1.

0 Introduction

The project management business game is a seven-week case study about the planning,
procurement, and construction of an onshore Oil Terminal at Ronan near Kirk Ronan on the Isle
of Sodor. Kirk Ronan is a thriving town on the Isle of Sodor with an enormous aesthetic and
socio-economic values including unique leisure craft moored, fish farm and natural sea loch.
With the complex nature of this project, having a tactical management strategy and team
building tailored to the project execution type is an important part of the toolkits for the success
of intended outcomes against major milestones and deliverables in order to meet stakeholder
demands and expectations (Abdulwase et. al., 2021).

This report gives a critical review on how the team organized the business management from
planning to close out, as well as the lessons learnt during the course of executing the Sodor
project.

1.1 A Critical Review of the Project Management Game

Primarily, Microsoft Project was adopted as the project management software which helped the
team developing appropriate schedule, assigning resources to tasks, tracking progress effectively,
managing budgets, and analyzing the work break structure diligently. Upon converging, the team
of four manage and develop the Sodor oil terminal construction project by meeting up to draw an
effective initial project plan that clearly defined resources and outlined capabilities required for
project schedules. Thus, project management methodologies and techniques were crucial to this
project for it helped the team coordination and strategies to complete the project. Knowing a
project manager leads and directs the project organization, the team took a first step to appoint a
Project Manager, this post rotated among group members weekly throughout the project
lifecycle.

1.1.1 Identifying Stakeholders Needs through Peer Group Meetings and Brainstorming
Sessions.

Considering that meeting relevant stakeholders physically was not realistic within the scope of
the Sodor project carried out by our team, interactions with all project stakeholders including the
customers, end-users, project sponsors and key stakeholders were systematically conceptualized
by all team members. This implied that all the relevant project stakeholders had been interacted
with to have discussed their needs and project expectations (Joos, et al., 2020). This was
achieved through peer group meetings within group members, as well as review sessions by
other group members. Clevertouch screen technology was employed regularly within this
process. This process was done weekly within the Sodor project. This process helped the team
establish a scope baseline, budget, and realistic timeline for the project. Afterwards, a scope
statement document was developed, which helped to finalize and record the project scope details,
get everyone on the same page, and reduce the chances of costly miscommunication.

1.1.2 Setting and Prioritizing Project Goals

This phase formed a critical base for the planning initiation (Watt, et al., 2020). Upon analyzing
initial note and scope of work for the Sodor Project the stakeholder needs and deliverables were
identified, these needs were then prioritized by the team, and used in setting specific project
goals. Thus, the objectives and associated benefits to be achieved within the project were duly
outlined. Furthermore, an approach was used ranking the defined goals based on urgency and
importance. The major goal for the Sodor project is to construct a jetty terminal for loading
petroleum products into tankers in the country of Sodor. However, in order to keep the project
within budget and finish it in the allotted time of 98 weeks as planned for objectives, it is
essential to stick to the crucial path (head office work, jetty design, jetty erection, pipe
installation, and painting) and specified milestones (start project, board approval and end)
developed for objectives appraisal of resources available for each task implementation.

1.2.3 Defining deliverables.

Within this phase, the team identified the project deliverables, as well as project planning steps
required to meet the project's goals that had been defined earlier on (Tesfaye, et al., 2017).
Summarily in this phase of organizing the project management, expected specific outputs within
the project were clearly documented. Within this process then, anticipated delivery or duration
were edited as changes presumed for due dates of each deliverable within the project plan. The
strategy that was employed herein was setting firm milestones for essential deadlines and
deliverables; for this would later assist the team in tracking progress once work began (Levin &
Levin, 2019).

1.2.4 Creating Project Schedule

In creating an effective project schedule, the team critically examined each deliverable and
defined series of tasks that must be completed in order to accomplish each of them. For each task
thus, the team determined the amount of time it will take, the resources necessary, and who will
be responsible for the execution. Upon concluding that, dependencies for those tasks were then
clearly identified (i.e., need to complete certain tasks before others could begin). Afterwards, the
team proceeded to creating a work breakdown structure (WBS) using flowchart; hence, inputting
deliverables, dependencies, and milestones were then conceptualized into a Gantt chart. The
team also agreed to regularly writing a project management report for a summary overview of
the project status as it progressed weekly.

1.2.5 Identifying Key Issues and Completing Risk Assessment

Critical studies of related works as (Dehdasht, et al., 2015), as well as cognitive experience of all
team members have shown that no project is risk-free. In view of this, various risks associated to
the project were duly identified. The risks were concerned with those that could affect the
planning, management, and execution processes. These risks were identified through the
Environmental Impact Assessment (EAI) by evaluating the environmental and socio-economic
effects of the Sodor Oil Distribution Project such as water marine environment (dredging process
and construction of marine platform/ infrastructure), socio-ecological Environment (site
excavation, clearing and land preparation) and air environment (transportation of construction,
equipment, and machinery) and mitigation strategies were proposed as agreed by the team
(Flyybjerg, et al., 2014).

2.0 Critical Appraisal of The Project from Start to Project Close Out
Even though several areas could be considered for appraising the Sodor project carried out by the
team, this report critically appraisal employed the sustainability Environmental Impact
Assessment at planning stage and the changes that occurred on the vendor activities as the week
progress against the baseline plan.

2.1 Project Initiation

Scaling project management to suit the case study was the starting phase of the project (Kovacic
and Filmoser, 2014) therefore is a need to draw upon the skills and experience of team to manage
effectively the Sodor project. A kickoff meeting idea was culminated and organized by the team
members where the project team agreed upon the defined project goals and objectives, scope,
and timeline for the project. This ensures sufficiently background studies and thorough plans for
the business case in in order for the continuous justification and framework of decision making
(roles/responsibilities/authorities) for the project.

2.1.2 Project Planning

The specific goal of the project planning phase carried out by our team was to create the project
plan and profound understanding of the geographic spread of impact and other constraints in
terms of selected vendors that will be affected by changes arising from the project. The project
plan covered how every project management phase was to be managed during the project
execution phase. Thus, the project plan of the Sodor project management was sub-sections to
breakdown into manageable and executable tasks:

Project Schedule: The project schedule was developed; this defined timelines for the execution
of tasks, as well as effective allocation of resources. Critical path method for task management
and Gant Chart for overall time tracking was employed herein to be used in constantly
monitoring the project schedule.

Project Budget: An initial cost model was developed based on the budget available for each task
and activities; this was a sum of all the estimated project costs including the contingency.
Resource management plan was prepared containing all material procurement activities were
based on cost per use rate while the standard rate work method was devised for work that might
require overtime to harmonize the project spending for every week within the project. Also, the
team’s project manager constantly controlled the costs in light of the additional information
gathered on and cash flow graph often cumulative cost when consulted.

Work Breakdown Structure (WBS): A conceptualized flowcharts of the processes of the work
steps was turned into the WBS of the project elements and developed by the team into the
precedence analysis of plan activities which was further evolved into a Gantt Chart within this
phase. This project planning tools allowed the team to visualize all the plan activities,
milestones, and deliverables within the pre-defined project scope, so prioritization of activities
could be possible.

Scope Management Plan: In avoiding scope creep, a scope management plan was also
developed, which identified the critical path activities within this phase. The Project Network
Analysis and critical path method employed within this project formed the scope management
plan for work/implementation plan, the total span of project duration and controlled in place
throughout the project lifecycle (Bryde, et. al., 2018).

Risk Management Plan: A risk management plan was also developed through the EIA and
procurement plan; these plans contained a risk register where all potential risks evaluated were
listed. In the register also, potential risk owners and risk mitigation strategies was proposed for
implementation.

2.1.3 Project Execution

Within this phase of the project, the team effectively tackled all the tasks and milestones outlined
in the project plan effectively to meet the project goals and objectives. This phase has a very thin
line with the monitoring and control phase; as execution was going on, the monitoring and
control was also in synchronization. Within this process, some of these areas were effectively
managed by the team. The team being aware of the dynamic nature of the Sodor project,
effectively controlled changes in the project scope during this execution phase. For instance, a
selection of vendors was done using simplified scoring model in order to choose a vendor from
various alternatives and starts off with a plan that will complete in 98 weeks or less while
overtime working is used on critical item (simple and complete pipe installation) that are
stopping the project delivering in 98 weeks. For some of the delayed schedule, the team
constantly reflect the delayed shipment reported activities by the purchasing department in
making make sure the tasks were being executed within the timeframe of the planned schedule.
Check lists was used in managing the unimpeachable set of procurement activities and necessary
actions were taking including paying 12% spiral cost to vendor with rating of 1 where
appropriate to keep the project within the stipulated duration. Even though the team was stern on
making deliverables on time and within budget but travesty information on mobilization was also
very essential to the team; and was effectively managed. This helped the team meet up with the
success criteria and client requirements that was set by project stakeholders. The project costs
were updated as necessary and kept within control in comparable with the initial planned budget
for the project while every shortcoming from the peer assessment was reflected before the
subsequent section and a baseline plan was created as appropriate for monitoring and control.

2.1.4 Project Monitoring and Control

Within this phase, monitoring and control of the project took place concurrently with the
execution phase of the project. Hence, there are many decisions taken about the initiation and
planning team management rigorous activities to maximize the chances for progress and
performance of the project where the likelihood of project failure at each step in the life cycle in
order to ensure it stayed on within 98 weeks schedule and within budget. For instance, the
situation analysis in the week 25 (20th – 24th November 2023), week 45 (8th – 12th April 2024)
and close out suggested some changes that two weeks improvement payments should be made to
CCC contractor handling jetty erection to maintain our critical path for the project and
supplement the delay in delivering the Sodor Project while complex pipe installation was
delivered according to scheduled due to rating of 2 vender. As such, notably changes were made
within this phase and reviewed against the baseline plan to manage the problems as the situation
arise to reveal a new project finish status is 98.11 weeks with a budget of £ 6,196,312 against the
98.06 weeks with a budget of £ 5,828,114 for baseline plan. The documentation progress and
communication reports assisted immensely in allowing the team adapt to changes and track
progress, and also providing data for the various stakeholders so everyone was on the same page.

2.1.5 Project Close Out

Within this project management phase, all the project activities and phases finally come to an
end, and the project deliverables were presented to the relevant stakeholder as all project tasks
could be seen as 100 percent completed during tracking. The final project deliverables were
presented to the relevant stakeholder including the archived project documents and feedback
back solicitation organized during the peer reviewed session where all project group and teams
shared lessons learned to ensure transfer of knowledge and promote the success of future project
(Xie, et al., 2023). It is assumed that the standard practice of project confirmation met with
stakeholder requirements and approval given by the relevant stakeholders for these activities to
take place:

Transfer of Deliverables: At this stage of the project, the final deliverable within the project plan
was to be delivered, which signify the end of the project execution and the beginning of the
project close out. Hence, the team made sure that all project deliverables were adequately
identified, completed, and handed off to the Sodor oil project client.

Confirming Completion: At this stage, the team also proceeded to ascertaining confirmation
from every necessary stakeholder within the project team (i.e., team members and external group
members). This was in line with standard practice, as well as methods within reviewed literature;
for this process meant signoffs. This process helped to make sure there was no confusion and
unnecessary change requests.

Post Project Review: A post-mortem was carried out upon completion of the project to evaluate
things that worked and those that did not work (Schieg, 2017); this formed the last part of the
project appraisal reported herein this section. Literature reviews had shown clearly that carrying
out post-mortem had great impact in repeating success and mitigating mistakes in subsequent
projects.

2.2 Appraising the Team’s Project

Even though several areas could be considered for appraising the Sodor project carried out by the
team, the appraisal employed herein are the Environmental Impact Assessment and the Project
appraisal. The core essence of the appraisals is to assess the risks and associated benefits to the
project, in addition to its feasibility and value.

2.2.1 Environmental Impact Assessment

EIA favoured the construction of the oil depot, but it is believed will be put into consideration in
future project. Thus, the attributes considered are the Water marine environment (Dredging
process), Air environment (Transport mechanism) and Socio-Ecological Environment (Site
excavation), and Non-renewable energy. In carrying out this environmental impact assessment
then, major parameters considered are Site location, nearest railway, nearest city, nearest
sensitive zone, endangered species or wildlife, endangered plant species and among other
activities. According to Mubanga and Kwarteng (2020), the purpose of the Environmental
Impact Assessment (EIA) was to identify, evaluate and report the environmental and socio-
economic effects of the proposed Project. From the Socio-Ecological Environment scanning it
was observed that proposed project activities such as the site excavation, clearing and land
preparation works will have high negative impact on the fishery-based local livelihoods and
natural social-economic heritage of the Isle of Sodor but however necessary actions were
proposed to lessen the effects such as to Identify and comply with national and international
laws/regulations, Identify opportunities to integrate the coastal community as key stakeholder
onsite and support the coastal community, Implement reforestation plan to increase the project’s
value and among others.

2.2.2 Change Management

The scope should be sufficiently detailed to form a measurable baseline for subsequent change
control so that the damaging effects of ‘Cost Overrun’ can be minimized as some of the changes
resulted to increase in project which could have been avoided during the plan stage. For instance,
the project vendors and suppliers’ performance for anticipated delivery time is based on their
overall rating whereas the group assign numerical values in the importance of delivery time
(50%), price (30%), vendor rating (15%), and country (5%) for simplified scoring model
evaluation scale. Forcing a decision-making framework on the procurement strategy that could
not foresee risks and led to the creation of a false assumption that highlighted the usage of
flawed strategic objectives and blinded neophyte in the project execution stage.
3.0 Conclusion
Most often the planned project execution can be a tough time for project teams because of the
gap between strategies and day-to-day implementation caused by unplanned events which is
further proven by this case studies. It is still not feasible to draught a well-rounded project initial
and planning phase that accounts for every probable activity during the implementation phase.
This imply that whenever the project team encounter unforeseen obstacles, a swift corrective
action must be taken by the use of communication as a vital strategic implementation tool to get
the buy-in of all team members and stakeholders before making any tactical choices or
developing a backup plan (Shenhar, 2015). Also, this project gives the chance to use Microsoft
Project skills and experience to meet stakeholder needs of the Sodor Oil Terminal project which
will boost the economic value of Isle of Sodor.
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Appendix A: Microsoft Project Baseline Plan
Appendix : Microsoft Project Plan at Closeout