APPENDIX A: ASSIGNMENT COVER SHEET

ASSIGNMENT COVER SHEET

Khanyile
Surname
Siphesihle Wiseman
First Name/s
189317
Student Number
Advance Project Management
Subject
Assignment Management 01
Assignment Number
Dr Kenneth Ngwenya
Tutor’s Name
Pretoria
Examination Venue
07 March 2023
Date Submitted
√
Submission (√) First Submission Resubmission
614 Lievaart street

Postal Address 221 Feora Flats

Proclaimationhill
Pretoria West

[email protected]
E-Mail
(Work) 0124002080
(Home)
Contact Numbers
(Cell) 060 528 6283

Course/Intake Post Graduate Diploma Business Management JUNE 2022

Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself.

Signature: SW Khanyile Date: 07 March 2023

Table of Contents

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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.
(Page:3 – 6)

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. (Page: 6 – 8)

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. (Page:9 – 10)

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. (Page:11 – 15)
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. (Page:16 – 17)
References …………………………….............................Page 18 - 19
Question 1

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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:

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.

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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).
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

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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.

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

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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.

Question 2

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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 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

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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 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

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

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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.

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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.

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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.
Technology Governance
risk
Weather /
Human Communication Natural
factors

Theft Budget Cost risk

External
Strategic
Hazard risk

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.

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Cost risk: is the most common project risk, and it results from poor or inaccurate
planning, cost estimation, and scope creep. When this occurs, project managers end up
spending more money on a project than they actually have, which may harm the
business in other areas or cause the project to be abandoned if funds and resources
cannot be replenished.

Schedule risk: is the risk that project tasks and activities will take longer to complete
than anticipated as a result of poor planning. Schedule risk is closely related to cost risk
because schedule slips often increase costs, slow project benefits, and throw off
timelines, resulting in the loss of any competitive advantage you may have had at the
outset.

Performance risk: This project risk is not the fault of any one party, which makes it all
the more daunting. Performance risk is simply the risk that the project will not produce
the results and benefits outlined in the project specifications. Even if you keep costs
under control and stick to the schedule, performance risk can mean that you've wasted
time and money on a project that didn't deliver.

Operational risk: In a project, communication risk refers to the possibility of

communication failures, errors, or misunderstandings, which could result in delays,
rework, or even project failure. Language barriers, cultural differences, technological
limitations, and a lack of clarity in messages can all contribute to this risk.

Scope Creep: Expansion of the scope The tendency for project requirements to expand
beyond the originally defined scope is referred to as risk in a project. This can occur as
a result of a variety of factors, including changes in stakeholder expectations, evolving
business needs, or inadequate project planning. Scope creep can result in project
delays, cost increases, poor quality, and project failure.

Skills resource: A project's skills resource risk refers to the possibility that the project
team lacks the necessary skills, knowledge, or expertise to complete the project
successfully. This risk can arise from a variety of factors, including changes in project

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scope, unexpected technical challenges, resource availability, and key project team
member turnover

Governance risks: Poor implementation and process issues, including but not limited to
procurement, production, and distribution, cause operational risk. In short, this project
risk is part of performance risk because the expected outcome does not occur at all or
in the manner that project managers had planned.

Legal risk: can be unpredictable and can arise from legal and regulatory responsibilities.
Contract risks, litigation brought against the company or organisation, and internal legal
issues are examples of these.

Strategic risk: Another type of performance risk is strategic risk. Problems arise as a
result of strategizing errors, such as selecting project management software that is
ineffective for your project.

Market risk: includes the risks posed by competition, commodity markets, interest rates,
foreign exchange, liquidity, and credit risks. This project risk is more unpredictable and
difficult to plan for, but there are ways for project managers to protect their business.

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.

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Natural disaster: While the likelihood of a natural disaster, such as a hurricane or
earthquake, is low, the impact could be catastrophic, resulting in loss of life,
infrastructure damage, and business operations disruption. The business should have
funding reserved for such impacts if they should happen.

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.

Regulatory changes: The possibility of regulatory changes exists, and the impact could
be significant, resulting in increased compliance costs, changes to business practices,
and potential legal action for noncompliance.

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.

Should have a contingency plan for each and every risk: This is one of the mitigation
factors which outlines the steps to be taken if a risk materialises. Organizations should
have a contingency plan in place for each risk, which includes identifying triggers,
defining response procedures, and assigning roles and responsibilities. To ensure its
effectiveness in mitigating risks, the contingency plan should be reviewed and updated
on a regular basis.

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Conclusion

By using the fishbone analysis to identify potential sources of risk and developing
mitigation strategies to address them, can help ensure the success of our project.
Identifying project risks prior to the start of the project is an excellent way to address
and avoid common pitfalls. A risk register can be one method. A risk register (also
known as a risk log) is an essential component of risk management. It is created at the
start of a project and serves as a tool to assist project managers in tracking issues and
dealing with them as they arise. A risk register can be used in project management and
risk management to record details of all identified risks, as well as their analysis and
plans for how the risks will be handled. This is a risk register or log that can be used to
identify various risks and their severity, then provides actions and steps to mitigate the
risk. Project Managers should prioritize and develop effective risk management
strategies to mitigate or avoid potential losses by understanding the possibility of each
risk and its potential impact.

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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

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collection and analysis to identify any potential issues and make adjustments as needed
to maintain the quality of the project.

Conclusion

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.

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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

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Wysocki, R. K. (2017). Effective project management: traditional, agile, extreme (7th
ed.). John Wiley & Sons.

Simplilearn 2023.https://www.simplilearn.com/common-project-risks-article. Assessed

01 April 2023

The escent 2023. https://www.fool.com/the-ascent/small-business/articles/six-sigma/.

Assessed 01 April 2023

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