HO CHI MINH CITY NATIONAL UNIVERSITY

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY



PROJECT MANAGEMENT FOR ENGINEERS

CELEBRATION OF COLOR 5K

Lecturer: Dr. Nguyễn Thị Đức Nguyên

Class CC02 – Group 2 – Semeter 232
Group members:

No. Students’ Name Student ID

1 Trần Ngọc Vĩnh Quyền - Leader 2153755
2 Chung Minh Gia Hy 2152104
3 Kiều Quốc Minh 2152169
4 Lê Thành 2052706
5 Lâm Gia Huy 2152583
6 Nguyễn Quý Hưng 2152101
7 Võ Nguyễn Minh Nghị 2352807
8 Trần Gia Minh Thiện 2353135
9 Trần Vinh Hiển 2311004
10 Cao Lê Vy 2353347
11 Trần Kim Yến 2353369
12 Lê Nữ Kiều Trinh 2353222

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 Ho Chi Minh City - 2024

Contents
PART I: PROJECT OVERVIEW.....................................................................4
I. PROJECT SCOPE..............................................................................................4
a. Check list................................................................................................................................4
b. Project charter.......................................................................................................................7
II. PRIORITY PRIORITIES..................................................................................8
PART 2: PROJECT STRUCTURE..................................................................9
I. ORGANIZATION BREAKDOWN STRUCTURE.........................................9
II. EXPLAIN WHY YOU CHOOSE THIS ORGANIZATION STRUCTURE 9
PART 3: ACTIVITIES IN THE PROJECT...................................................10
I. WORK BREAKDOWN STRUCTURE..........................................................10
II. INTEGRATE OBS WITH WBS......................................................................13
III. RESPONSIBILITY MATRICES FOR EACH TEAM MEMBER..............14
IV. RESPONSIBILITY MATRICES FOR ORGANIZATION..........................16
V. GANT CHART..................................................................................................18
VI. MANAGEMENT RISKS AND RESOURCES IN PROJECT.....................22
c. Manage risks........................................................................................................................22
d. Manage resource.................................................................................................................30

PART 4: CONCLUSIONS AND LESSONS LEARNED..............................32

I. CONCLUSIONS AND LESSONS LEARNED..............................................32
II. SUGGESTIONS FOR PERFORMING AN EFFECTIVE PROJECT........33
REFERENCES..................................................................................................34

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 TABLE OF FIGURE
Figure 1. Priority Matrix.............................................................................................................8
Figure 2. Organization Breakdown Structure.............................................................................9
Figure 3. OBS With WBS.........................................................................................................13
Figure 4. Gant Chart.................................................................................................................18
Figure 5. Risk Identification.....................................................................................................22
Figure 6. Manage of People......................................................................................................30
Figure 7. Manage of Equipment...............................................................................................31

TABLE OF TABLE
Table 1. Word Breakdown Structure........................................................................................10
Table 2. Team Members Responsibility Matrices....................................................................14
Table 3. Organize Responsibility Matrices...............................................................................16
Table 4. Risk Severity Matrix...................................................................................................23
Table 5. Risk Response Matrix.................................................................................................24

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 PART I: PROJECT OVERVIEW
I. PROJECT SCOPE
a. Check list
i. Objective

The main objective of the project is to create an attractive video on the topic
“Celebration of color 5K”, synthesizing knowledge about methods of building a high-
performance project team in the most complete way and conveying it. Reviewing and
editing comments on other groups' videos according to the assigned order. After the
project, we would gain a thorough understanding of excellent management from the
study, as well as some suitable “Defining a Project” skills.

ii. Deliverables
- Deliverable includes of Case study video, report of making video, review report,
and presentation. These must be summitted on LMS in Week 10
- Create a script of each character for the video you intend to produce, then work on it
to create and present a visually appealing, 3-5 minutes film for clients to understand
your group’s case study.
- Prepare a report detailing the procedure you developed for the aforementioned
video and tasks of each team member, then give it to your clients as well as script,
video concept, choice of making video apps, …
- Examine a different project, give comments on 2 questions related to the assigned
video (How is it going? What’s attracted you the most? etc...)
- Every group gives a brief presentation of their report, video and the project's lessons
learned in week 11-12.
iii. Technical requirements
 High-quality equipment should be used in the video's production and files must be
in the *.mp4 video format. Videos with greater detail and clarity will be produced
using equipment with a higher resolution. A high-quality video production requires
high-quality audio. For the spectator to understand the video clearly, the sound
quality must be clear and noise-free. In order to facilitate viewers' ability to connect

4
 the background visuals in the video with the message the team is attempting to
deliver, they should be relevant to the subject matter. It’s required to have specific
scripts about what each character intends to express. Focusing on the center of the
team's topic and making the content intelligible to all viewers.
 The Report and Review must be turned in as a Microsoft Word document using the
Times New Roman typeface, size 13 for the content. The report must adhere to the
"Group assignment rules," which specify that it should consist of four distinct parts:
Project overview, Project structure, Project’s activities, Conclusion, and Lesson
learned. Reviewing and commenting on other group' s video in accordance with the
designated order for editing. Giving 2 question for making-video group.
iv. Limits and exclusions
- Limits of the project:

To lead the team in the most efficient manner, the team leader needs to be someone
with a foundational understanding of the subject the group is working on. Each
individual the members' work according to their individual strengths.

Videos are challenging to produce with the highest quality due to producing high-
quality videos requiring significant resources and experience in the field. Because the
team did not explicitly describe the lecture's criteria, the video's content may not have
been clear at first, but after the initial submission, there will be confidence that
improvements will be made based on feedback from lecture and other groups.

The information the team seeks online may not be accurate for the specialism.

- Exclusions of the Project:

The clip's veracity cannot be guaranteed as the team's work was not reviewed by
subject area specialists.

Project team members are not permitted to divulge the project's progress and outcomes
externally.

v. Milestones
 Form a group of 12 people from January 10th to January 18th.
 Divide participants into four task groups of : Content & Video, Presentation,
Review and Write Report from January 18th to February 2nd.
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 Discuss the project to work on and brainstorm case study video ideas on February
10th – March 6th.
 Conduct video recording, dubbing and video editing on March 7th - 28th
 Write a report, approve, then revise it for the final time on February 8 th – March
28th.

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 b. Project charter

PROJECT PROJECT
PROJECT NAME MANAGER SPONSOR

Trần Ngọc Vĩnh Nguyễn Thị Đức

THE CELEBRATION OF 5K RACE
Quyền Nguyên

PROJECT START
January 10th, 2024 COMPLETION DAY April 3rd, 2024
DAY
PROJECT OVERVIEW

Create an attractive video on the topic “Celebration of color 5K”. Gain a

OBJECTIVE thorough understanding of management from the study and “Defining a
Project” skills.
DERIVABLES Case study video, report of making video, review report, and presentation.

TECHNICAL Video's production and files must be in the *.mp4 video format.
REQUIREMENTS The Report and Review must be turned in as a Microsoft Word document
using the Times New Roman typeface, size 13 for the content.
LIMITATION Lack of significant resources and experience.
The information may not be accurate for the specialism.
EXCLUSION Undisclosed
Has not been tested by an expert
MILESTONE SCHEDULE

KEY MILESTONE START FINISH

Team up 10/01/2024 18/01/2024

Finalize Project Plan and Project Charter 18/01/2024 08/02/2024
Conduct Case Study Video 08/02/2024 31/03/2024
Final Check 31/03/2024 03/04/2024
PROJECT TEAM

PROJECT
Trần Ngọc Vĩnh Quyền
MANAGER
Lê Thành, Kiều Quốc Minh, Nguyễn Quý Hưng, Trần Kim Yến, Lê Nữ Kiều
MEMBERS Trinh, Cao Lê Vy, Trần Vinh Hiển, Trần Gia Minh Thiện, Chung Minh Gia
Hy, Lâm Gia Huy, Võ Nguyễn Minh Nghị.

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II. PRIORITY PRIORITIES

Time Cost Performance

Accepted

Enhance

Constrain

Figure 1. Priority Matrix

 We placed “Time” under “Enhance” since our project recognizes the necessity for
flexibility to optimize our timeline. It’s important to manage the team’s member
time suitably so that we can work with each other more effectively. We can extend
our timetable to improve other aspects of the project, even if we have established
deadlines. Our time management method improves project outcomes. We
prioritize maximizing project performance and outcomes over simply meeting
deadlines.
 We chose “Cost” as “Constrain” because our funding for this project was limited.
We need to spend on the project in the most economical way but still complete the
project in the best way while still having a backup cost for unexpected cases that
arise later.
 Considering “Performance” as “Accepted”. To achieve the desired performance
levels, we must follow defined criteria in our work. Our team is committed to
adhering to these standards consistently.

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 PART 2: PROJECT STRUCTURE
I. ORGANIZATION BREAKDOWN STRUCTURE

Figure 2. Organization Breakdown Structure

II. EXPLAIN WHY YOU CHOOSE THIS ORGANIZATION STRUCTURE

For our group, the functional organization proves to be the most appropriate structure
for this project since:

Initially, leader conduct a survey to identify the strengths and weaknesses of each team
member. Subsequently, tasks are assigned in alignment with their respective strengths.
In depth expertise.

Secondly, members of one team can be temporarily assigned to support other teams if
their specific skills and knowledge are required, after which they can return to their
regular tasks. Takes video team in this project as an example, the whole team
collaboratively creates a video to reenact the context of the case study, and then they
return back to complete their assigned tasks Flexibility.

Additionally, this structure offers advantages in terms of avoiding structural changes.

There is no radical alteration in the design and operation of the project.

Based on these requirements, the functional organization emerges as the most suitable
structure.

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 PART 3: ACTIVITIES IN THE PROJECT
I. WORK BREAKDOWN STRUCTURE

Table 1. Word Breakdown Structure

Gia Hy
Quốc Minh
1 1 Preparing video 08/02/2024 31/03/2024 Quý Hưng
Lê Thành
Minh Thiện
Gia Hy
Quốc Minh
2 1.1 Writing script 28/02/2024 06/03/2024 Quý Hưng
Lê Thành
Minh Thiện
Gia Hy
Quốc Minh
3 1.1.1 Brainstorming concept 28/02/2024 29/02/2024 Quý Hưng
Lê Thành
Minh Thiện

Quốc Minh
4 1.1.2 Drafting 29/02/2024 01/03/2024
Quý Hưng

Lê Thành
5 1.1.3 Combining sketches 02/03/2024 04/03/2024
Minh Thiện

Gia Hy
6 1.1.4 Evaluate the script 04/03/2024 06/03/2024

Gia Hy
Quốc Minh
7 1.2 Editing video 07/03/2024 28/03/2024 Quý Hưng
Lê Thành
Minh Thiện
Gia Hy
8 1.2.1 Audio 07/03/2024 20/03/2024 Quốc Minh
Quý Hưng
1.2.2 Creating video effects 07/03/2024 20/03/2024 Lê Thành

10
9
Minh Thiện

Minh Thiện
10 1.2.3 Translate & Subtitles 21/03/2024 27/03/2024
Quốc Minh

Gia Hy
11 1.2.4 Collaging final edit 27/03/2024 28/03/2024

Vĩnh Quyền
Vinh Hiển
12 2 Report 08/02/2024 21/03/2024
Kim Yến
Kiều Trinh

Analyzing & Creating

13 2.1.1 08/02/2024 20/02/2024 Vĩnh Quyền
report structure

Researching content
14 2.1.2 20/02/2024 29/02/2024 Vĩnh Quyền
for report
Kiều Trinh
15 2.2.1 Sketching the report 1/03/2024
Vĩnh Quyền
Vĩnh Quyền
Kiều Trinh
Kim Yến
Making a complete
16 2.2.2 2/03/2024 21/03/2024 Vinh Hiển
version of the report
Lê Vy
Gia Huy
Minh Nghị
Vĩnh Quyền
17 3 Doing presentation 01/03/2024 03/04/2024 Quốc Minh
Gia Huy
Quốc Minh
18 3.1 Designing PP slides 01/03/2024 25/03/2024
Gia Huy
Vĩnh Quyền
19 3.2 Represent the project 03/04/2024 Quốc Minh
Gia Huy

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 Quý Hưng
20 4 Review 21/03/2024 01/04/2024
Gia Hy
Give feedback to other Quý Hưng
21 4.1 21/03/2024 31/03/2024
teams Gia Hy
Analysis video, point
22 4.1.1 out strengths and 21/03/2024 31/03/2024 Quý Hưng
weaknesses
Read the report and
23 4.1.2 21/03/2024 31/03/2024 Gia Hy
left comments
Receiving feedback
24 4.2 01/04/2024 01/04/2024 X
from other team
25 5 Submission the project 03/04/2024 X

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II. INTEGRATE OBS WITH WBS

Figure 3. OBS With WBS

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 III. RESPONSIBILITY MATRICES FOR EACH TEAM MEMBER

Table 2. Team Members Responsibility Matrices

Quyền Vy Hiển Huy Hy Nghị Minh Yến Thành Hưng Trinh Thiện

Project
planning &
Initiation

Assembling R R R R R R R R R R R R
members

First meeting R R R R R R R R R R R R

Project timeline R R R R R R R R R R R R

Develop project R R R R R R R R R R R R
organization
structure

Members’ R R R R R R R R R R R R
approval

Design and
Development
content

Study about R S S R R S R S S R S S
“Celebration of
5K”

Design video S S S S R S R S R R S R

Collect relevant R R R R R R R R R R R R
resource

Write script and S S S S R S R S R R S R

content

Team approval R R R R R R R R R R R R

Make video R R R R R R R R R R R R

Editing video S S S S R S R S R R S R

Feedback first S S S S R S S S S R S S
video

Team approval R R R R R R R R R R R R
for first video

Editing second S S S S R S R S R R S R
video

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Feedback S S S S R S S S S R S S
second video

Team approval R R R R R R R R R R R R
for second video

Video team S S S S R S R S R R S R
meeting

Rewrite script S S S S R S R S R R S R
for intro and
ending

Video S S S S R S R S R R S R
completion post-
production

Making intro S S S S R S R S R R S R
and outro

Export video S S S S R S R S R R S R

Report of S R R R S R S R S S R S
making video
project

Develop S R R R S R S R S S R S
structure of
project team

Describe S R R R S R S R S S R S
activities using
WBS

Develop project S R R R S R S R S S R S
network using
MS.Project

Manage risk and S R R R S R S R S S R S

resources

Conclusion and R R R R R R R R R R R R
discussion

Execute report S S S R S S R S S S S S

Submit project R S S S S S S S S S S S
 R- responsible (works on)
 S- support

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 IV. RESPONSIBILITY MATRICES FOR ORGANIZATION

Table 3. Organize Responsibility Matrices

Organization
Deliverables Production Test Design Analyze
Concept S R S
Drafting S R
Combining R S
Evaluate R S
Audio S R
Effect S R
Sub R
Collaging R S
Structure S S R
Content R S
Sketch R S
Complete R S S S
version
Video R S S S
Report S S R
Note that

 R- responsible (works on)

 S- support

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 V. GANT CHART

Our group utilize gantt charts to visualize the building blocks of a project and organize it into smaller, more manageable tasks. The
resulting small tasks are scheduled on the Gantt chart's timeline, along with dependencies between tasks, assignees, and milestones.

Figure 4. Gant Chart

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19
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VI. MANAGEMENT RISKS AND RESOURCES IN PROJECT
c. Manage risks
i. Step 1: Risk Identification

Figure 5. Risk Identification

ii. Step 2: Risk Assessment

This table measures its prevalence and impact on risks occurring in the project. The
colors in the table represent the severity of the problems. White zone is minor risk,
problems that occur in this color are usually not dangerous to the project. Yellow zone
is moderate risk, problems in this zone are a little bit harmful but don’t affect the
 results much. Lastly, the red zone is a major risk, when these problems arise, the
project results are often greatly affected.

Table 4. Risk Severity Matrix

5

4 Lack of Clarity Lack of expertise

Poor Misunderstandings
communication Scoop creep
Misunderstood
requirement
3 Poor Structure Insufficient Data Incomplete Requirement
Likelihood

and Inadequate Tools Unrealistic Timelines

organization Inadequate Inadequate Planning
Review of Changing Requirement
Requirements
Lack of Review
and Approval
2 Lack of people Compatibility Technical Malfunction
Issues Poor Structure and
Inconsistent Data Organization
1 Data Loss
1 2 3 4 5
Impact
: green zone (minor risk)
: yellow zone (moderate risk)
: red zone (major risk)
The matrix below depicts the list of risk events, followed by their characteristics:
likelihood, impact, detection difficulty, and when they happened. Lack of expertise,
misunderstandings scoop creep, and misunderstood requirements are the most
impactful risks that occur in reporting& video making (4x4- likelihood x Detection
difficulty). Overall, most of the risk appeared when monitoring & controlling the
project circumstances.

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 Risk Event Likelihood Impact Detection Difficulty when
Lack of people 2 2 2 Executing
project

Poor Structure and 3 2 2 Planning

organization
Lack of Clarity 4 3 3 Executing
Poor communication
Insufficient Data
Inadequate Tools 3 3 3 Reporting &
Inadequate Review of Video Making
Requirements
Lack of Review and
Approval
Compatibility Issues 2 3 3 Transferring
Inconsistent Data
Lack of expertise
Misunderstandings 4 4 4 Monitoring &
Scoop creep control

Misunderstood requirement
Incomplete Requirement
Unrealistic Timelines 3 4 4 Making report
Inadequate Planning
Changing Requirement
Technical Malfunction Monitoring &
Poor Structure and 2 4 4 control
Organization
Data Loss 1 5 5 Conversion

Table 5. Risk Response Matrix

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 iii. Step 3: Risk Response Development

Possible damage reduction strategy for the risks

 Lack of people
 Consider everyone’s mission weight.
 Make a list of unassigned tasks.
 Lengthen deadlines if necessary.
 Divide task into small phases to minimize each member workload at one time.
 Poor Structure and organization
 Develop a comprehensive project plan that includes clear structure and
organization.
 Gather team members for review and approval of the project’s plan.
 Consider customer and project needs carefully to build an effective structure.
 Lack of Clarity and Poor communication
 Use multiple communication channels to reach all members, such as email,
meetings, and project management software.
 Monitor communication frequently.
 Encourage open and transparent communication among team members.
 Establish a conflict resolution process for any communication breakdowns.
 Encourage open communication and active listening among team members.
 Conduct regular check-ins and follow-ups to ensure understanding and address
any misunderstandings.
 Insufficient Data
 Conduct a thorough analysis of available data sources.
 Use multiple data sources to verify and validate information.
 Seek out additional sources of data if necessary.
 Conduct research and data collection as needed to fill gaps in information.
 Use multiple data tools to clear data.
 Assign team members with specific responsibilities for data collection and
analysis.
 Inadequate Tools/ Technical Malfunction

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  Identify necessary tools and resources for project success.
 Ensure that team members have access to the required tools and resources.
 Evaluate and select tools that are appropriate for the project needs.
 Provide training and support for using selected tools effectively.
 Continuously evaluate and update tools as needed throughout the project.
 Maintain tools annually to lengthen functioning time.
 Provide training to members who are new to project’s field and process.
 Conduct thorough testing of all hardware and software systems prior to project
launch.
 Assign team members with specific responsibilities for managing technical issues.
 Lack of Review and Approval
 Assign team members with specific responsibilities for reviewing and approving
deliverables.
 Conduct regular reviews and evaluations of project progress and deliverables.
 Encourage every team member to take part in team meetings.
 Compatibility Issues and Inconsistent Data
 Establish clear documentation and record-keeping procedures to ensure
consistency and accuracy.
 Every data source must be verified and approved by team’s censor group.
 Build general data storage.
 Lack of expertise
 Identify required skills and expertise for project success.
 Consider cross-training team members to increase flexibility and fill skill gaps.
 Reconsider project budget for higher chances of recruiting expertise.
 Scope creep
 Establish a clear project scope and deliver it to the team.
 Make sure that the team all agree about the project’s scope.
 Monitor project progress against the scope and be prepared to take action if scope
creep occurs.
 Stick to initial aim and be prepared to solve when additional scopes appear,
prevent team members from deviating.
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  Establish a change management process for any changes to the scope.
 Misunderstood requirement
 Establish a clear change management process and communicate it to all members.
 Team leaders need to understand project initial conditions, reconfirm with
customer if needed

 Communicate changes to all members to ensure everyone is on the same page.

 Check if there are any possibilities that lead to misunderstanding between

members and leader, solve it as fast as you can.
 Determining the project's specifications, including the timeline, before
implementation.
 Using project planning software to specify goals and each team member's role in
achieving them.
 Incomplete Requirement
 Identifying ways to monitor progress, such as with milestones.
 Prioritizing tasks.
 Building extra time into your deadline to account for potential obstacles.
 Finalizing deadlines with relevant team members.
 Discussing deadline concerns with stakeholders before starting the project.
 Using a project calendar to plan and manage schedules and deadlines.
 Unrealistic Timelines
 Plan the project timeline carefully, with buffer time built in for unforeseen issues.
 Prioritize tasks and focus on the critical path.
 Delegate responsibilities and distribute workload evenly.
 Use time tracking tools to monitor progress and identify areas where time is being
wasted.
 Set clear deadlines and hold team members accountable for meeting them.
 Inadequate Planning
 Clearly define project objectives and requirements.
 Develop a comprehensive project plan with detailed tasks, timelines, and resource
allocation.

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  Conduct regular meetings to review and adjust the project plan as needed.
 Utilize project management tools and software to aid in planning and tracking
progress.
 Seek input and feedback from team members to identify potential planning issues
early on.
 Changing Requirement/ Inadequate Review of Requirements
 Establish a change management process for handling requirements changes.
 Develop a requirements management plan to ensure accuracy and completeness.
 Clearly document and communicate requirements to all members.
 Conduct regular reviews and evaluations of requirements to ensure understanding
and accuracy.
 Assign team members with specific responsibilities for managing, changing and
reviewing new requirements.
 Data Loss
 Establish backup and recovery procedures to minimize data loss.

iv. Step 4: Risk Response Control

Change control is an approach for managing any changes to your project's baseline. It's
a means to capture change from the moment it's detected and throughout the project
cycle. This includes reviewing the request and deciding whether to approve, reject, or
defer it.

The goal of this approach is to ensure that you do not modify anything in the project
that does not need to be changed. The last thing you want to do is disrupt the project
without a solid reason, wasting valuable time and money. Any authorized changes are
then documented. The change control process is part of the overall change
management strategy.

 Create a change control system: Define what constitutes a modification

request. For example, adding an extra step to a project phase that will not take
up much time and will not disrupt your schedule will not necessitate a change

28
 request, whereas an extra step that would affect the deadline will. Determine
how requests should be submitted, approved, and updated.
 Note down the impact of potential changes: Use a graphic to map out the area
that the modification request will affect. Include the budget, timetable,
resources, and quality. Then, define the change and answer any initial questions
you or your team members may have. For example, if the budget is affected,
utilize money that would be lost or gained if the change is authorized to
calculate the possible outcome.
 List out all the tasks associated with the project: Check the modification
request against the task list to see if there are any conflicts. You may even
discover significant overlap, which would consolidate or eliminate some of
your current burden if the adjustment is implemented.
 Making decisions: The project manager will present their results to the person
or people in question. The person or persons authorized to make the decision
will then either accept the change; accept the change with notes and conditions;
reject the change; or defer, which signifies that the change will not be
implemented at this time but will be discussed further at a later date.
 Make the Change: If the change is not authorized, the project will continue to
be managed as is. However, a change that has been accepted advances to the
planning stage. Create a plan of action, including a timetable with start and end
dates, which must be approved by the project stakeholders. The plan should
contain a regression test in case the modification becomes too difficult to
implement and the project needs to revert to its original aim. After the change
plan is completed, a post-mortem is typically conducted to examine any
mistakes or successes.
 Closure: Finalizing out your change control plan, like any other project, is the
final phase. This involves having the person who requested the change review
and approve the final output. Once they have signed off on the change, any
remaining paperwork, such as the change log, must be completed and filed for
future reference.

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 d. Manage resource
Managing resources is a highly essential aspect of a project.
management, which involves identifying and utilizing resources required to finish a
project successfully. The resources can be of several types including people,
equipment and cost. With proper resource management techniques, project managers
can ensure that a project is completed to meet with the requirements. Otherwise, it can
fall behind schedule, exceed the budget or fail to meet its objectives.

In the project, we arrange the members into each team to easily plan the project and
control the progress:

Group 4
Vĩnh Quyền
(Leader)

Analyze Design Test Production

Hy Hiển Vy Minh Thành Trinh Yến Hưng Huy Thiện Nghị

Figure 6. Manage of People

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 The members are divided based on the skills they bring to this project. Hy, Hien and Vy are
good document searchers, so they are assigned to analyze the knowledge and aspects that the
video should involve. Besides, Minh, Thanh, Trinh and Yen have great creativity which helps
design the concept of the video faster. Hung and Huy are good reviewers and can give helpful
comments, so they are arranged to check and review the video. Finally, Thien and Nghi can use
their knowledge of editing video to help export the final product. With this division, each person
can do the work within their strengths, so the project can be completed with the highest quality.

The equipment for the project includes costumes and cameras for producing videos.

Equipment

Costumes Camera

Vy Minh

Figure 7. Manage of Equipment

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 PART 4: CONCLUSIONS AND LESSONS LEARNED

I. CONCLUSIONS AND LESSONS LEARNED

All in all, the project aids in our team's understanding of how to improve planning,
narrow focus, and allocate resources optimally while the project is underway.
However, considering potential downsides such as stiffness, scope creep, complexity
in large projects, missing interdependencies, lack of flexibility, and rigidity is crucial.
Phased-Based WBS should be chosen based on the requirements and nature of the
project, comparing the benefits against the limits, to ensure that the chosen technique
is in line with the project's goals and needs. Once a project management-themed video
is produced, the team stands to gain and lose, as well as learn some important skills
that will help us in our future careers. These lessons include:

● Well-defined project objectives are essential for guiding project activities and
measuring success. Without clear objectives, projects are prone to scope creep and
lack of focus.
● Identifying and engaging stakeholders early in the project lifecycle is critical for
understanding their needs and expectations. Effective communication with
stakeholders helps build support and ensures project alignment with organizational
goals.
● Thoroughly defining project scope, including what is included and excluded, helps
prevent misunderstandings and conflicts later in the project. Regularly revisiting
and validating the scope with stakeholders ensures alignment throughout the
project.
● Conducting a detailed risk assessment at the project's initiation stage allows project
managers to identify potential threats and opportunities. Developing risk response
strategies and contingency plans minimizes the impact of unforeseen events on
project outcomes.
● Recognizing project constraints, such as time, cost, quality, and resources, provides
context for decision-making and trade-off analysis. Project managers should work
within these constraints while striving to achieve project objectives.
● Conducting feasibility studies helps assess the viability of the project in terms of
technical, economic, legal, and operational aspects. This information informs
decision-making and ensures projects are pursued with a realistic understanding of
potential challenges. Developing a project charter formally authorizes the project
and provides a roadmap for project execution. Project charters serve as a reference
 point for project teams and stakeholders, ensuring alignment with project
objectives and expectations.

II. SUGGESTIONS FOR PERFORMING AN EFFECTIVE PROJECT

To ensure the project's success, we will require a significant amount of effort from
each member. Not every effort will be effective for the project. So, this is what we
discovered after planning and arranging an entire project:

● Spend sufficient time upfront to define project objectives, scope, and

constraints accurately. Thorough planning reduces the likelihood of rework and
increases the chances of project success.
● Involve stakeholders throughout the project lifecycle to gather input, address
concerns, and ensure alignment with their needs and expectations. Effective
stakeholder engagement fosters collaboration and support for the project.
● Identify, assess, and mitigate risks early in the project to minimize their impact
on project outcomes. Regularly review and update the risk register throughout
the project lifecycle to stay proactive in risk management.
● Maintain open and transparent communication channels with project
stakeholders to keep them informed of project progress, changes, and
challenges. Clear communication fosters trust and enhances collaboration
among project team members. Continuously monitor project performance
against planned objectives and adjust as needed to keep the project on track.
Flexibility and adaptability are essential for responding to changing
circumstances and unforeseen challenges.
Ultimately, this project has been rewarding to complete since it has helped us to see
how decisions are made in practice, apply our theoretical knowledge to real-world
settings, and improve our project management skills. It was a dynamic process of
growth and development that went beyond just a task and had a lasting impact on our
professional abilities.

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REFERENCES

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