Staffordshire University

MBA Blended Learning

Project Management
Module code: OPSM70022

May 2020
Contents

Table of Contents

Table of Tables.............................................................................................................2
Table of Figures............................................................................................................3

1.0 Introduction......................................................................................................4

1.1................................. Introduction to project management 4

2.0 Rationale for the project..................................................................................6

2.1................................................. Project environment 6

2.2.................................................... Organisational fit 6

2.3....................................... Project management process

15

2.4........................................ Requirements and measures

19
3.0 Stakeholder analysis.....................................................................................19
4.0 Project organisation / project teams............................................................22
5.0 Project planning.............................................................................................23
6.0 Risk management...........................................................................................24
7.0 Project monitoring and controls..................................................................25
8.0 Supply chain management............................................................................26
9.0 Project closure...............................................................................................26
Critical Reflection......................................................................................................28
References.................................................................................................................34
Appendices
Appendix 1 GANTT Chart illustration....................................................34
Appendix 2 Board presentation............................................................36

List of Figures
Figure 1 The 4 D approach to project management.............................15
Figure 1 Stakeholder engagement matrix.............................................20

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Figure 2 Stakeholder engagement matrix NS Mind..............................20
Figure 3 Kolb’s learning cycle...............................................................28

3
List of Tables
Table 1 Characteristics of projects..........................................................5
Table 2 The 5 Cs Model..........................................................................6
Table 3 SWOT analysis NS Mind........................................................7-8
Table 4 PESTELE analysis NS Mind.................................................9-12
Table 5 Project comparison..................................................................13
Table 4 PESTELE analysis NS Mind.................................................9-12
Table 6 The 5 Cs model for NS Mind....................................................14
Table 7 Project Methodologies Comparison.........................................16
Table 8 The benefits of PRINCE 2.......................................................17
Table 9 The PRINCE2 process.............................................................18
Table 10 Rationale for stakeholder inclusion........................................13
Table 11 Project risk management overview........................................25

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1.0 Introduction

This assignment explores project management through the discussion and

development of a project framework to plan, manage and monitor a project at North

Staffs Mind (NS Mind). It had been hoped that this project could be a live exercise in

conjunction with the creation of this assignment. However the corona pandemic

meant that this was not possible as the organisation shifted towards implementing

business continuity plans to continue to operate during lockdown. The importance

and prevalence of project management is established, and worked examples are

included to demonstrate how theoretical models can be used to develop this new

framework along with comparison, contrast and selection of options available.

1.1 Introduction to project management

The Project Management Institute define a project as “A temporary endeavour

undertaken to create a unique product or service” (Project Management Institute,

2004, p5). Meredith and Mantel (2009, p9) concur with this definition believing it is

“A specific, finite task to be accomplished’ Meredith & Mantel.

Wysocki breaks a project down further believing it is ‘a sequence of unique,

complex and connected activities that have one goal and must be completed within

a specific time, within budget and according to specification’ (Wysocki 2011 p3).

These definitions demonstrate that anyone can be involved in projects in both home

and work lives - from the planning of a new home vegetable patch to the

development of a new system within a global organisation. Table 1 summarises

key characteristics of projects.

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 Characteristic Notes
Unique The project has not been completed before
Temporary Start and end date established
Focussed on Linked to business strategy
delivering results
Involves uncertainty Detailed requirements may emerge once project initiated
and project may need to change to react to project
environment
Involves change Consider impact on project team and other stakeholders
Interdependent Requires interlinking of activities and the bringing together
activities of different skills and experience
Involve social Remember people are not machines and may not always
construction behave as expected

Table 1 Characteristics of Projects (adapted from Maylor 2010 and Meredith &

Mantel 2009)

Project management has been used for millennia – from building of pyramids, to the

development of the US railroads in the 19th century (Shenhar,& Dvir 2004). Kerzner

(2017) summarises more recent developments from the 1960s, when it tended to

focus on standardisation and control, to the contemporary embracement of project

management as a specialist area necessary for survival in all industries and

business size.

Maylor (2010 p8) summarises ‘there is only one consistent feature in modern

business and that is change’ and that the most successful organisations are adept at

changing. Biggins et al (2016) agree with this stance believing that project

management is needed by organisations in order to respond to their environment.

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Maylor (2010) summarises that project management is becoming increasingly

important due to increased competition, consumers becoming increasingly

demanding, advances in technology and improved project management skills and

processes. It is therefore considered to be a potentially valuable tool for use within

NS Mind.

Meredith & Mantel (2009) believe that there are three prime objectives of project

management to meet specified performance within cost and on time.

2.0 Rationale for the project

2.1 Project environment

Project portfolio management aligns and prioritises current and potential projects
against strategic goals (Kaiser et al 2015). In order to do this Maylor (2010)
advocates evaluation of the project environment into ‘5 C’ elements:

Context The external influences

(PESTELE analysis)
Complexity The level of difficulty of the
project
Completeness The competition of other
organisations to deliver the
project
Completeness How much of the end objective
will the project deliver
Customer focus How the needs and
expectations of the customer
will be met through the project

Table 2 The 5Cs Model (Maylor 2010)

North Staffs Mind has many priorities competing for limited resources. In the last 12
months the organisation has lost contracts through commissioning outside its control
(NS Mind 2019). A SWOT analysis and PESTELE analysis (overleaf) were
completed to summarise the main internal strengths and weaknesses and external

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challenges and influences faced by the organisation to identify and prioritise potential
projects to best benefit organisation.

PESTELE is a widely-used analysis tool which ensures businesses consider external

factors beyond their control, but are potential sources of competitive advantage
(Clegg et al 2017). SWOT is one of a number of internal analysis tools that include
the BCG matrix (Clegg et al 2017). Gilligan and Wilson (2003) exercise caution in
the use of SWOT as it is can be used superficially. Further value could be added
through further evaluation and ranking of strengths and weaknesses as has been
adopted for the PESTELE analysis. Both tools are used within NS Mind (NS Mind
2017).

Strengths Weakness

• 40 years’ experience (NS Mind 2018) • Variable income – reliance on

• Strong reserves fundraising
• Staff expertise and experience • Over reliance on 2 core contracts
• High level of volunteer input (3000 • Limited internal resources dedicated to
counselling hours/year) fundraising
• Existing contracts • Lack of fundraising strategy
• Track record of fundraising success • Fundraising committee not
• Existing network of fundraisers representative of whole organisation
• High levels of local brand awareness • Too many donations linked to specific
• National Mind branding (credibility and projects/initiatives/involve staffing
awareness) commitments – affecting unrestricted
• National Mind available resources and income
support • Lack of customer relationship
• Established and growing social media management system
audience • Branding compliance with national
• Ongoing contracts with NHS Mind
• Diverse portfolio of services – • Lack of management experience and
including counselling, support groups, training within SMT
housing, training • Staff tend to have multiple roles –
• Commercial contracts to provide limited expertise in core corporate
counselling to Staffs County Council areas
and Cheshire Police • Board membership currently at
• Strong relationships with key external
minimum number
stakeholders forged over many years
• Reliance on volunteer input in
counselling
• No volunteer input in fundraising
activities

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Opportunity Threat

• Continue to build commercial portfolio • Loss of core contract has large

of services – including local impact on annual income
businesses, social services etc • Campaign by disgruntled client on
• Launch paid for counselling to run social media
alongside core service • Loss of expert, key staff
• Volunteer strategy created to ensure • Pandemics!
• Growing number of local charities
recruitment and retention of volunteers
competing for donations
across the organisation • Lack of awareness re difference
• Efficiency by better coordination of between national and network
fundraising activities/use of resources Minds – potential for fundraising to
• Increase fundraising revenue through go to national Mind
wider promotion throughout the local • Non-adherence to protocols, policy
area and fundraising law/regulation
• Increase unrestricted funds raised • Risk of being seen as ‘ambulance
• Increase repeat fundraising through chasers’
active stewardship • Loss of sight of Mind values and
• Create compelling storylines to principles (respectful, fair, in
promote donations partnership and transparent)
• Opportunity to widen geographical • Reduction in funding for mental
reach into adjoining areas where there health services
is no Mind presence
• Maintain statutory income contracts
and bid for more to minimise impact of
future contract losses

Table 3 NS Mind SWOT analysis

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Factor Implication Importance Probability Weighted
(0-10) (0-10) score
Political
Threat to statutory funding 2008 austerity has hit the sector hard and it has also 9 7 63
for mental health services faced changes in the political, economic and social
environment (Hodges and Howieson 2017)
Reduced income from statutory services from 1st April
2020 (NS Mind 2019)
Housing sector reforms – Potential loss of income from supporting people. Current 4 8
supporting people funding under review

Internal politics – resistance Author has witnessed resistance to change amongst SMT 3 7 21
to try new things
Working alongside Stoke Need to maintain positive working relationships and apply 7 3 21
City and Staffordshire for available grants and funds – and to lobby for funds for
County Councils new services when new need arises. Focus on contracts,
competition and outsourcing has leached away the spirit
and energy of volunteering and community action (Walker
2017)
Economic
Reduction of cash in 70 per cent of charities have seen a decrease in cash 5 5 25
circulation donations over the last three years (Civil Society 2018)
Cash donations – eg revenue from bucket collections at
local football clubs has reduced in the last 2 years
Decline in economy due to Investors fear the spread of the coronavirus will destroy 8 5 40
Corona virus economic growth (BBC 2020). Likely to reduce donations
from businesses and individuals. Reduced spend on
mental health services – or possible increase in spend on
counselling for employees affected by the crisis

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Reduced statutory funding Spending on mental health decreasing in real terms 5 6 30
for mental health services (Mental Health Network 2016)
Brexit key concern. UK charities receive some £300m
in funding from the EU’s European Social Fund (ESF)
each year. (Civil Society 2018)
Record low interest rates NS Staffs holds strong reserves. Interest rates limiting 2 8 16
return on cash reserves held (NS Mind 2019)

Socio-Cultural
Ability to respond to local North Staffs high prevalence of 18-24 aged females self- 5 5 25
mental health emerging harm/suicide
trends

Campaigns re mental health Sector is facing increased demand for services that are 7 7 35
reducing stigma and raising being delivered through reduced resources (Macmillan
demand and McLaren 2012). Approximately 1 in 4 people in the
UK will experience a mental health problem each year
(Mind 2020)
Time for Change campaign tacking stigma (Time to
Change 2020)

Local trends – more and NS Mind experiencing higher demand for services and 3 7 21
more complex mental presenting conditions are becoming more complex (NS
health needs emerging Mind 2019)

Aging population – service Demand for mental health services by those aged 60+ 2 7 14
demand increasing. At the last census (2011) there were 9.2
million (1%) aged 65 plus, an increase of almost one
million over the preceding decade
Number of over 65s set to grow by 8.9% to 13.3 million
between 2018 and 2023. This will represent 19.4% of the
UK population (ONS 2019)

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 Anecdotal evidence shows low access to digital services
amongst local 65+ population

Aging population – Aging population (Clore Social Leadership 2019) people 7 4 28

volunteer input having longer, healthier retirements (opportunity)
More skilled and experienced volunteers available.
Opportunity to create a recruitment strategy to attract and
retain
Technology

Access to digital services – In 2017, 88% of the public accessed the internet at least 6 6 36
general population once a week, and this is expected to rise to 94% by 2025
(ONS 2018). Expectation of digital service availability
from consumers.
NS Mind needs resources and expertise to react to the
demand or risks losing clients

Access to digital services – In 2.6 million people aged 75 years and over did not have 4 6 24
older people internet access (ONS 2018) – demonstrates need to
retain traditional service delivery methods
Google reviews The vulnerable nature of clientele can result in negative 6 7 42
campaigns about our services – for example @26.04.20
average rating for NS Mind was a low 1.5. Most reviews
thought to be from one individual but Google wont
remove. This is highly visible and affects reputation with
clients and potential clients
Legal

Compliance with GDPR Potential for data breach of personal data 6 2 12

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Ensure fundraising is Fundraising Regulator (2020). Danger of fine and/or 4 1 4
completed within legal reputational damage
guidelines
Necessity to comply with Ensure understand current legislation and best practice 4 1 4
finance and fundraising
reporting
Environmental
Covid pandemic Service shifted to remote delivery due to lockdown – 4 8 32
ongoing monitoring of home working on employees and
remote services for clients necessitated
Older properties owned and High energy bills, high cost of maintenance, potential
managed by NS Mind poor reputational damage
environmental performance Aesthetics of buildings also may impact reputation and
building access
Programme of repairs required – with no budget to
consider
Ethical
Counselling delivered within Access to services. Staff induction and training – 8 1 8
industry ethical constraints procedures followed and regularly reviewed
NS Mind operating with Ensure policies and practice continue to reflect legislation 8 1 8
vulnerable clients and best practice. Safeguarding training and procedures
when required

Table 4 NS Mind PESTELE Analysis

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The analysis demonstrates that NS Mind is facing many challenges; a threat to
statutory funding being identified as the greatest. NS Mind will need to harness its
internal strengths to maximise the merging opportunities and minimise the threats to
broaden its portfolio of services and income to reduce reliance on statutory service
contracts.

2.2 Organisational fit

From the external analysis completed, four potential projects were identified. These
were evaluated against a number of NS Mind strategic objectives and potential
outcomes to establish their organisational fit.

Review Create Building Creation

risk volunteer improvement of digital
framework strategy programme strategy
In the Corporate Plan Yes Yes No No
Makes the business more competitive Yes Yes Yes Yes
Offers return on investment (resources –
Yes Yes Yes Yes
people and finance)
Achievable using existing internal skills
Yes No No No
and experience
Improves business sustainability Yes Yes Yes Yes
Improves business performance Yes Yes No Yes

Table 5 Project comparison NS MInd

Using the results of this table the review of risk framework has been selected as a
priority. This fits within corporate strategy and is achievable utilising internal
resources and expertise. The value is confirmed by Williumsen et al (2019( who se
research found proactively reacting to mitigate risk will allow the organisation to
maximise emerging opportunities (Willumsen et al 2019) and The Charities
Commission (2010) who confirm the importance of risk management in the sector
as charities face risk in most of their activities and managing risk is key to the
effective governance of charities.

The 4 Cs model is repeated overleaf to summarise the project.

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Context The external NS Mind is operating within a
influences (PESTELE challenging environment. It is
analysis) anticipated that reviewing and
enhancing its risk management
framework will allow it to better
perform by managing risk –
including opportunity risk
Complexity The level of difficulty of This project is considered
the project relatively simplistic. It will be
managed in-house and
stakeholders are primarily
internal.
Completeness The competition of The project is being completed
other organisations to in- house due to a lack of funds
deliver the project to support external
facilitation/expertise. A more
robust and reactive risk
management framework will help
to achieve competitive
advantage.
Completeness How much of the end The project will end on the
objective will the signing off of the new risk
project deliver framework by the board of
trustees. The framework then
becomes operational and will be
reviewed annually.
Customer focus How the needs and Stakeholder engagement will
expectations of the focus on sharing key information
customer will be met and researching both the
through the project requirements and suggestions to
enhance the framework.

Table 2 The 5Cs Model – Creating a Risk Management Framework for SN Mind
(Maylor 2010)

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2.3 Project management process

Project management methods are the standards and methods that are used to
control and conduct projects (Biggins et al 2016). As organisations grow, and the
environment in which they operate becomes more complex, the benefits of
standardising an approach through implementing a project management process
magnify. Many organisations tailor their selected method to suit their own
requirements (Biggins et al 2016).

There are many processes available. The Four D approach (Maylor 2010) is a
simple, established approach to project management.

Define Design Deliver Develop

the project the project the project the project

Figure 1 The Four D approach to project management (Maylor 2010)

Other methodologies include Waterfall, Agile (including Scrum, Lean, Extreme

Programming and Kanban) and PRINCE2 (Biggins et al 2016). Table 6 compares
and contrasts these three approaches.

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Waterfall Agile PRINCE2
Development approaches comprising themes, Project management
principles and processes methodology and
practitioner certification
program
Follows a rigid, linear Projects broken into short Divides projects into
approach cycles manageable and
controllable stages
Sequential – stages can’t Flexible and quick See table x which
begin until the previous summarises why
Actively encourages
stage completed PRINCE2 has been
flexibility, adaptability,
selected as an
communication
appropriate methodology
Product validated at end Focussed on the needs of for the project at NS
of project the client which may Mind.
change during the
process
Lacks the opportunity for Can be demanding of
continuous improvement customers who are
throughout the involved throughout
process. Doesn’t
The approach can be
acknowledge that the
complex and evolving and
external environment
therefore difficult to
and/or client needs may
explain to stakeholders
change
Can lead to inefficient use
Clients may not always
of time and resources
know what they need at
the start of projects
Suits large scale, Popular Agile frameworks
complex projects are Scrum, Kanban, Lean
and Extreme
The rigidity means the
Programming.
project has a likelihood of
being completed to time Suits software creation
and within budget projects
A hybrid approach can be adopted that utilises the best aspects of many
processes. This could be risky.

Table 7 Project Methodologies (adapted from Biggins et al 2016)

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PRINCE2 is considered a suitable approach for NS Mind to follow due to the
following reasons:

Benefit Value to NS Mind

Applicable to a wide range of projects and industry PRINCE 2 applies to
settings - Within PRINCE2 the end product can also be services and processes as
a person, process, service and/or system well as products – suiting
Approachable language - easy to understand the outputs of a mental
vocabulary used health charity. NS Mind
Focussed on end outcomes does not employ project
Continuous monitoring integrated manager specialists and so
Quality measures used to determine progress and the structured,
success approachable and results
Easily integrated with other systems and processes driven process is felt to be
Clearly defined roles and expectations of particular relevance to NS

Managed by exception – issues escalated and dealt Mind. The availability of

with as they arise resources – many free – is

Globally used – many resources and training packages also attractive to the charity

available which operates within

limited resources.

Table 8 Benefits and Value of PRINCE2 to NS Mind (adapted from Office of

Government Commerce 2009)

PRINCE2 identifies categorises projects into eight key processes.

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 1 Directing the High level sponsors define the need for the project,
project the resources available and confirmation that it
should continue
2 Planning a Ongoing activity. Creation of a model of activity
project including sequence, duration, resource requirements
and risk
3 Starting up a Once project has gained approval – organisation of
project resources
Appoint management team and assign objectives
Workplan created and agreed between project team
and client
4 Initiating a Sets criteria against which the project will be judged
project
5 Controlling a Control and problem solving to ensure stages are
stage completed and objectives met
6 Managing This stage coordinates the work of multiple teams to
product delivery ensure work is allocated and completed to
specification
7 Managing the At the end of each stage progress is reported,
stage boundaries alongside any issues that emerged
8 Closing a project Shut down project systems
Provide reports and feedback for future process
improvement
Establish project success against objectives

Table 9 PRINCE2 Process (Maylor 2010)

Project management process bring structure and focus that may support their
implantation, but projects can (and do) fail in any organisation (Discenza & Forman
2007). There are many issues and challenges to face which include conflicting
demands on (or lack of) time, complacency of the project team, lack of accountability
and lack of stakeholder involvement (Maylor 2010).

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When this project is initiated, following the covid crisis, a full project management
plan for NS Mind will be created following the PRINCE2 8 processes.

2.4 Requirements and measurements

Traditionally Atkinson (1999) suggested an “iron triangle” trade‐off between cost,

time and quality in terms of determining project success. However, the need to
satisfy key stakeholder expectations has now also been identified as a key driver for
success (Bryde 2003).

Within PRINCE2 methodology project objectives are driven by high level sponsors,
who are identified and reviewed regularly at the closure of each identified stage and
at the end of the project. In addition, the project management team are given clear
accountability for delivering the objectives.

In terms of the new risk framework the project sponsors are NS Mind Trustees. A
successful objective would be the review of the current framework and the
development of a revised approach that is signed off by the Board. The project is
anticipated to be achievable within a 12 week timeframe ending at the final approval
sign off.

3.0 Stakeholder analysis

Satisfying stakeholder expectations is key to project management success and

should therefore be identified. Stakeholders can be internal and/or external to the
organisation. It is possible that during the course of a project stakeholders may
move between segments and so monitoring and review at regular intervals is
required. Stakeholders can be summarised within an engagement matrix
(Mendelow 1991) as follows:

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 Keep satisfied Work together
Inform & consult Inform, consult &
collaborate
INFLUEN

Inform Show consideration

Inform & consult

INTEREST

Figure 2 Stakeholder Engagement Matrix (adapted from Mendelow 1991)

 TRUSTEES (project sponsors)

 COMMISSIONERS  CEO
 SERVICE USERS  SMT (Operational Heads)
 STAFF / VOLUNTEERS
H  MIDDLE MANAGERS
 NATIONAL MIND

 INSURERS
INFLUEN

 PARTNERS
 STAFFS UNI RISK MANAGER

 CORPORATE CLIENTS

L
 FUNDRAISERS

 LOCAL COMMUNITY

L H
INTEREST

Figure 3 Stakeholder Engagement Matrix for NS Mind (adapted from Mendelow

1991)

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The rationale for stakeholder selection is summarised below.
Stakeholder Influence Interest Rationale for inclusion
Trustees H H Project sponsors
Reassurance for governance
Risk reported cyclically to board
Opportunity to share best practice from
other industries through member input
CEO H H Overall responsibility for the performance
of the organisation
Responsible for strategic risk register
SMT H H Responsible for operational risk registers
Wider H H Input to operational risk register
management Role to communicate and engage with
team staff/volunteers
Commissioners H L Input required to ensure risk framework
meets statutory requirements for
commissioned services
Partners H L/Med Share best practice
Ensure risk framework is compatible to
those of partners
National Mind H L Share risk best practice from across the
network
Ensure framework meets the
requirements of the Mind quality mark
Showcase our proactivity
Insurers H L Ensure compliance and reassurance
Staffs Uni Risk Kindly offered free consultancy support
Manager and best practice sharing
Corporate L M Ensure compliance with requirements
clients and proactivity in realising new business
opportunities identified through a new
risk management framework
Staff / H L Input sought for the framework
Volunteers Share role re risk identification and
reporting
Ensure remain a safe employer
Service users H L/H Involvement in the process
Reassurance – compliance with
legislation and best practice
Fundraisers L H Involvement in the process
Reassurance
Compliance with Fundraising Regulator
Local L L Keep informed
community

Table 10 Rationale for stakeholder involvement

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Stakeholder requirements and measures will be summarised to show the
requirements of each and the metrics by which these will be measured (Maylor
2010).

Ongoing stakeholder engagement would be coordinated through a stakeholder

communication plan summarising the key messages to be shared, the timing of the
communication, responsibility for sharing the message and the method to be utilised
(Maylor 2010). Stackpole (2013) summarises that a well-thought communication
plan is the most effective way to manage stakeholder expectations – by ensuring
the sharing of the right information at the right time.

At NS Mind this will also include information gathering exercises as the views and
input of key stakeholders will inform the development of the new plan and will be
achieved through a mixture of meetings, emails and briefings.

4.0 Project organisation / project teams

Many organisations have dedicated specialist project managers with specialist

qualifications. NS Mind is a charity working with limited and stretched resources.
The role of the project manager will be undertaken by the Deputy Chief Executive,
whose knowledge comes from the study of PM within an MBA. Reassurance that
this individual can successfully deliver a project is provided by Maylor (2010) who
states many of the skills require of a project manager can be learned.

Projects can take place within functional areas or through cross-functional activity.
Maylor (2010) identifies the potential problem of empire building with a lack of focus
on whole organisational value-add if project teams do not involve cross pollination of
teams. Working within functional areas can inhibit creativity as team members tend
to hold the same specialisms and can be complacent about a teams’ collective
expertise (Meredith & Mantel 2009).

At NS Mind the project team will be the Senior Management Team. This has been
selected as each team will need to input to, and will implement, the new framework
and involving them in the project may enhance their buy-in to the process. Potential
drawbacks to this approach are that the Deputy Chief Executive line manages some
members of the team and the team was not ‘handpicked’ for their complementary

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skills and attributes. For example, Belbin (1999) identified nine cluster roles he
believes should be available within high performing teams.

Trustees will be the ultimate sponsors of the project and so the project manager will
have responsibility to them and to members of the project team (Maylor 2010).
Appendix 2 consists of a proposed presentation to Board to gain project approval
and sponsorship.

Maylor (2010) identifies that projects a lifecycle of their own. Wysocki (2014)
summarises these into five stages: scoping, planning, launching, monitoring &
controlling and closing. Awareness of the lifecycle can be used by the project
manager to maintain impetus or delay the decline phase for example by reviewing or
adding tasks or introducing a new member to the project team.

Basu (2012) summarises the benefits of breaking projects into a lifecycle which
include the creation of manageable chunks, the enablement of control and risk
management at each stage, the facilitation of an efficient allocation of resources and
the enhancement of communication through each stage. PRINCE2 stages will be
followed for this project.

5. Project planning

Project planning is an indispensable tool for project managers. It reduces

uncertainty, increases understanding of the project team and enhances efficiency
(Atkinson et al 2006).

A work breakdown structure (WBS) is a useful tool that breaks down necessary work
that need to be completed within a project into a logical hierarchy (Wysocki 2014).
The WBS breaks down large activities into manageable units with responsibilities
allocated to each. The WBS includes 100% of the work defined in the project scope
– but no tasks outside the scope of the project - which allows financial control
(Maylor 2010).

A more simplistic Gantt chart has been selected to schedule tasks for the risk
management framework. A Gantt chart is used to show the relationship between
activities and time. This is because of the relatively simplistic nature of the project

2
and the lack of available software that would have supported a more complex
approach – for example Microsoft Project. There are limitations of Gantt chart
planning including the lack of cost information, and their inability to be easily
manually updated (Maylor 2010). Other methods include critical path analysis which
can be used for more complex projects.

The project selected for this assignment through necessary was one of cost
neutrality. More complex projects would integrate cost controls throughout out the
project including at the rationale, estimating, planning and evaluation stages
(Meredith & Mantel 2009).

6. Risk management

Project Risk Management includes the processes of conducting risk management

planning, identification, analysis, response planning, and controlling risk on a project
(Snyder 2013 p123). Risk is central to all projects (Maylor 2010)

As the PESTELE analysis demonstrated businesses are affected by many external

factors that can change at any moment. Risk relates to future events and their
consequences and is embedded in the probability and uncertainty of these events
happening (Scheytt et al 2006). Risk can be an opportunity as well as potentially
negative. Risk strategies aim to manage uncertainties through actions that include
treating, tolerating, terminating or transferring the risk (Charity Commission 2020).

Risk can be associated with any aspect of a business. However, it was identified
that projects by their nature are unique – and therefore potentially can be riskier than
day to day operations of a business (Snyder 2013).

The risk management process aims to increase the probability of success and
reduces the probability of failure and the level of uncertainty associated with all
activities of the organisation (Hopkin, 2018) and therefore can enhance the
likelihood of success of projects. Risk assessments should be completed at defined
stages in the project management process to ensure that potential risks are
identified and appropriately managed.

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The table overleaf the inputs, tools and techniques that result in the output of a risk
management plan (Project Management Institute 2004).

Input Tools & Techniques Output

Project management plan Analytical Risk Management Plan
Stakeholder register Expert judgment
Enterprise environmental Meetings
factors
Organisational process
assets

Table 11 Project risk management overview (Project Management Institute 2004)

The project framework being created by NS Mind aims to enhance the current
management of risk through greater visibility, involvement and accountability. It is
hoped that the inclusion of risk management within the project process itself will
help cement its value with key stakeholders.

7. Project monitoring and controls

Projects are unlikely to proceed according to plan. Monitoring is needed to identify

deviations in the project plan which will provide vital information to ensure the project
gets back on track or is adapted if necessary (Cristóbal 2017). Project monitoring
and control involves tracking, reviewing and recording of progress against project
objectives (Snyder 2013)

Monitoring and control are key tasks of the project manager and lie within the 5 th
process of Prince2 and ensures that the project remains on track. In order to
achieve this monitoring and control should be a continuous cycle at each stage
(Bentley 2010). Good control doesn’t happen by itself. It is the product of planning
and unless objectives are stated and understood it would be impossible to monitor
and control any project.

2
A weekly review will be completed by the Project Manager throughout the duration of
the NS Mind project to ensure it meets objectives as set out within the GANTT chart.
Progress will be checked against the structured milestones of Board meetings at
which progress will be shared and project plans/the framework agreed.

8. Supply chain management

Supply chain management is integral to many projects and is vital to project success
Maylor (2010) confirms a project is only as good as its weakest link and summarises
the ‘five rights’ - independent characteristics that a supplier/contractor within the
supply chain should adhere to:

The right quantity, the right quality, at the right price, in the right place at the right
time (Maylor 2010). Supply chain activities and interdependencies are integral within
PRINCE2 project planning stages.

The supply chain for the risk framework development is simplistic, consisting
primarily of internal stakeholders. Training will be provided by the Project Manager,
the only external stakeholder in the supply chain is the Risk Manager at
Staffordshire University, no software or processes will need to be procured for the
project.

9. Project closure

As has been established, projects are temporary in nature therefore have an end.
Project closure forms the final stage of project.

Projects sometimes close at the end of a stage and do not reach a final project
closure ending.

In following the PRINCE2 process once the final project objective has been met the
final ‘closing the project stage’ will be initiated. Activities at this stage include
shutting down all project systems, the provision of reports and feedback for future
project improvement and determining how the project performed against its original
objectives (Maylor 2010).

2
In the case of NS Mind this stage will be completed by the Project Manager and will
consist of a Board approval for a final report summarising the Framework review and
the recommendation of a new risk framework for NS Mind.

The project will be tested through the implementation of the new framework and
associated procedures once the project has closed. The framework will be reviewed
annually by the Board to ensure the framework remains fit for purpose.

2
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 Appendix 1 Gantt chart illustration

Nb this chart has been created for illustrative purposes.

1 2 3 4 5 6 7 8 9 10 11
04.05.20 11.05.20 18.05.20 25.05.20 01.06.20 08.06.20 15.06.20 22.06.20 29.06.20 06.07.20 13.07.20

Phase 1 – Gain Buy in from Board

Presentation of
proposed plan
and timescales
Phase 2 – Desk Research
Establish current
internal approach
to risk
Determine latest
risk management
best practice
Phase 3 – Review current Risk Framework
Introduce
rationale for the
project to all
stakeholders
Deliver
‘Introduction to
Risk’ training
from SMT
Review current
risk framework
Create proposal
for board
approval
Gain Board
approval
Phase 4 - Create training and templates
Create SMT
training for
completing risk
assessments
Create suite of
templates
Phase 5 - Roll out
Deliver training to
SMT
SMT to liaise with
teams to create
risk assessments
and summary
register
Phase 6 - Collation
Strategic risks to
be summarised
onto separate
register
Ongoing
reporting
mechanisms
determined for
operational and
strategic risk
3
registers
Phase 7 – Report to Board
Completed
operational and
strategic risk
registers
presented to
Board for
approval

3
Appendix 2 – Presentation to Board seeking approval to initiate the Risk Framework Project

Reviewing our Risk

Management approach

Today’s agenda
• Sharing introduction to / refresher about risk
• Establishing our current approach to risk
3
• Starting a shift of culture to collaborative, proactive risk
management – involving us all…
• Determining your appetite to risk
• (Re)defining our risk framework

Introducing Risk…
• Risk relates to future events and their consequences

3
• It looks at the probability (likelihood) of something happening
and the potential consequence(s) if it does
• Risk is inevitable
• Risks come from compliance, hazards & controls
• Risks can also be an opportunity
• Risk management identifies, assesses, prioritises and treats
risk to minimise likelihood and/or impact
• We all do risk management every day – did you lock your
car??!

Our Current Approach to Risk

• Existing risk policy and risk register which has served us well
• Board led (top down) culture – a standard approach
3
 • Reviewed annually
• Within the current environment there is an opportunity for us to create a
more dynamic and inclusive approach to risk
• This can enhance our quest to work across teams and stop working in
silos
• It could improve and update SMT skills and ensure that risk is integral to
everything we do
• Risk can pose an opportunity as well as a danger – and being passive
and doing nothing is often not the right approach

Key Risk Messages

• Managing risk is everyone’s responsibility and if managed well can
make North Staffs Mind stronger
3
• Managing risks should be at the fore of everything we do
• We need to weigh up the risks, make informed decisions and act to
achieve great outcomes
• We must understand the risks relevant to our roles and take
responsibility for understanding, managing and controlling them
• It is important we are risk aware not risk averse
• We need to develop a culture where staff do the right thing and speak
up if they see inappropriate behaviours and actions

Risk activities to date…

• Held an interactive session with the SMT to introduce the

concept of risk
4
 • We discussed our risk appetite
• Suggest this lies at Medium – but seeking trustee views and
clarification
• Determined our current risk framework is out of date and
would benefit from a review

Risk Appetite – where are we now?

Approach to achieving aims and Potential Organisational Culture
objectives Reward/Benefit
from Risk
taking
Avoid Safe; exposure to only the very lowest levels Very Low Little or no empowerment beyond most senior team.
of risk/avoid risk and uncertainty Considerable control over all activities

Cautious Guarded; as little risk as reasonably possible. Low Empowerment to senior and key middle managers
Seeking ultra-safe options at all times Strong control over most activities

4
Moderate Balanced; exposure to middle-ground Medium Empowerment to front-line managers
risks Seeking safe options which may only Control over some activities, more latitude for others
offer limited reward
Open Creative; elevated levels of risk exposure High Empowerment to all managers, supervisors and
Willing to consider all potential options selected staff
Options most likely to succeed AND provide Control over core activities, considerable latitude for
an acceptable level of reward and value for others
money selected

Hungry Pioneering; substantial levels or risk Extremely High Widespread empowerment to all managers and staff
exposure Very low controls, individual initiative strongly
Eager to innovate encouraged and supported
Happy to accept higher risk levels on the
basis on the potential high business returns

Risk Appetite - how hungry are we?

Level Of Risk

4
Avoid
Hungry
Appetite

Level Of Risk

4
 Avoid
Hungry
Appetite

• SMT believe we should sit at moderate at the current time

• Balancing existing work, transition to new contracts, phasing out
some work and identifying/implementing new opportunities
• Board discussion – what do YOU think?

4
Benefits of Developing our framework
• Allows categorisation of risks into headings meaningful to
us
• Enables us to share responsibility for managing risks
• Provides a structured approach for ongoing risk
management supporting our organisational agility to act
quickly and safely to emerging opportunities
• Allows a consistent approach to identifying and managing
risk
• Can shift us to work more collaboratively rather than in
silos

4
The next steps
• Seek Board approval for the Framework development
• Confirm Trustees as project sponsors
• Create project management team
• Create project plan – following PRINCE2 process
• Communicate approach, and Board approval, to all staff
• Host a follow up session with SMT to explore risk
identification, assessment and treatment
• Review the current Risk Register – bring report to next
Trustee meeting
• Work with SMT to create operational risk registers
• Add risk as a standing agenda items – Board (6 monthly)
SMT (quarterly) and teams (monthly)
4