Project Management — Installation of the Wind Tribune’s at north East coast

Keywords: Project life cycle, Project planning, Stakeholder’s management, Project Role and responsibilities. Project Success factors, Project Scope, Project budget and timeline, Project Risk Management, Project execution and Control, Project Change Management, Project Quality planning, Project Procurement Planning, Project Communication plans, Progress Monitoring and feedback, Skills and Competencies of Project Manager

Project Overview

The installation of the new wind tribunes at the northeast coast presents a unique opportunity for the snowball to contribute towards the energy project of the government. Nevertheless, installation of these tribunes requires significant time and cost and i.e. it is fundamental that project is managed in effective and efficient manner.

The critical factors associated with the installation of tribunes include completion of the project within defined scope, cost and budget (iron triangle) (Kloppenborg, et al., 2014).

Therefore, effective project management is vital to ensure that planning, organizing, motivating along with control of the resources for project success and competitive advantage (Pinto, 2015).

The critical successful factors for the project are the installation of tribunes within the budget of £1 million each and whole project completed by October 2016. Consequently, the purpose of this report is to enclosed activities and initiatives which are important for successful completion of the project.

The project management for the tribunes’ installation will be effectively managed in the light of project life cycle and this report discusses the processes, stages, leadership role, skills and competencies of project manager as well as control issues associated with the management of the project (Gershon, 2016).

Project Life Cycle

The project life cycle is based on the four stages which are starting the project (business case), Organising and planning (feasibility and design), project implementation and closing the project. (Marco, 2011; Harris & McCaffer, 2013)  The stages and associated activities are enclosed in the diagram below

project life cycle and project management

Project planning — Wind Tribunes Installation

The wind tribunes’ installation is currently at feasibility stage and thus focus should be on the planning and implementation phase of the product life cycle. The range of factors needs to be consider are project planning, leadership as well as control of the project.

According to Kerzner (2014), the planning phase of the project is important to design and develop strategies to achieve the project objectives. The important factors are work breakdown structures, Gantt charts, project budget as well as monitoring and operational plans (Harris & McCaffer, 2013).

According to Heaslip (2014), a good management practice includes defining the baselines and designing the work packages. The three important factors associated with good management practices are defined project cost, time, and quality planning. There are range of project management tools which contributes towards the success of the project in terms of scheduling, resource management, and budgeting.

According to Marco (2016), Gantt chart and CPM is useful for planning and monitoring of the progress of the project against the schedule. The range of activities involves in the successful installation of the wind tribunes is timely procurement and installation to complete the project by October 2016.

Stakeholder identification

Stakeholders are the individual or group who have an interest in operations of the project. The success of the project is associated with identification and recognition of the stakeholders needs associated with the project (Caron, 2014).

For the wind tribune project, there are two types of stakeholders which are internal and external stakeholders. The internal stakeholders are the employee and management of the snowball Ltd whereas external stakeholders are the supplier, government as well as competitors of the company (Kerzner, 2016).

Roeder (2013) explained that the stakeholders of the project can classify according to their interest and power. Government have high interest and high power (Key player) whereas local communities have high interest but lower power. Therefore, one group should keep satisfied while other is keep informed about environment impact of the project.

stakeholder (Mendelow) matrix - project management

 Project Role and responsibilities

Stakeholder / GroupPosition and InterestRoles and Responsibilities
Sponsor of ProjectSnowball Management·      Set Vision for the Project

·      Provide Leadership and direction for the project

·      Business case and provide resources for project

Project ManagerIndividual·      Manage the project operations

·      Project Transition and implementation

·      Planning and Monitoring project

·      Ensure project Success criteria is met

·      Communication with project stakeholders

·      Reporting progress to project sponsor

Development TeamContractors and Suppliers·      Procurement and Business requirement

·      Develop Facilities and installation of tribunes

·      Integration and transition of processes

Project Success factors

Ika et al (2012) highlighted that the success of the project is associated with clear identification of stakeholders associated with the project. The time and cost are critical factors associated with the project that each tribune installed with £ 1 million and whole project completed by October 2016.

Iron triangle - project success factos

Project Scope

Turner (2014) assessed that the project scope involves enlisting the goals of the project, cost estimation, project deliverables as well as milestones. The benefits provided by the wind tribunes’ project to snowball includes a stake in the £ 50 million government investment as well as a reputation as a quality contractor. The wind tribunes will produce clean and efficient energy for local communities and Snowball will retain its profitability and reputation (Mirza, et al., 2013).

The project execution needs to ensure that time and cost of the project achieved through control and execution of the project. The project objectives are installation each tribune within the budget of £1 million and completion of the site by October 2016 (Kerzner, 2014).

Project budget and timeline

The critical successful factors for the wind tribune project are that it meets the defined budget and time. The initial stage involves preparing schedules (Gantt charts); defining the milestones as well as the budgetary setting for the project (Acebes, et al., 2014).

Huang et al (2014) added that the Gantt charts are useful to track the progress of the project in terms of time and cost.  The baselines in the Gantt chart are useful to highlight the difference between the required and actual level of the work.  Earned Value Management (EVM) is a useful measure to track the performance of the project. The benefit of the EVM is that it measure the time and cost of project as a single system.

Project Risk Management

Caron (2013) explained that the project risk management is important to ensure that project completed on time as well as the project remains profitable. The risk is defined as an adverse event which could endanger the completion of the project based on political, social, environment or economic problems.

Consequently, identification and management of risk associated with wind tribunes’ project would minimise the impact of risk on the project. The good risk management practices include maintaining a risk register which allows the identification and quantification of risk. This will allow early identification of risk and take actions to ensure project objectives are achieved (Moran, 2014).

Risk Register – Wind Tribunes Project

Type of Risk

ProbabilityImpact

Requirement identification

Low

Design and feasibility problem

Tribune Installation Problem

Low

Project cost and time overrun

Inaccurate cost estimation

Low

Project cost increase and time overlaps
Time estimation for developmenthigh

Effect quality and timely completion of project

(Teller, et al., 2014)

Project Schedule — Gantt chart for Wind Tribune Project

Gantt Chart - Wind Tribune

Project execution and Control

Project Change Management

Hayes (2014) explained that project Change management involves a structural approach for management of changes during the course of project in terms of people, resources and environment of the project. It ensures that project successfully adapts the new desired position and objectives of the project are achieved.

Parker et al (2013) added that the change management is an important tool to engage the stakeholders to safeguard that people and organisation are aligned to new processes and activities. The role of the project manager is to act change agent in order to create readiness and promote the need for change.

The good change management practices involve creating sense of urgency and readiness of change, providing the business case for change, communication with stakeholders as well as developing right strategy to facilitate the change (Baca, 2015).

Project Quality planning

Burke (2013) elaborated that the project quality planning involves controlling the each phase of the tribune installation to ensure it meets the standard and specification. For example, the tribune installation and operations should meet the ISO 9001 (quality) and ISO 14000 (environment) standards.

Pinto (2015) discussed that the quality planning would allow defining the scope, standards as well as regulations associated with tribune installations. The range of quality tools would allow to measure and monitor the quality control for the processes and activities.

The good project management practices ensure that quality assurance is part of the project activities which minimise the need of rework. The practices such quality audit, quality circles and lean system guarantee the quality assurance for the project (Patzak & Rattay, 2015).

Project Procurement Planning

The wind tribunes are a crucial component of the project and i.e. timely acquisition and delivery of the tribunes is critical for the achievement of project scope. The cost of the tribunes, quality, installation, operations and transportation is an imperative component to ensure that snowball achieves the objectives of the project (Fewings, 2014).

Artto & Kahkonen (2016) mentioned that the selection of the right supplier will ensure that cost is kept fixed while there is no time and quality issues associated with tribunes. The good project management practices include the procurement of large items through tendering (Term of reference) from certified and register suppliers. The agreement and contract signed with supplier need careful evaluation and milestone must be set to avoid procurement risk.

Project Communication plans

Gido & Clements (2014) explained that the communication is critical for the success of the project and it helps to avoid the project slippage. The continuous communication among all the project stakeholders would allow the tracking of changes and monitoring the progress of the project.

For example, the exchange of the installation report and technical design would allow the accurate installation of the wind tribunes. Moreover, the weekly report is useful to ensure that project is on track and completed by October 2016. The continuous and timely communication is crucial for success of the project through sharing timely information (Dow & Taylor, 2016).

project communication management

Progress Monitoring and feedback

Gambrel (2011) discussed that the feedback is a most important component of effective project control because it allows evaluation of the result and integrating the result to ensure that project objectives are achieved.

Burke (2013) added the good project management practices involve continuous assessment and monitoring of the system which allows the monitoring of the results to identify the progress of the processes and ensure that project objectives are achieved.

The useful approach is conducting the variance analysis which would allow identifying the differences between the actual and budget output level. Therefore, monitoring and feedback are important to control the factors which result in delay of project (Kendrick, 2015).

management feedback

Skills and Competencies of Project Manager

Ika et al (2012) elaborated that the skills required by the project manager to successfully complete the project within defined scope are hard and soft skills. The soft skills include communication and people management skills which ensure that project process and resources remained aligned.

Levin (2015) analysed that the hard skills include the technical knowledge which is important for planning and execution the project. The hard skills are essential for design and execution the project whereas soft skills allow the communication and leadership plays critical role in implementation of the project.

Moreover, the competence of the project manager to act as change act is important to avoid the project slippage. The soft skills allow the project manager to effectively develop strategies to achieve the plans and objectives whereas hard skills are essentials to develop the operational plan, set vision and direction for the project (Toney, 2016).

Conclusion

The installation of the wind tribunes is a major project for Snowball and does require significant time and cost commitment. The project constraints are the cost of £ 1million for tribune as well as completion of the project by October 2016.

Therefore, it is important to conduct effective project planning and management which allows the timely completion of the project within defined budget. The planning phase will provide a strong foundation for the project execution and control and guarantee the scope of the project.

The range of activities such schedule of project, project budget, and risk management practices as well as change management is crucial for the project successful.

Project planning and execution requires soft and hard skills for a project manager in order to develop plans, budgets and resource alignment. The performance measure and feedback are useful to avoid the project slippage and completion project by October 2016.

 

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