Table of Contents

Question 1 (20 Marks)

According to Clements & Gido (2017), a project is an endeavour to
accomplish a specific objective through a unique set of interrelated task and
the effective utilization of resources. Explain to your CEO the key
characteristics of your project. Your discussion with him should include the
pertinent associated theory.

Question 2 (20 Marks)

In managing the scope of your project you have realised that if it is ill-defined,
the team could misinterpret their tasks and will lead to missed milestones.
Discuss with your project team the scope management process that will be
undertaken for your project by referring to the relevant theory that you have
studied.

Question 3 (20 Marks)

In managing your project, there are costs that the project manager needs to
be cognisant of. Elaborate to your project finance manager the various project
cost types that you will be managing for which the finance department needs
to provide the project team support on.

Question 4 (20 Marks)

At a meeting with your project team, the numerous risks have been
discussed. Use the fishbone analysis to identify the project risks for your
project. Also, discuss mitigation against these risks.

Question 5 (20 Marks)

The quality control manager has attended a project team meeting. He wants
assurances on how your team will ensure that the quality of the project will be
managed well. Use the six sigma themes to explain to the quality manager
how your team will ensure that the quality of the project meets the predefined
standards.

1
Question 1

Introduction

Every business encounters a scenario that necessitates a change. Starting a

new office, launching a new product or service, upgrading an existing work
process, installing a new computer system, combining with another company,
moving to a new site, entering a new market, addressing a social need, and
so on are examples of these changes. These modifications are required to
satisfy an organization's operational or strategic goals. And projects are used
to achieve these objectives. Furthermore, the primary goal of an organization
is to create value for its stockholders, which is accomplished when the
organization generates a healthy profit by achieving its strategic objectives
(Rad, P. & Anantatmula V, 2010). And projects are the means by which a
company achieves its strategic goals (Rad, P. & Anantatmula V, 2009).

Based on the nature of their business, organizations design and execute

projects that can be classified as internally or externally funded. Efficiency in
project execution is the means by which the amount of real profit is increased
in organizations that conduct externally funded projects for a fee (of sorts) on
behalf of external clients (Rad, P. & Anantatmula, V. 2009). If the
organization's primary line of business is service, manufacturing, or research,
the projects in the organization are most likely internally funded, and project
teams' missions are to create increased operational efficiency, new products,
or new markets.

Project management is the process of planning, executing, and controlling

resources to achieve specific objectives in a unique set of interrelated tasks.
According to Clements & Gido (2017), a project is defined as "a temporary
endeavor undertaken to create a unique product, service, or result."
Therefore, a project is different from other business activities because it is
temporary, has a unique objective, and requires a specific set of interrelated
tasks. The key characteristics of the project can be explained as follows:

2
Temporary: A project is time-bound and has a specific start and end date. The
project starts when the project charter is signed and ends when the objectives
are achieved.

Unique Objective: A project has a unique objective, which means that it is

different from other business activities. In this case, the objective of the
project is to provide internet connectivity to KwaMashu, Kwa-Zulu Natal, to
support the students' ability to access study content online.

Interrelated Tasks: A project consists of a specific set of interrelated tasks,

which are necessary to achieve the project objectives. In this case, the project
consists of two main tasks: planning the infrastructure (fibre) and installing the
infrastructure.

Utilization of Resources: A project requires the effective utilization of

resources, including people, time, and money. In this case, the project will
require skilled technicians to plan and install the fibre infrastructure, as well as
financial resources to procure the necessary equipment and materials.

It is essential to ensure that the project is managed effectively to achieve the

desired outcomes. According to the Project Management Institute (PMI),
project management involves five process groups: initiating, planning,
executing, monitoring and controlling, and closing. These process groups
interact with each other and are iterative, which means that the project
manager may need to revisit earlier stages during the project life cycle. By
following these process groups, the project manager can ensure that the
project is completed within the specified time, cost, and quality requirements.

The underlying project management principles of effective and efficient

resource usage true and vital in order for organizations to extend their
services for social causes without increasing their resources (Anantatmula, V.
(2016).

3
As per Clements & Gido (2017), a project is a temporary endeavor to achieve
a specific objective through a unique set of interrelated tasks and the effective
utilization of resources. The key characteristics of your project are:

Specific objective: The project has a well-defined and specific objective that
needs to be achieved. In the Case Study, the project's goal is to bring internet
access to KwaMashu, KwaZulu Natal. Due to the large number of students
who must work from home in order to continue their studies, the lack of
internet connectivity has hampered students' ability to access study content
online during COVID-19, which has been escalated to the minister.

Temporary endeavor: The project is temporary and has a defined start and
end date. The CEO wants the project manager to report directly to him for the
duration of the project so that he can get first-hand information on how the
project is progressing. The ministry of telecommunications has given the
project management CEO a 6-month deadline to complete the project.

Unique set of tasks: The project involves a unique set of tasks that are
interrelated and need to be completed in a specific sequence. This trait is
highlighted in the Case Study by the fact that the project manager is to ensure
that the infrastructure (fibre) design and installation are completed within the 6
month period, including the project closing.

Utilization of resources: The project requires the effective utilization of

resources, including human, financial, and physical resources. The fact that
the project is to be completed in 6 months is a testimony that the resource
which include human, financial and physical resources are too be fully utilized.

Cross-functional teams: Projects often involve cross-functional teams,

bringing together individuals from different departments or functions to work
towards a common goal.

Risk and uncertainty: Projects involve risk and uncertainty, and effective
project management involves identifying and mitigating risks as they arise.

4
Deliverables: Projects produce deliverables, which are the outcomes of the
project that meet the project objective. This is evidenced by the fact that the
project has to be completed in 6 months.

To effectively manage the project, it is important to understand these key

characteristics and implement best practices in project management. One
such best practice is the Project Management Body of Knowledge (PMBOK)
developed by the Project Management Institute (PMI), which provides a
framework for managing projects effectively.

Conclusion

In summary, the project has a specific objective, a unique set of interrelated

tasks, requires effective resource utilization, involves cross-functional teams,
and produces deliverables. It is important to understand these key
characteristics and implement best practices in project management to ensure
the success of your project.

5
Question 2

Introduction

The Project Management Institute (PMI, 2000) defines a project as a

temporary, decisive beginning and definitive end-of-life undertaking
undertaken to generate a one-of-a-kind product or service. Projects are
defined as the achievement of a certain goal through the use of resources on
a sequence of activities or tasks. The preparation of the scope definition
package is a crucial subprocess of the pre-project planning process. The
process of defining and preparing projects for execution is known as scope
definition. It is at this critical stage when the project's risks are assessed and
the specific project execution strategy is created. In this regard, the
fundamental question is, "What does it take to be successful in business?"
The three main steps in the procedure are as follows: Identifying the
components involved in launching a project, Clearly outlining the goals and
objectives Identifying performance indicators

Within the project or program system, the product is a separate system.

Needs, goals, objectives, stakeholders, drivers, and interfaces differ between
project and product scope. While the project scope will drive the product,
there will be other factors as well. A project scope addresses the effort
required to produce the project deliverables. The project scope is limited to
the work required to fulfill the project objectives. A product scope, on the other
hand, is the traits and characteristics of the project deliverables. The product
scope is measured in relation to the requirements, whereas the project scope
is measured in relation to the project plan.

The product's scope defines the solution's boundaries. The product scope
decision is concerned with identifying which of the business needs (given the
constraints) could be carried out by the solution.

There is little chance of success without an agreed-upon and established

vision. Each project must properly identify and document its scope in order for
the project to move forward in a coordinated manner and requirements to be

6
written. Martinsuo, M. and Lehtonen, P. (2007) conducted an empirical
analysis based on a questionnaire survey across key projects in Finland. They
derived from their results' linear regression that single project management is
connected with portfolio management efficiency indirectly in the form of goal
setting (including scope of project). The achievement of scope goals may be
regarded as the most essential factor in portfolio management efficiency,
because scope as a product is the most realistic approach to implement
strategy.

The statement of need, once generated, should not vary over time. We don't
know what is really needed if the need changes, and we can't create a
solution to fit a moving target. Don't let the true need go unnoticed. Our
investment is centered on that. The Chaos Report (Clancy, T.1995) relied on
surveys and interviews to give qualitative context for its findings. Some of the
case studies they looked into were the California (DMV) project in 1993 and
the American Airlines project CONFIRM in 1994. Incomplete requirements,
fluctuating needs, and unclear objectives were identified as major causes of
project failures. HYATT Hotels, Reservation systems project 1994, and Barco
Itamarati Brazilian Bank, on the other hand, were successful due to well-
documented defined objectives and efficient scope management.

To manage the scope of a project, it is important to follow a defined process

that involves several steps. One commonly used framework for project
management is the Project Management Body of Knowledge (PMBOK)
framework. The PMBOK framework outlines five key steps in scope
management:

Collect Requirements: The first step is to collect the requirements of the

project. This involves identifying all the stakeholders and their needs, as well
as any constraints or limitations that must be considered. It is important to
gather as much information as possible to ensure that the project is well-
defined and everyone is clear on what is expected.

Define Scope: The next step is to define the scope of the project. This
involves clearly defining the objectives, deliverables, and tasks required to

7
complete the project. It is important to ensure that the scope is realistic and
achievable within the project timeline and budget. In the Case Study, the
objective of the project is to bring internet access to KwaMashu, KwaZulu
Natal. The tasks required to complete the project include planning of the
infrastructure and installation.

Create a Work Breakdown Structure (WBS): The WBS is a hierarchical

breakdown of the project into smaller, more manageable tasks. This helps to
organize the work required and ensure that all tasks are accounted for. The
WBS is a useful tool for estimating time and resources required for each task.

Verify Scope: Once the scope has been defined and the WBS created, it is
important to verify that everyone is in agreement with the scope and that it
accurately reflects the requirements of the project. This involves reviewing the
scope with stakeholders and getting sign-off on the scope.

Control Scope: The final step is to control the scope of the project. This
involves monitoring the project progress and ensuring that all work is aligned
with the scope defined. If changes are required, they must be carefully
managed and approved by stakeholders to ensure that they do not impact the
project timeline or budget.

To ensure that the project team understands and follows the scope
management process, it is important to provide clear communication and
training on the process. The project manager should ensure that all team
members understand their roles and responsibilities, and have access to the
necessary tools and resources to manage scope effectively. Additionally,
regular reviews of the scope and WBS should be conducted to ensure that
they remain accurate and up-to-date.

Conclusion

By following a well-defined scope management process, the project team can

ensure that the project is well-defined, tasks are clear, and milestones are

8
achieved. This will help to ensure that the project is completed on time, within
budget, and meets the requirements of all stakeholders.

9
Question 3

Introduction

As a project manager, I will be responsible for managing various costs

associated with the project. These costs can be broadly categorized into two
types: direct costs and indirect costs.

Direct Costs: Direct costs are those costs that are directly related to the
project and are essential for its successful completion. Examples of direct
costs include:

Labor costs: These are the costs associated with the project team, including
their salaries, wages, and benefits.

Materials costs: These are the costs associated with the purchase or
acquisition of materials needed for the project.

Equipment costs: These are the costs associated with the purchase or rental
of equipment needed for the project.

Subcontractor costs: These are the costs associated with hiring

subcontractors to complete certain aspects of the project.

Indirect Costs: Indirect costs are those costs that are not directly related to the
project but are necessary for its completion. Examples of indirect costs
include:

Overhead costs: These are the costs associated with running the project
office, such as rent, utilities, and office supplies.

Administrative costs: These are the costs associated with managing the
project, such as project management software, project management training,
and project management salaries.

Contingency costs: These are costs that are set aside for unforeseen events
or circumstances that may occur during the project.

10
In addition to these costs, there are also costs associated with project
financing and accounting that the finance department will need to support the
project team on. These include:

Budgeting: The finance department will need to work with the project team to
develop a budget for the project and monitor it throughout the project.

Cost accounting: The finance department will need to track the costs
associated with the project and report on them regularly.

Cash flow management: The finance department will need to manage the
cash flow associated with the project to ensure that there is enough funding to
complete the project.

Financial reporting: The finance department will need to provide regular

financial reports to stakeholders, including the project team and management.

Conclusion

Overall, the finance department will play a critical role in supporting the project
team by providing financial and accounting support throughout the project
lifecycle.

11
Question 4

Introduction

Fishbone analysis, also known as Ishikawa diagram, is a tool used to identify

potential causes of a problem. In the context of risk management, it can be
used to identify the potential sources of risks that may impact a project.

The several potential sources of risk, including:

Human factors: risks related to the project team, such as lack of skills,
experience, or motivation, as well as communication issues or conflicts
between team members.

Technology: risks related to the software development process and

technology used, such as bugs or glitches in the code, compatibility issues, or
changes in technology trends.

Requirements: risks related to the project requirements, such as unclear or

changing requirements, unrealistic expectations, or missing requirements.

External factors: risks related to external events, such as changes in the

market or industry, legal or regulatory changes, or economic downturns.

Once we have identified the potential sources of risk using the fishbone
diagram, one can develop mitigation strategies to address them. Here are
some examples:

Human factors: to mitigate these risks, there is need to ensure that the project
team has the necessary skills and experience, provide training and coaching
as needed, establish clear communication channels and protocols, and
encourage collaboration and teamwork.

Technology: to mitigate these risks, we can use proven development

methodologies, such as Agile or Scrum, conduct regular testing and quality
assurance, use industry-standard tools and technologies, and stay up-to-date
with emerging trends and best practices.

12
Requirements: to mitigate these risks, we can establish a clear and detailed
requirements management process, involve stakeholders in the requirements
gathering and validation process, use tools such as user stories and
acceptance criteria, and conduct regular reviews and updates of the
requirements.

External factors: to mitigate these risks, we can monitor the external

environment for changes that may impact the project, establish contingency
plans for potential disruptions, diversify our customer base and markets, and
maintain strong relationships with key stakeholders and partners.

Conclusion

By using the fishbone analysis to identify potential sources of risk and

developing mitigation strategies to address them, we can help ensure the
success of our project.

13
Question 5

Introduction

This essay elucidates how the team will ensure that the quality of the project
meets the predefined standards using the Six Sigma themes.

Define: The first step our team will take is to define the project goals and the
customer requirements. This will help us establish the expectations for the
project and ensure that we are working towards meeting those expectations.

Measure: Next, we will measure the quality of the project using data-driven
methods. We will use statistical analysis to identify any potential issues or
defects and collect data to help us understand where improvements can be
made.

Analyze: Once we have collected the data, we will analyze it to identify any
trends or patterns that may be affecting the quality of the project. This will help
us determine the root cause of any issues and develop strategies to address
them.

Improve: Based on the analysis, we will develop a plan to improve the quality
of the project. This may involve implementing new processes, procedures, or
tools to address the root cause of any issues identified.

Control: After implementing our improvement plan, we will monitor and control
the project to ensure that the quality standards are being met. This will involve
establishing metrics and checkpoints to measure progress and ensure that
any new processes or procedures are being followed.

Sustain: Finally, we will ensure that the improvements we have made are
sustainable by continuously monitoring and evaluating the project. This will
involve ongoing data collection and analysis to identify any potential issues
and make adjustments as needed to maintain the quality of the project.

Conclusion

14
By following these Six Sigma themes, our team will be able to ensure that the
quality of the project meets the predefined standards and that any issues are
addressed in a timely and effective manner.

15
References

Clancy, T. (1995). CHAOS, THE STANDISH GROUP REPORT, The Standish

Group.

Clements, J. P., & Gido, J. (2017). Effective project management. Cengage

Learning.

Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a

guide to measuring and monitoring project performance. John Wiley & Sons.

Lock, D. (2017). Project management (11th ed.). Gower Publishing

Martinsuo, M. and Lehtonen, P. (2007) Role of single-project management in

achieving portfolio management efficiency, International Journal of Project
Management, pg 56–65.

Project Management Institute. (2000). A Guide to the Project Management

Body of Knowledge, PMBOK Guide 2000 edition, Project Management
Institute, Pennsylvania.

Project Management for Development Professionals (PMD Pro). (2014). PMD

Pro Guide: The Practical Guide to Project Management for Development
Professionals.

Project Management Institute. (2017). A guide to the project management

body of knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.

Project Management Institute. (2019). Project Cost Management: A Practice

Guide. Project Management Institute

Wysocki, R. K. (2017). Effective project management: traditional, agile,

extreme (7th ed.). John Wiley & Sons.

16
17