work, communication, and understanding required.
 Figure 6: Sample Life Cycle Using Adaptive Development Approach (PMI,2021)

2.6.2 Research methods for Gathering Information and data collection

A project often uses various techniques and ways to gather data, and depending on the situation, it
may use many research methodologies. The majority of research and data collection methods have
advantages and disadvantages. For instance, in-depth interviews and observations are common
qualitative research methodologies used to explore participant experiences and perspectives in a
non-numerical manner (Saunders et al., 2012). These methods are usually viewed as advantages as
they provide large amounts of detailed data that may shed light on a particular incident. On the other
hand, the quantitative research strategy includes gathering numerical data so that it may be
statistically analyzed (Saunders et al., 2012). This kind of study is commonly employed to look at
correlations between variables and test hypotheses. The ability of quantitative research to provide a
more rigorous and impartial approach to data collection and analysis sets it apart. In addition to these
two unique approaches, a mixed research method that combines qualitative and quantitative
research methods may be applied, depending on the issue. This approach is sometimes taken when
researchers want to thoroughly examine phenomena while also assessing hypotheses. Because they
incorporate the advantages of both disciplines, this combination will provide a more comprehensive
picture than either qualitative or quantitative research alone. A multiple-methods research design
may use either a deductive or inductive approach and is likely to combine both. This research is often
seen as a strength since it arranges data from several sources to provide a more comprehensive and
nuanced understanding of a given phenomenon (Saunders et al., 2012).
In addition, to employ research methodologies correctly and effectively and to gather knowledge,
primary and secondary data are crucial. According to Kabir (2016), primary data is information that
is directly gathered from various sources using research techniques. Primary data sources include
surveys, observations, experiments, questionnaires, personal interviews, etc (Ajayi, 2017). This
centralized method guarantees that the information gathered immediately aids in providing answers
to those questions. Compared to secondary data, primary data is more useful. The importance of
primary data in research and decision-making can be summarized in the following paragraphs.
Primary data is always current and offers material that has been directly and deliberately gathered
to answer a particular study topic or goal (Kabir, 2016). It reflects the latest information available,
unlike secondary data, which may be outdated or not exactly match the research requirement.
Furthermore, compared to secondary data, primary data often delivers a better level of accuracy and
dependability. By collecting primary data, researchers have control over the study design, data
collection methods, and measurement tools (Kabir, 2016). Because of accurate and trustworthy
sources of information used in the research approach, this results in the utilization of primary data
sources impacting the project's quality (Kabir, 2016).

In addition, secondary data, according to Saunders & Levis (2012), is information that has been
gathered by others or for a different goal than the present study. Publicly available data sources
include published research papers, official reports, organizational records, databases, and other
information sources. The importance of secondary data in research and decision-making can be
summarized as follows. Compared to primary data, secondary data is more easily obtainable and
requires less time and resources (Saunders & Lewis, 2012). Instead of conducting costly and time-
consuming new studies or surveys, researchers can utilize pre-existing data sets and information.
Furthermore, secondary data can also be useful in designing the research of the next primary study
and can provide a basis for comparing the results of the primary data collected (Kabir, 2016). Access
to extensive and varied datasets is frequently made possible via secondary data sources (Saunders &
Lewis, 2012). These datasets can cover multiple geographic locations, periods, or population groups,
allowing researchers to examine broader trends, patterns, and variations. Both the data collecting
and the research technique analysis influence the project. Each study is free to choose a technique
that best suits its objectives and goals for the research.
III. PROJECT MANAGEMENT PLAN (PMP)
3.1 Background and purpose of the project

3.1.1 Background of the project

In recent years, consumers have become increasingly aware of the environmental impact of their
purchasing decisions. This has led to a growing demand for sustainable products, including products
from Vinamilk, Vietnam’s leading dairy company. Vinamilk, a well-known dairy company, has taken
many initiatives to develop environmentally friendly products. These initiatives could include
environmentally friendly packaging, finding sustainable supplies, or innovative products to reduce
environmental impact. However, consumers must be aware of these efforts to image and market
position of the company and whether or not they influence purchasing decisions. The theme of the
project is clear: the consumer perception of Vinamilk's eco-friendly product development
efforts.

3.1.2 Purpose of the project

This project will focus on consumers in Da Nang City. The main purpose is to analyze and
comprehensively understand how consumers view Vinamilk’s environmental product development
efforts. In addition, evaluate the effectiveness of Vinamilk's communications strategy in conveying a
commitment to environmentally friendly product development. This project study report contributes
to the understanding of the efficacy, significance, and dissemination of communications regarding
eco-friendly efforts. Give valuable perspectives and practical recommendations to improve customer
involvement and raise knowledge of Vinamilk's eco-friendly products. To increase market receptivity,
offer methods for modifying customer preferences to Vinamilk's environmental aims.

3.2 Scope of project

3.2.1 Scope description

This is a research project. Study of consumer perception of Vinamilk's efforts to develop

environmentally friendly products. This project could involve conducting surveys, or social media
analysis to understand consumer perceptions of Vinamilk's commitment to environmental product
development. Furthermore, the project will have a weekly log and project management plan to check
the progress and possibly manage project risks.
 3.2.2 Deliverables / Goals / Objectives

The project aims to result in a detailed understanding of how consumers view Vinamilk’s
environmental initiatives and products. In addition, identify factors that affect consumer perception.
Specific recommendations on how Vinamilk can improve communication strategies and enhance
consumer interaction with environmentally friendly products.

The study focuses on specific, measurable, achievable, relevant, and time-bound targets to identify
factors influencing consumer perception of Vinamilk's environmentally friendly product
development. This is an analytical table based on SMART criteria:

Specific: Design and conduct surveys targeting up to 70 consumers in Da Nang City to assess their
perception of Vinamilk's environmental initiatives. Determine consumer willingness to pay for
Vinamilk's environmentally friendly products.

Measurable: Receive quantitative and qualitative data from survey responses from 70 consumers in
Da Nang City using survey templates. The average score of the survey questions measures consumer
perception of Vinamilk's environmentally friendly products.

Achievable: Data collection through surveys, focus groups, and social media analysis is feasible and
within the scope of the project. The study is based on primary and secondary data, which is expected
to raise consumer awareness of Vinamilk's environmentally friendly efforts. The time frame of the
project is realistic and allows enough time to conduct research, analyze data, and draw conclusions.

Relevant: Consumers have always been a source of revenue growth. Understanding consumer
awareness of Vinamilk’s environmentally friendly product development efforts is crucial to the
company’s sustainable development strategy and marketing efforts. The project findings will provide
information to at least three different media channels about Vinamilk's communication strategies to
enhance consumer understanding and engagement with the company's environmentally friendly
products.

Time-Bound: Completed data collection from online surveys within a week. Conduct concentration
groups within two weeks of completion of the survey. Prepare and present project results within two
weeks of completion of data synthesis.
 3.2.3 Acceptance criteria

For the research project to be successful, it is necessary to determine the feasibility of the project to
test and announce its successful implementation. Data must be obtained from at least 70 consumers
by surveying the organization's customer base to assess the project's viability. In addition, the survey
questions must relate to factors affecting consumer perception in Da Nang City and closed questions.
It is possible to use Gantt charts and progress tracking tools to track each phase of work, the project
must be completed on schedule and guaranteed completion time within 2 months. In addition, data
quality assurance must be verified and the data collected must be processed to ensure accuracy and
reliability, as well as to ensure that the questionnaire questions accurately reflect the research
objectives. Moreover, regular cost records and controls are needed to avoid exceeding the budget.
The findings must be provided in the form of reports, and survey questions and must be research-
based and supported by reliable sources to make the best recommendations.

3.2.4 Project exclusions

The study did not survey consumers from other provinces, but only consumers in Da Nang City.
Collect data through survey rather than interview and the questions are not open-ended. In particular,
this research is not aimed at creating a new product or service. It doesn't even study employee
satisfaction. It only studies consumer perception of Vinamilk's environmental product development
efforts.
 3.3 Project timeline

3.3.1 Work Breakdown Structure (WBS)

PMI (2021) defined the Work Breakdown Structure (WBS) as a hierarchical breakdown of the
whole scope of work that the project team will perform to meet the project's goals and produce the
necessary delivery product. A well-defined work breakdown structure (WBS) that offers an overview
of the activities that need to be accomplished is crucial for the author to conduct a successful research
and survey.

Figure 7: The Work Breakdown Structure ( Source: Author’s illustration)

 3.3.2 Milestone of the project

According to PMI (2021), a milestone is a particular point in a project's life cycle used to gauge how
well the project is progressing toward its ultimate goal of completion. In project management, key
milestones indicate the project's start and finish dates, external evaluations or input, budgetary
checks, distribution of the primary delivery table product, etc. A project's critical milestones serve as
reference points to indicate significant occurrences or moments at which decisions must be made.

Table 3.3 Milestone of the project ( Source: Author’s illustration)

Work Date

1 Connect with Stakeholders 21/11/2023

2 Data collection 11/12/2023

3 Interpret the findings 23/12/2023

4 Check the mid-project report 24/12/2023

5 Project end report 31/12/2023

The question table above shows how important events in these milestones connect with stakeholders,
and collect data. The first milestone of the project is connecting with the stakeholders to determine
the scope, and objectives of the project. The involvement of stakeholders here ensures the coherence
and clarity of the project objectives. The second milestone of the project, the data collection efforts
must align with the project's critical milestones to ensure that information is collected at critical
stages to make informed decisions. Next, the equally important milestone is interpreting the results
obtained to interpret the findings contextually and to present the insights effectively. Regular
communication ensures stakeholder involvement and understanding of the meaning of the report.
Finally, the most important milestone is checking the mid-project report and project-end report
which includes a summary project evaluation, and proposal solutions to remedy. Presenting findings
to stakeholders, seeking their feedback, and the final reporting with the stakeholders that will end
the project bringing transparency as well as making future decisions based on results.
 3.3.3 Schedule of the Project

After creating the WBS and project milestones, a schedule for the project is established to define specific timelines and clear
activities for the project (PMI,2021).

Figure 8: Advance work breakdown structure ( Source: Author’s illustration)

 3.4 Project cost

Cost estimation and management are crucial in project management. Project managers use a work
breakdown structure (WBS) and cost estimation techniques to create accurate project budgets. This
helps with planning, implementation, analysis of data, and finishing the project throughout its life
cycle.

Table 3.4 Table of Project Cost Estimation ( Source: Author’s illustration)

Unit Cost Subtotal WBS Level 2 % Of total

s/ Totals
Hrs
WBS Items
1. Planning 9,900,000 22,55%
Design the survey 5 300,000 1,500,000 3,42%
Define the purpose and 3 1,000,000 3,000,000 6,83%
target audience of the
survey
Employer 10 500,000 5,000,000 11,39%
Connect with Stakeholders 2 200,000 400,000 0,91%
2. Implementation 27,500,000 62,64%
Prepare and give the survey 300 30,000 9,000,000 20,5%
distribution list
Gift for consumer 30 500,000 15,000,000 34,17%
Public services 7 500,000 3,500,000 7,97%
3. Analyze Data 6,500,000 14,8%
Buy a tool for analyzing data 1 3,500,000 3,500,000 7,97%
Expert advice 1 3,000,000 3,000,000 6,83%
Total project cost estimate 43,900,000
 3.5 Project quality management and control

3.5.1 Methods To Ensure The Quality Of The Results Produced

Follow-up processes will be used to ensure the quality of project outputs. First, use primary and
secondary data to establish clear quality standards and check whether the statistics from the Da Nang
City consumer survey are valid. In addition, it is possible to measure the product delivery of the
project and identify potential quality risks. Second, is quality assurance, taking precautions to prevent
errors and quality assurances throughout the project lifecycle, including conducting evaluations,
audits, and regular training sessions. Next, quality control by performing tests and measurements to
assure yourself that the delivered product meets the criteria set. Finally, a quality assurance plan will
be prepared and implemented to ensure that all tasks are completed according to the established
procedures and standards and that the results are achieved as expected.

Figure 9: Fishbone diagram ( Source: Author’s illustration)

3.5.2 Project Cost Control Method

For successful project cost management, the result is that the cost is not greater than the initial budget
set. A correctly designed project makes it easier to cut costs. The first approach involves controlling
spending and estimating costs effectively. Install a robust budget tracking system to keep an eye on
expenses relative to allotted funds. Use appropriate estimate techniques and tools to improve
accuracy. The second is to regularly perform mismatches to find discrepancies between real and
predicted expenses. The third is to use cost management software and tools to track costs, analyze
cost trends, and generate reports to make informed decisions. Finally, implement time control, and
avoid overlapping or getting too close to each other, to assess the cost impact of changes and minimize
excessive costs.

3.5.3 Method of Controlling Project Progress

For project managers, project-specific scheduling plays a huge role in minimizing disruption during
implementation, the following methods will be used to track the progress of the project. First, regular
reporting to provide stakeholders with transparent and up-to-date information on project progress.
Second, when a project starts can use the Ganttproject software to create a specific and clear project
schedule to ensure that the activities are carried out as planned. Third, assess performance and
monitor important project milestones with assessment instruments like value analysis, which are
used to assess project progress and pinpoint important project milestones to make sure project
timetables line up. Finally, proactive risk management to prevent potential interruptions and delays,
ensuring continuous project progress.

3.6 Project risk management

The process of creating a risk management plan entails identifying prospective risks, evaluating their
effect and likelihood, coming up with mitigation or handling solutions, and setting up monitoring
systems to catch hazards when they materialize. Here's a Risk Breakdown Structure (RBS) along with
a forecast of potential risks and strategies to address them in the context of quality, time, and cost for
a project.

Table 3.6 Table of Risk Breakdown Structure (Wideman, 1992) (Williams, 1993)

RBS Level 1 RBS Level 2 Solution

1.1Performance failure • Employ several organizational and

project management chart types.
Impact on the environment
• Utilizing a weekly logbook, keep an
1.2 Misinterpretation of ongoing eye on the project, and
1. Risk of quality Consumer Feedback collaborate with stakeholders.
 1.3 Inaccurate Data • Put in place stringent quality control

Collection Methods and data validation procedures.

2.1 Delays in Gathering or

Analyzing Data • Create a backup plan to handle
unanticipated delays and guarantee
2.2 Extended Time Frame
accurate scheduling.
2. Risk of time for the Project Owing to
• Use the Gantt chart, schedule, and part
Unexpected Problems
diagram to reduce the risk of the
2.3 Errors in the time and project.
resource availability • Estimate the resources and time of the
estimations activity.

2.4 The work scope is

altered without proper
notice.

3.1 Insufficient research

on predictable problems • Use additional support tools and work
and unreasonable cost with multiple treatment professionals.
estimates.
• Keep a close eye on spending in

3.2 Inadequate cost, comparison to the budget and put cost-

change, productivity, or control strategies in place.

backup planning. • Manage staff time well to reduce

3. Risk of cost mistakes and deficit spending.
3.3 Poor maintenance,
• Utilizing project management tools in
security, purchasing, etc
addition to technological applications.
3.4 Cost Overruns for
Surveys or Data Collection
 3.7 Project Resources and Stakeholder Communication

3.7.1 Project Resources

Vinamilk's project resources in implementing the project "The consumer perception of Vinamilk's
eco-friendly product development efforts. " include human resources, financial resources, and
equipment resources:

Human resources: A project's ability to succeed depends greatly on its human resources. The selected
staff includes people with experience, expertise, and understanding of CSR activities.

Financial resources: When putting a project into action, financial resources are yet another crucial
component that must be taken into account. Vinamilk has made sure they have adequate funding to
continue their CSR initiatives. Financial sources may include dedicated budgets for CSR activities,
and/or support from other stakeholders. Ensuring that all operations are completed without
encountering financial challenges is made possible through effective financial management. This also
enables Vinamilk to invest in various activities aimed at raising consumer awareness of its efforts to
develop environmentally friendly products.

Equipment resources: The equipment provided to facilitate the acquisition of research answers.
Through Gantt chart, google form, and so on to study consumer perception assessment of
environmental product development.

Table 3.7.1 Table of the Project resources ( Source: Author’s illustration)

Resources Unit Notes

1 Human 2 people • Nguyen Xuan Tho-
Project Supervisor
• Nguyen Phan Thao
My- Project
Manager
2 Financial 43,9 millions Detailed in section 3.4
3 Tools, Equipment • Risk management
chart
• Fishbone chart
• Gantt Project
• Google Form
 3.7.2 Stakeholder Communication

The success of a project depends on stakeholder communication. The stakeholders engaged in the
project "The consumer perception of Vinamilk's eco-friendly product development efforts" are
broken down here, along with a stakeholder mapping that shows their relative impact and a
communication strategy for productive interactions:

Table 3.7.2 Table of Stakeholder Communication ( Source: Author’s illustration)

Name Position Interactive action Contact Channel Frequency

1
Nguyen Project • observe Email:
Xuan Supervisor • maintain a contented Thonx5@fpt.edu. Meetings Weekly
Tho attitude vn
• manage closely

2
Nguyen Project Manage closely Email: Personal Daily
Phan Manager Mynptgbd220121 check-in
Thao My @fpt.edu.vn meetings,
email

3.8 Research methods for project data analysis

According to Saunders, Lewis, and Thornhill (2012), the Customer Cognition Improvement Project
uses both research methods to support project completion. There are two main research methods
including qualitative research and quantitative research:

3.8.1 Quantitative research

According to Saunders, Lewis, and Thornhill (2012), the quantitative methodology is a method of
investigating and focusing on data revenue to be observed from statistical data such as frequency of
occurrence to more complicated data, such as test scores, pricing, or rental cost. The collected data
can be used to create graphs and tables of raw data. Quantitative research is characterized by
numbers and graphs and is used to validate or test hypotheses and assumptions. This research
method can be used to develop generalizable facts about a subject. The project goal is aimed at
consumer awareness, it is necessary to use both secondary data revenue methods and quantitative
methods. By combining both methods, obtain a clear and useful source of information for use in
project research. Initially, information based on references must be gathered in order to examine the
project's logical background and estimate its chances of success. Create project cycle diagrams to
illustrate the stages of the project, from conceptualization to implementation, using secondary data
and industry benchmarks. Use secondary data to assess potential risks, incorporate industry statistics
and precedents, and estimate costs associated with eco-friendly product development. Subsequently,
using survey questions to collect information by watching target audiences and events. The varied
methods offer flexibility to adapt and select the most suitable approach for different aspects of the
project.

3.8.2 Qualitative research

Saunders, Lewis, and Thornhill (2012) state that the qualitative methodology is a systematic and
subjective approach to understanding and interpreting social phenomena. In-depth, comprehensive
information on the topic is sought by qualitative researchers, which is why surveys and customers
are referred to as the study's subjects. As can be seen, qualitative research is based on references from
secondary data from desk research from information sources in the press and the Internet. The use
of qualitative approaches is crucial in project management. Qualitative approaches aid in the
collection of comprehensive data on stakeholder expectations and team dynamics as well as the
identification of possible problems that might compromise project performance. From there, proceed
to develop information that needs information to study consumer perception as deeply and diversely
as possible. Information questions are collected from qualitative research through surveys aimed at
exploring, adjusting, and drawing out key themes and models in consumer perception. Preliminary
quantitative research to re-screening elements obtained from qualitative research. In addition, the
Fishbone Diagram for Analysis identifies the factors involved in environmentally friendly initiatives
and the methods used to communicate a commitment to the environment to facilitate the
identification which makes it easier to analyze the numerous aspects that influence customer
perception. This approach ensures multidimensional understanding, in line with the framework of
qualitative research.
 IV. CONCLUSION
In short, the paper discusses project management theories, as well as the importance of project
management strategies and research techniques. The report included a project plan to conduct
research to identify factors that influence consumer perception. According to project research, for a
project to be successful, six things must be considered: scope, timing, quality, cost, risk,
communication with stakeholders, and applied research methodology. After completing a project
research, lessons can be learned to better understand the factors that influence consumer perception.

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