Higher Nationals

Internal verification of assessment decisions – BTEC (RQF)

INTERNAL VERIFICATION – ASSESSMENT DECISIONS

Programme title HND in Business (Management)

Assessor Ms. Nishanthi Internal Verifier

Unit(s) Unit 06: Managing Successful Business Project

Assignment title Managing and implementing a small-scale business project

Student’s name Elizabeth Cronenburg

List which assessment Pass Merit Distinction

criteria the Assessor has
awarded.
INTERNAL VERIFIER CHECKLIST

Do the assessment criteria awarded

match those shown in the assignment Y/N
brief?

Is the Pass/Merit/Distinction grade awarded

justified by the assessor’s comments on the Y/N
student work?
Has the work been assessed
Y/N
accurately?
Is the feedback to the student:
Give details:

• Constructive?
Y/N
• Linked to relevant assessment
criteria? Y/N

• Identifying opportunities for

improved performance? Y/N

• Agreeing actions? Y/N

Does the assessment decision need

Y/N
amending?
Assessor signature Date

Internal Verifier signature Date

Programme Leader signature (if
Date
required)
 Confirm actioncompleted
Remedial action taken

Give details:

Assessor signature Date

Internal Verifier
Date
signature
Programme Leader
Date
signature (if required)
 Higher Nationals - Summative Assignment Feedback Form
Student Name/ID Elizabeth Cronenburg

Unit Title Managing Successful Business Project

Assignment Number 01 Assessor

Date Received 1st
Submission Date
submission
Date Received 2nd
Re-submission Date
submission
Assessor Feedback:

LO1 Explain the key stages of the project lifecycle that should be considered when project managing
Pass, Merit & Distinction P1 P2 P3 M1 M2 D1
Descripts
LO2 Produce a Project Management Plan (PMP) for a business project using primary and secondary research
methods
Pass, Merit & Distinction P4 P5 M3 D2
Descripts
LO3 Implement the Project Management Plan (PMP) to communicate results from the research and make
conclusions from the evidence of findings
Pass, Merit & Distinction P6 P7 M4
Descripts
LO4 Reflect on value gained from implementing the project and the project management process.
Pass, Merit & Distinction P8 M5 D3
Descripts

Grade: Assessor Signature: Date:

Resubmission Feedback:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

* Please note that grade decisions are provisional. They are only confirmed once internal and external moderation has taken place and grades
decisions have been agreed at the assessment board.
Assignment Feedback
Formative Feedback: Assessor to Student

Action Plan

Summative feedback

Feedback: Student to Assessor

Assessor signature Date

[email protected]
Student signature Date
Pearson
Higher Nationals in
Business

Unit 06: Managing Successful Business Project

Assignment 01
General Guidelines

1. A Cover page or title page – You should always attach a title page to your assignment. Use previous
page as your cover sheet and make sure all the details are accurately filled.
2. Attach this brief as the first section of your assignment.
3. All the assignments should be prepared using a word processing software.
4. All the assignments should be printed on A4 sized papers. Use single side printing.
5. Allow 1” for top, bottom, right margins and 1.25” for the left margin of each page.

Word Processing Rules

1. The font size should be 12 point and should be in the style of Time New Roman.
2. Use 1.5 line spacing. Left justify all paragraphs.
3. Ensure that all the headings are consistent in terms of the font size and font style (First level 16/bold,
Second level 14/bold and Third level 12/bold).
4. Use footer function in the word processor to insert Your Name, Subject, Assignment No, and
Page Number on each page. This is useful if individual sheets become detached for any reason.
5. Use word processing application spell check and grammar check function to help editing your
assignment.

Important Points:

1. It is strictly prohibited to use textboxes to add texts in the assignments, except for the compulsory
information. eg: Figures, tables of comparison etc. Adding text boxes in the body except for the
before mentioned compulsory information will result in rejection of your work.
2. Avoid using page borders in your assignment body.
3. Carefully check the hand in date and the instructions given in the assignment. Late submissions
will not be accepted.
4. Ensure that you give yourself enough time to complete the assignment by the due date.
5. Excuses of any nature will not be accepted for failure to hand in the work on time.
6. You must take responsibility for managing your own time effectively.
7. If you are unable to hand in your assignment on time and have valid reasons such as illness, you
may apply (in writing) for an extension.
8. Failure to achieve at least PASS criteria will result in a REFERRAL grade .
9. Non-submission of work without valid reasons will lead to an automatic RE FERRAL. You will
then be asked to complete an alternative assignment.
10. If you use other people’s work or ideas in your assignment, reference them properly using
HARVARD referencing system to avoid plagiarism. You have to provide both in-text citation and
a reference list.
11. If you are proven to be guilty of plagiarism or any academic misconduct, your grade could be
reduced to A REFERRAL or at worst you could be expelled from the course
Student Declaration

I hereby, declare that I know what plagiarism entails, namely to use another’s work and to present it as my
own without attributing the sources in the correct way. I further understand what it means to copy another’s
work.

1. I know that plagiarism is a punishable offence because it constitutes theft.

2. I understand the plagiarism and copying policy of the Edexcel UK.
3. I know what the consequences will be if I plagiaries or copy another’s work in any of the
assignments for this program.
4. I declare therefore that all work presented by me for every aspects of my program, will be my own,
and where I have made use of another’s work, I will attribute the source in the correct way.
5. I acknowledge that the attachment of this document signed or not, constitutes a binding agreement
between myself and Edexcel UK.
6. I understand that my assignment will not be considered as submitted if this document is not attached
to the attached.

Student’s Signature: Date:

(Provide E-mail ID) (Provide Submission Date)

[email protected]
Higher National Certificate/Diploma in Business
Assignment Brief

Student Name /ID Number Elizabeth Cronenburg

Unit Number and Title Unit 06: Managing Successful Business Project

Academic Year 2021/22

Unit Tutor

Assignment Title Managing and implementing a small-scale business project

Issue Date

Submission Date

IV Name & Date

Submission format

The submission should be in the form of an individual written report. This should be written in a concise, formal
business style using single spacing and font size 12. You are required to make use of headings, paragraphs and
subsections as appropriate, and all work must be supported with research and referenced using Harvard referencing
system (in-text and end-text referencing).

Section A: The recommended word count is 1,000–1,500 words for the report

Section B: Research Report of approximately 6000 words in report format

Unit Learning Outcomes:

LO1 Explain the key stages of the project lifecycle that should be considered when project managing
LO2 Produce a Project Management Plan (PMP) for a business project using primary and secondary research methods
LO3 Implement the Project Management Plan (PMP) to communicate results from the research and make conclusions
from the evidence of findings
LO4 Reflect on value gained from implementing the project and the project management process
Learning Outcomes and Assessment Criteria

Pass Merit Distinction

LO1 Explain the key stages of the project lifecycle that should
be considered when project managing
D1 Critically evaluate the
P1 Explain the stages of the M1 Evaluate the stages of the project-management process,
project lifecycle (PLC) and PLC and the factors, PMP and research methods
their importance to the (deliverables, quality, risk, for gathering information and
success of a project. communication and resources) data collection.
to be considered in a PMP.
P2 Examine the factors to be
considered when compiling a M2 Evaluate a range of
project management plan research methods and strategies
(PMP). for gathering information and
data collection.
P3 Examine a range of
research methods and
strategies and their
importance to project
management.

LO2 Produce a Project Management Plan (PMP) for a business

project using primary and secondary research methods

D2 Justify the choices made in

P4 Produce a PMP that M3 Produce a detailed PMP,
the design of the PMP for
covers, aim, objectives, and schedule for monitoring
completing the aims and
deliverables, quality, risk, and completing the aims and
objectives of the project.
communication resources and objectives of the project.
research methods.
P5 Produce a work
breakdown structure and a
schedule to provide
timeframes and stages for
completion.

LO3 Implement the Project Management Plan (PMP) to

communicate results from the research and make conclusions
from the evidence of findings
P6 Conduct a business project M4 Justify conclusions and LO3 and LO4
as stated within recommendations drawn from
D3 Critically reflect on the
the PMP and communicate data analysis and findings to
findings from the research and
findings. meet the stated project
the project management
objectives.
P7 Present data to draw valid process in supporting stated
and meaningful conclusions objectives and own learning.
and recommendations from
data analysis.

Pass Merit Distinction

LO4 Reflect on value gained from implementing the project

and the project management process.

P8 Reflect on the value of M5 Evaluate the project

undertaking the business management process to meet
project to meet stated stated objectives and support
objectives and own learning own learning and performance.
and performance.
Assignment Brief and Guidance:

Guidance for Students

You should read this information before starting your project. You should refer to these instructions
as your complete work for this unit.
 Read the brief carefully and understand what the project is required to do.
 Research the problem. How can you approach the problem, opportunity, hypothesis and
requirements being posed?
 Apply a range of secondary research sources to plan/scope and support the project and its
findings. Secondary research sources may include textbooks, journal articles, newspapers
and magazine articles (not factual accounts).
 Develop your project plan based on the deliverables of the project, the constraints of the
project and the assumptions made.
 Conduct your project according to your stated project plan and meet with your tutor to
receive a sign-off at each stage of the project process.
 Primary research sources may include original first-hand accounts, legal and historical
documents, results of experiments and market research data collection. Apply both
qualitative and quantitative research methods to evaluate data collected from primary
research.
 Keep notes of your progress throughout the project in your logbook. This is an important
record of your work and must be used to record the development of your ideas and your
progress through the project. The logbook should include:
 A record of what you did, when and what you were thinking.
 A record of where things went wrong and what you did to overcome any unexpected
results.
 You will be asked to reflect on the success of your project and your own performance in a
personal performance review at the end of the project. This is a written reflection of around
500 words.
 Set out below, is an example of a project brief. Your center will set the topic for the brief
based on a theme released by Pearson in the first week of June of every year.
 You must complete the project in order to complete your work for this unit.
Performance Review Format:
 What was the project supposed to accomplish?
 Did the project succeed in its aims? How do you know? Specifically, please outline any
evaluation and assessment undertaken.
 What things do you think worked well and why? Evaluate all aspects of the project (e.g.
initial inception, project activities and project outcomes) from a range of perspectives.
 What problems emerged during the project and how were they tackled? Was there timely
identification of issues and resolution during the project process?
 What did you learn from undertaking the project?
 How would you rate your performance as a Project Manager?
 What strengths and weaknesses of your performance did you identify?
 How will this inform and support your continuous professional development?

Scenario
“In the wake of the recent global pandemic all these dimensions of the workplace ecosystem are
having to be reimagined. Many organisations already have had to refocus their workforce plan to
ensure a fully remote workforce has the capabilities and technologies available to continue employee
connectivity, engagement and productivity. Navigating this new way of work is crucial to support
business operations and far-reaching implications for the future.”
Learner requires to conduct a project, based on “What are the key drivers influencing digital
workplace transformation?”. It is required for learner to create an appropriate topic and apply
necessary project management techniques accordingly.

Section A

Select a Sri Lankan based organization of your choice and identify and examine the key stages of the project
lifecycle in managing a project based the chosen topic. The answer should be strengthened by including critical
evaluation of project management process, PMP and research methods for gathering information and data
collection. Section A should be covering following areas.

 Project lifecycle (PLC) and their importance to the success of a project

 Factors to be considered when compiling a project management plan Outlining of the objectives and
timeframe (Scope, deliverables, quality, risk, communication, and resources)
 Range of research methods and strategies and their importance to project management

Section B
You are now required to produce a project management plan for a business project using primary and
secondary research methods, implement the prepared project plan and communicate the results from the
research. You are further required to provide a clear conclusion based on the evidence of findings and provide
evidence of reflection and evaluation of the project management process and individual performance.

During your project management plan and execution, you must ensure the valid justification provided
for the choices made in the design of the PMP for achieving the project aims and objectives. You must
critically reflect on the findings from the research and the project management process in supporting
stated objectives and own learning.

The report should be covered following areas

 Develop an appropriate topic based on the given scenario

 Devise project aim, objectives, deliverables, quality, risk, communication resources and research
methods
 Outlining of the objectives and timeframe
 Produce a work breakdown structure and Gantt chart as the schedule for monitoring and completing
the aims and objectives of the project
 Justification on the provided valid and meaningful conclusions and recommendations from data
analysis
 Personal reflection should be covered by stating the evaluation of project management process to
meet stated objectives and support own learning and performance
Grading Rubric

Grading Criteria Achieved Feedback

P1 Explain the stages of the project

lifecycle (PLC) and their importance to
the success of a project.

P2 Examine the factors to be considered

when compiling a project management
plan (PMP).

P3 Examine a range of research methods

and strategies and their importance to
project management.

M1 Evaluate the stages of the PLC and

the factors, (deliverables, quality, risk,
communication and resources) to be
considered in a PMP.
M2 Evaluate a range of research methods
and strategies for gathering information
and data collection.
D1 Critically evaluate the project-
management process, PMP and research
methods for gathering information and
data collection.
P4 Produce a PMP that covers, aim,
objectives, deliverables, quality, risk,
communication resources and research
methods.
P5 Produce a work breakdown structure
and a schedule to provide timeframes and
stages for completion.
M3 Produce a detailed PMP, and schedule
for monitoring and completing the aims
and objectives of the project.
D2 Justify the choices made in the design
of the PMP for completing the aims and
objectives of the project.
P6 Conduct a business project as stated
within the PMP and communicate
findings.
P7 Present data to draw valid and
meaningful conclusions and
recommendations from data analysis.
M4 Justify conclusions and
recommendations drawn from data
analysis and findings to meet the stated
project objectives.
P8 Reflect on the value of undertaking the
business project to meet stated objectives
and own learning and performance.
M5 Evaluate the project management
process to meet stated objectives and
support own learning and performance.
D3 Critically reflect on the
findings from the research and the project
management process in supporting stated
objectives and own learning
 Project Logbook

Name:

Project title:

Date:

Update on weekly research/tasks achieved

Week Completed Activities Fulfil task requirements On track Changes Made

(yes/No)

What have you completed?

Did you fulfil task requirements?
Are you on track and within deadlines set?
Did you need to make any changes to your project management plan?

Any risks and/or issues identified?

Week Risk No Risk description –related to skills Additional risk description
Did you identify risks/issues with a lack of skills required for undertaking research/tasks?
Did you identify any additional risks/issues that have an impact on the project management plan?

Problems encountered
Week Issue ID Description Actions taken

What barriers did you face?

How did you overcome them?
New ideas and change of project direction

Week New Ideas

What have I learnt about myself this week?
Points to consider:
Week Lesson Learnt this week Next week planning

How did I feel when I had to deal with tasks/problems?

Did I find it useful to complete the tasks?
How well have I performed? What did I contribute?
What can I improve on next week?
How might this learning apply in the future?
Tasks planned for next week
Points to consider:

Week Next week planning Priority (H/M/L)

Which tasks are priority?

Have you set aside sufficient time for completion?

Project plan status to date

(on, ahead, behind)
 Week Project Status

Supervisor comments to address

Week Comment
 Managing and implementing a small-scale business project

LO1

1.0 Explain the stages of the project lifecycle (PLC) and their importance to
the success of a project.

1.1 What is Project Life cycle?

A project phase is a collection of actions that are logically related to one another and lead
to the completion of one or more deliverables. The titles, number, and duration of the
stages may be consecutive, iterative, or overlapping. The management and control
requirements of the organization(s) involved in the project, as well as the nature of the
project and its intended use, determine the phases of the project management life cycle.

There is a start date, an end date, and a control point for every project phase. The goal of
the control point is to reassess the project charter and business documentation in light of
the current circumstance. At that stage, a project's performance is compared to the
project management plan in order to determine if it should be modified, abandoned, or
continue as intended. This is being done because, despite the fact that every project has a
start and an end, they all differ substantially in terms of the precise deliverables and work
that needs to be done. Several factors, including those inside the organization itself, the
industry, the technology being utilized, or the development approach, might have an
impact on the project life cycle.

1.2 The 5 phases of project management Life cycle

01. Project 02. Project 03. Project 04. Project 05.Project
Initiation Planning Execution Control Close Out
Phase Phase Phase Phase Phase

1.2.1 Project Initiation Phase

The initiation phase is the initial stage of the project management life cycle. When we
need to decide for sure what goals we need to accomplish, this phase serves as the
launch pad for all undertakings.
 There are a few steps in it. Prior to identifying the project's scope or stakeholders, you
must first determine the main issue that the project will address. Following that, we
may begin creating a statement of work and a business case.

To decide whether or not the project will proceed, a business case is employed. It
contrasts the project's possible costs and advantages. The statement of work, which is
another crucial document, includes information on the project's goals, deliverables,
and other specifics of its scope.

In order to communicate the aim to the other project team members, we must be
extremely focused on it at the project initiation. It is a known truth that those who set
challenging goals for themselves are the top achievers and appear to be least impacted
by adverse stress.

1.2.2 Project Planning Phase

The strategy that tells you where you are intended to be in the first place is essentially
what this project phase is all about. You can't tell if you are succeeding or failing
without a plan. You have no control if you don't have a plan. You should know how
long it will take and how much it will cost. What needs to be done?

Project planning in project management entails breaking down large tasks into
smaller, easier to manage chunks that can produce a more realistic schedule,
eliminating the risk of "ground rush," a term used in parachuting to describe how the
ground rushes to hit you in the final seconds of a jump when you are unprepared.

When all of the energy is concentrated into the final few seconds, panic sets in, and
we lose sight of our fundamental training, limbs are broken. When we don't establish
the right priorities for the project plan, something can occur. Planning is essential. The
following steps are typically included in the planning process:
 Identifying the project timeframe and breaking it down into phases with specific
activities that must be completed within those phases is the first step in the planning
process.
The budget estimate and figuring out how much to invest in the project to get the best
return on investment are the following steps. Additionally, you must start gathering
the crew and the necessary resources.

You should be aware of potential risks and significant impediments at this phase.
Recognize problems and begin making plans to reduce risks to keep the project on
schedule and under budget.
Make a risk assessment that enables you to categorize and quantify any foreseeable
issues with a project. It is also recognised that by being proactive, we are better
prepared to deal with issues that may develop in our social or professional lives.

Instead of having to respond to unanticipated emergencies, we can build contingency

plans that will offer us prepared options if issues arise in our personal or professional
lives.
Techniques can be used to make sure we only focus on the most crucial concerns and
address them first, rather than being mired down or distracted by unimportant matters.
The 80:20 rule is another name for it.

1.2.3 Project Execution Phase

The project plan is put into action during the execution phase. This entails acting upon
it as soon as feasible. When it comes to finishing a project, the adage "Procrastination
is the thief of time" is highly accurate.

Of course, doing things alone isn't always an option. Teamwork is necessary to

accomplish goals, just as it is in project management.

Remember, it is essential for people to learn to rely on the assistance of others by

intentionally delegating and therefore spreading the load, much as in our private lives,
where those with good friends have more interesting lives, those with good friends.
 Delegating also demonstrates your respect and confidence in the group, which will
foster individual loyalty and enduring interpersonal bonds, both of which will
motivate team members to take responsibility for certain tasks and feel like they are a
part of the bigger plan.

During the project's execution phase, project managers need to be aware of a few
things. The right team members should be given the right tasks, and they should be
given the direction and explanation they need to complete them.

Communication with team members, clients, and stakeholders is essential since

everyone involved in a project has to be informed of its status as it is being carried
out.

1.2.4 Project Control Phase

The process had begun in the previous phase of project execution, and in this phase of
project management life cycle, the emphasis is on tracking the processes as the work
is done. Control is typically the ongoing work that project managers do to keep their
projects on schedule.

The best way to ensure progress and development is to monitor and evaluate project
performance. A project manager should ensure that team members complete their
allocated responsibilities on schedule and to a high standard.

The cost is another important factor to control. The project is kept on track by keeping
an eye on the budget and resources. Additionally, keep an eye on your QA checklists,
spending logs, and change management documentation. Throughout the course of the
project, you can keep track of where your time and money are going and double-
check your planning. By doing so, you can identify bottlenecks and initiate crucial
discussions about streamlining the project management process.

We are better able to take corrective action if things are not going as planned by
establishing extremely specific milestones to assess our progress in life or a project. If
 we have instead surpassed a big goal ahead of schedule, we might encourage
ourselves.

In order to maintain control, you must regularly update all stakeholders on your
progress. Before it's too late, you must alert all pertinent project stakeholders if further
time, effort, or resources are needed. You should have evidence to support your
requests in the form of data and outcomes. This will increase your ability to defend
your requests and keep their faith.

1.2.5 Project Close out Phase.

A project's learning phase is known as project closing. We gather and preserve
information about our accomplishments and deficiencies throughout this stage of a
project. This makes sure that we don't keep going down the same predicted road to
failure.

In life, we frequently fail to learn from our mistakes and land in unhealthy
relationships or situations, which sets off a chain reaction of unfavourable self-talk.
If you continue to work on the project even after the work has been completed, you
will be prepared to use everything you have learned in your next project. Verify that
every part of the project is finished and that there are no open ends.

Giving the client the deliverables and the owners the documentation, canceling
supplier contracts, and releasing the people and equipment are all part of the closing
process. The remaining funds should be allocated for upcoming budgets, and you
should also give a report to important stakeholders.

The emphasis on formal project management and the introduction of knowledge that
will help the business in the future are the two things that the closure phase does best
for the project's completion.
An honest assessment of the project's performance is the first step in project closure,
which is followed by the citation of best practices and lessons learned. This important
data is stored in the project assessment report for use in later projects. It functions as a
 repository for learned knowledge from mistakes made along the way and a channel
for spreading that knowledge throughout the organization.

The more and more work done at an organization will take the form of projects. A
project is a need or problem that is scheduled for resolution, and that, to paraphrase
Roy Keane, "If you don't plan, you plan to fail."

2.0 Examine the factors to be considered when compiling a

project management plan (PMP).

2.1 Components of Project Management Plan.

 Scope Statement
 Critical Success Factors
 Deliverables
 Work Breakdown Structure
 Schedule
 Budget
 Quality
 Human Resources Plan
 Stakeholder List
 Communication
 Risk Register
 Procurement Plan

2.1.1 Scope statement

Every tool purchase, piece of equipment rental, employee salary, cup
of coffee, or other expense must be categorized as either being a part of
the project or not. Knowing and upholding the project's boundaries is
one of the project manager's key duties. The scope statement is one of
the most crucial components of a project management plan, scope
definition errors are the leading source of project unhappiness.

Scope declarations ought to be SMART:

Specific: The better, the more specific.

 Measurable: You have no way of knowing if anything was
accomplished if you can't measure it. Although qualitative criteria can
be effective in some cases, wherever possible, employ quantitative
descriptions.
Achievable: Surprisingly, it's simple to commit to a task for which you
lack the necessary skills.
Relevant: The scope should be narrowly focused on achieving the
client's or owner's goals and avoiding activities that do not provide
value.
Time Limited: A project has a deadline because it is by definition
temporary.

2.1.2 Critical Success Factors

Time and money are typically at the top of the list of success criteria
for projects because they are considered ephemeral endeavors. It goes
without saying that someone expects the deliverables at a specific time
and at a specific price. Indicators of additional project success include:

□ Limitations (time)
□ Budget (price)
□ Exemplary standards
□ Benefits to consumers
□ Very few changes orders
□ Minimal product rejection rates
□ Employee happiness

2.1.3 Deliverables
The results that the project is expected to provide are known as
deliverables. To the project sponsor that commissioned the project, the
project "delivers" them. As a result, every project has deliverables that
must be specifically described in the project management plan.
Additionally, context-relevant information on quality, size, length, or
other standards can be provided.
2.1.4 Work Breakdown Structure
The development of a WBS, which is a logical partition of the project
into tasks, forms the basis of good project management. The project is
then managed individually, task by task.

It could just be a list of tasks:

Task ID’s can be in any format (1, 1.1, 1.1.1. or A, A1). For larger
projects you could also produce something more applicable to their
size:
2.1.5 Schedule
The schedule is typically a crucial component of the puzzle because
projects have clearly defined beginnings and ends. The dates of the
deadlines are frequently decided with the help of external stakeholders.
Similar to scheduling changes, these are typically problems that need
active handling.

It's not necessary to spend a lot of time and money on project

management software to create a project schedule. Whatever succeeds
in informing the relevant stakeholders of the project milestones and
deadlines is sufficient.
The WBS can simply be expanded to incorporate the due dates for
small projects:

A graphical schedule might be better suitable for larger projects:

2.1.6 Budget
Because a project is only temporary, it needs to have a clearly defined
budget and be actively maintained to prevent it from taking root and
spreading like an irritating plant.
 For minor projects, the budget can also be incorporated to the WBS,
just as the schedule:

2.1.7 Quality
There are always quality standards in force when a project generates a
delivery. For instance, if the effort to build a fence result in a fence
that is not straight, the neighbor would likely protest and (if the fence
is bad enough) request a new fence.

What criteria do you have for project quality? This ought to be broken
down and listed. Every industry has standardized quality success
criteria, such as ASTM, IEEE, or ISO-9001, which may be easily
sought up and set for the project. These businesses specialize in
creating quality standards, making them excellent resources for
guaranteeing project excellence.
Additionally, quality management has a number of facets, including:
o Establishing criteria for quality
o Developing a quality assurance plan to satisfy the standards.
o Quality control using measurement.
The project management plan's quality section needs to cover each of
these points.
Throughout the project, quality control results should be actively
documented, and any changes to the plan of attack should be updated.

2.1.8 Human Resource Plan

One of the most important elements in the chain of successful projects
is frequently the project team members. They are typically quite time-
consuming for the project manager because new employees must be
 taught and their productivity must be actively maintained, regardless of
whether they are hired or acquired from a larger business.
The following components should be included in the project
management's human resources section:

 Requirements for resources. a list of the roles in the project

team, their descriptions of duties, etc.
 Acquisition of the project team. how members of the project
team will be found. lists of the jobs in the wider organization
that are already filled, the time commitment that each
individual will make to the project, the origin of the project
team, and other details.
 Educating and developing. How you plan to make sure the
project crew is equipped to complete it successfully.
 Management. Motivational exercises, performance reviews,
policies for employee reassignment, and any other matter
pertinent to the effective management of the project team.

2.1.9 Stakeholder’s List

There are frequently so many stakeholders in different sectors that it
can be overwhelming. Although the government regulator (from the
same department) wants to invest in environmental mitigation, the
government customer (owner) wants to spend the least amount of
money possible. The train company ignores all of your deadlines since
it isn't interested in your project, the neighboring landowner wants to
make money, a power line needs to be relocated, a gas line needs
meticulous contracts, and a power line needs to be moved.
The project management plan's stakeholders list should be created,
kept there, and frequently referenced. A proper stakeholder analysis
classifies the stakeholders' level of interest in the project as well as
their ability to influence it.
2.1.10 Communication
The project scope, timeframes, and finances are frequently the major
causes of complications. However, a lack of communication just serves
to exacerbate the situation, which happens frequently. As a result, one
of the key components of the project management plan is
communication.
When a problem emerges that affects stakeholders' interest in the
project, the project manager should undoubtedly get in touch with
them. The project manager just needs to pick up the phone in that
situation. It's in our tendency to want to avoid breaking terrible news,
but this is the time when contact is crucial. Avoiding it will simply
foster a situation where problems will surface much more quickly in
the future. Although this is the most crucial form of communication,
the project management plan typically cannot include anything
particular. Every project has ongoing communication requirements,
which the project management plan should handle. Project updates,
investor notices, progress reports, and other materials fall under this
category. There should be a list of official communications that are
essential to the project in the project management plan.

2.1.11 Risk register

A project manager is first and foremost a leader, and one of the most
crucial characteristics of leadership is being prepared for the
unexpected. One of the most crucial leadership qualities is the ability
to move swiftly and decisively when anything goes wrong. If you want
to be a top-notch project manager, you must develop this skill.

Making a risk register is the correct method of risk management. This

posh-sounding term simply refers to a summary of the most significant
risks to the project's successful completion. Recall the crucial success
factors mentioned above? A risk is something that has the potential to
harm the project's success.
 A risk's importance is determined by two things:
- Probability
- Impact
Although risk analysis is a complicated subject with numerous books
written about it, for the majority of projects, a streamlined approach
works quite well. The following fields are included in the risk register:

- Risk description. Through brainstorming, subject matter experts,

examination of prior projects, and other methods, the final list of
risks is developed. As a general rule, you should only take a
maximum of 20 risks, but because they tend to be somewhat
remote, you should normally stop after about 10.
- Probability. The risk can be adequately categorized using a scale
of 1–10, A–E, or something similar.
- Impact. The risk can be adequately categorized using a scale of 1–
10, A–E, or something similar.
- Priority. To establish the total priority, the Probability and Impact
are compounded. But it typically makes sense to reclassify them
using a 1–10 scale. Next, the list is prioritized.
- Triggers. The manifestation of the danger is defined by the
behaviors or occurrences. How much rain, for instance, would
force you to halt if you were constructing a fence and there was a
chance it may begin to rain? What determines whether the risk has
materialized?
- Action strategy. Here is where you create a strategy to manage the
risk. What actions will be taken once the trigger is determined to
have happened? Who will carry out such tasks, and who are all the
parties who require notification?

2.1.12 Procurement plan

Subconsultants, subcontractors, and suppliers are used on several

projects. The following items should be noted in the project
management plan:
- What external goods and services are necessary.
- How will they be obtained?
- How the students' development and quality will be evaluated.
Since external contractors frequently don't place the same emphasis on
quality and punctuality as the performing firm does, management takes
on greater significance.

The procurement procedure is as follows:

- Formalize your Statement of Work (SOW). The terms of

Reference, scoping statement, Request for Proposal (RFP), and
others have several synonyms in the SOW. However, it merely
outlines the tasks that the outside contractor must complete. Since
an engineer will write the technical portion and a lawyer will write
the contractual portion, the technical information is typically kept
apart from the contractual material (bidding guidelines, insurance
needs, etc.). As a result, the nomenclature has also been divided.
The SOW or Terms of Reference are the technical specifications,
whereas the RFP, RFPQ, ITT, and other similar terms refer to the
contractual information.
- Complete the procurement. The Statement of Work (SOW) is
included in the Request for Proposal (RFP), which is then issued to
the bidders to complete the procurement. A winning bidder must be
selected once the bids have been received. If you don't, you will (in
most countries) be forced to choose the lowest bidder, so always
make sure you specify in the tender and/or SOW that you are free
to choose any bidder rather than just the lowest.
- Advance payments. Typically, contractors are paid according to
how much work they perform each month (or other time period).
There may be some paperwork needed, but the bills are paid, the
invoice is sent, and the progress is confirmed.
The statement of work is frequently viewed as a document that
outlines the tasks to be completed, rather than necessarily the
project's parameters. However, setting up sensible boundaries is
crucial. When the contractors are putting together their proposals,
every word will be carefully examined. It is surprisingly simple to
allow some leeway for interpretation, which creates the risk that a
 dishonest contractor may win the job with a lower bid and then
demand more money when a specific service item is "out of
scope." On significant building sites, this dance happens every day.

Throughout the project, the SOW is reviewed word for word. If the link
is weak, every small amount of work that was not initially anticipated
could lead to a change of order, which would incur additional costs. As
a result, it is a crucial element that needs to be carefully examined
before being made public.

3.0 Examine a range of research methods and strategies and

their importance to project management.

3.1 Research methods

Techniques for gathering data:
o Both qualitative and quantitative methods can be used to do research
on anything that cannot be quantified or to provide answers to inquiries
regarding ideas, events, and meanings. If your research involves testing
hypotheses or you want to have a better mechanistic understanding of a
topic, get quantitative data.
o Mixed methods are a blending of different research methodology
types. The researcher may combine observations with focus groups or
interviews. A specific combination may be chosen, depending on what
the researcher is researching, and which research techniques are best
suited to their roles. A best practice for using mixed methods is to
select two complementary research techniques, such as starting with a
focus group and using the information from the focus group to plan
and carry out an experiment.
o The two types of research methods are primary and secondary. Primary
research is any original data you gather on your own to address a
particular research topic through experiments, questionnaires,
observations, and other methods. In secondary research, information
from past studies is obtained (for example, from a government census
or earlier scientific investigations). If you are looking into a new study
subject, primary data collecting will surely be required. However, if
 you want to incorporate recent knowledge, look at previous trends, or
find widespread patterns, secondary data can be a better option.
o To obtain data about your research topic in a descriptive study without
getting involved is the descriptive and experimental methods. Your
study's validity will be determined by the sampling method you
employ. By actively interfering with a process and monitoring the
outcomes, you can perform experimental research. Your research's
validity will be determined by your experimental design. To conduct
an experiment, you must be able to alter your independent variable,
measure your dependent variable accurately, and take confounding
variables into consideration. When it is both practically and morally
possible, this method provides the most dependable answers to
questions regarding cause and effect.

3.2 Strategies
The following are the project management strategies that are employed:

- Establishing goals is a critical part of the project planning phase

that continues as your expectations change. Be sure to keep them
adaptable. Clear objectives help the team stay focused and give
the project direction.
- Recognize the size of the project. The budget, labor needs, and
general efficiency of the project can all be impacted by the size or
scope of the project. Larger projects need for more personnel and
resources, which can drive up prices and call for more skilled
management. Understanding project scope helps project managers
allocate resources where they are needed and provides a more
realistic view of the project's timeline.
- Speak with the customers and coworkers of your team.
Communication is essential to the success of every project because
it helps all parties to understand the requirements and potential
challenges. Effective communication is essential for determining
client expectations and making adjustments as the project develops.
 - Encourage cooperation. Teamwork is essential to the success of
many initiatives since they require the joint efforts of several
people or departments. When cooperation is promoted, workers are
kept focused on the advantages of teamwork.
- Make your expectations clear. When there are clear expectations,
there is less room for error because everyone is playing by the
same set of rules. Setting the expectation that a project will be
finished within the next two weeks, for instance, aids in keeping
the client, team, and leadership focused on the due date. setting up
clear expectations and having regular communication with teams.
- Utilize a work breakdown framework. Work breakdown structures,
or WBSs, are a tool used by project managers to break down huge
projects into smaller, easier-to-manage tasks for the team. This
helps break down more difficult jobs into more doable goals.
- Leave room for criticism. Receiving input from teams and
stakeholders can help a project manager identify crucial project
components that they may have overlooked during the project. The
team and stakeholders, who frequently have different perspectives
than the project manager, can provide more information about the
project's status. You can encourage feedback by specifically
requesting it or by sending follow-up emails and surveys.

3.3 Significance
The significance of research techniques and approaches in project
management
A skill that has a significant impact on performance at both the
project and career levels is the ability to manage research projects
well. This skill enables researchers to more easily overcome
challenges, seize opportunities, and successfully advance in their
careers.
By connecting projects to strategy, teams can accurately predict
what can be accomplished, by when, and at what cost. Initiatives
can drastically stray from their original goals in the absence of a
plan. The importance of strategic project management is
emphasized in the PMI report as well.
LO2

1. Produce a PMP that covers, aim, objectives,

deliverables, quality, risk, communication resources and research
methods.

1.1 Introduction
The goal of this project is to create a new product that will increase our
company's manufacturing process efficiency. Project goals include a 10%
increase in manufacturing process efficiency, a 5% decrease in
manufacturing process expenses, and a 5% increase in product quality. A
prototype of the new product and a report outlining the development
process and the outcomes are the project's deliverables. The project will be
carried out over the course of a year.

1.2 Aim
The goal of this project is to create a new product that will increase our
company's manufacturing process efficiency.

1.3 Objectives
1. To create a product that will 10% increase manufacturing process
efficiency.
2. To shave 5% off the price of the manufacturing process.
3. To raise the product's quality.

1.4 Deliverables
1. A test version of the new item.
2. A summary of the development process and the outcomes.

1.5 Quality
1. All pertinent safety and quality requirements must be met by the new
product.
2. The product must be suitable for its intended use and satisfy client
requirements.
1.6 Risk
1. There is a chance that the new product won't satisfy the necessary
requirements.
2. There is a chance that the new item won't serve its intended purpose.
3. There is a chance that the project won't be finished on schedule.

1.7 Communication resources

1. To oversee the project, a project manager will be chosen.
2. Continual progress reports will be created and distributed to the
appropriate parties.
3. A website for the project will be made and updated.

1.8 Research methods

1. To determine the optimal production techniques, a literature review will
be done.
2. To get client input, a survey will be administered.
3. Tests on the new product will be done through experiments.
 2. Produce a work breakdown structure and a schedule to provide
timeframes and stages for completion.

2.1 Breakdown Structure

New Product
Design

Project Product
Managment Development

Conceptualizing
Development Blast-off
& Detailing

Manual,
Preliminary
Contracts and
Analsis
Authorizations

Financial Operational
Feasibility Feasibility IT systems
Analysis Analysis

Coaching

Communication

2.2 Breakdown Structure

Task Time Start End Statu Cost
s
New Product Design 97 days 01-07-2023 01-10-2023 ok $ 61,700.00
1. Project 82 days 01-07-2023 22-09-2023 ok $ 15,700.00
Management
2. Product 35 days 20-07-2023 25-08-2023 ok $ 10,800.00
Development
2.1 Conceptualization & 15 days 20-07-2023 04-08-2023 ok $ 5,400.00
Detailing
2.1.1 Preliminary Analysis 10 days 04-08-2023 14-08-2023 ok $ 3,200.00
2.1.1.1 Operational 5 days 10-08-2023 15-08-2023 ok $ 1,100.00
Feasibility Analysis
2.1.1.2 Financial Feasibility 5 days 10-08-2023 15-08-2023 ok $ 1,100.00
Analysis
2.2 Development 45 days 15-08-2023 30-09-2023 ok $ 28,800.00
2.2.1 Manual, Contracts and 25 days 25-08-2023 19-08-2023 ok $ 13,900.00
Authorizations
2.2.2 IT Systems 15 days 25-08-2023 09-09-2023 ok $ 4,100.00
2.2.3 Coaching 10 days 19-09-2023 29-09-2023 ok $ 8,800.00
2.2.4 Communications 5 days 24-09-2023 29-09-2023 ok $ 2,000.00
2.3 Blast-off 7 days 29-09-2023 06-10-2023 ok $ 6,400.00

2.3 Time management techniques

the application of the PERT (Program Evaluation and Review
Technique) technique, which is used to develop estimates with more
confidence and manage projects more effectively. The most likely
(MP), pessimistic (P), and optimistic (O) predictions are used to
determine the length of an activity. This technique was developed in
the United States in 1958. The PERT technique's main advantage is the
integration of these three scenarios since it weighs the activity's risks
and uncertainties. So, let's examine how PERT operates: You must
first obtain your Most Likely, Pessimistic, and Optimistic estimations
of activity from your experts.
Think about this:
Optimistic = The ideal situation, where everything goes as planned.
Pessimistic = to the worst scenario, in which everything will go wrong.
The most likely = scenario is one in which nothing will be out of the
ordinary and there won't be any major surprises, either good or
negative.

2.4 Updating Project Schedule

There is currently project management software available to help with
the management, which is becoming more practical and effective.
Receiving the development of the team's operations in real time is also
included in this. The dashboard is a tool that enables the very clear and
impartial summarization of the information that is provided. It is a
quick and effective approach to keep track of project activities to
determine whether everything is going according to plan, whether the
stages have been finished, or even if they need to be updated.
2.5 The effects may time management have on project costs,

risks, and resources.

Time management directly affects a project's risks and expenses.
duration is money, as is frequently said, demonstrating the close
connection between project duration and cost. The workforce of the
employees must be considered while managing the timeline of a
project; the longer an employee works on a project, the more
expensive he gets. While managing time, there are hazards that must
be estimated within a project. A project's risks are a collection of
potential outcomes, such as threats or opportunities, which, if they do,
could have a good or negative impact on the project. If something goes
wrong and needs to be redone, this will require more time to develop
the project. This time should be allocated for any adjustments during
time management to prevent the project from running over its finish
date.

2.6 Communication
The project manager must be familiar with the team in charge of each
activity, be in constant communication with them, and be familiar with
every step of every process that will be employed in order to
successfully realize and manage the project schedule and the WBS. In
order to ensure that project information is generated, collected,
disseminated, stored, and eventually disposed of in a timely manner,
communications management must be implemented throughout project
planning.
fosters communication among the team members, ideas for new
projects, and information.
• Communications planning, which determines information and
communications the participants. specifies who will receive the
information, when it will be delivered, and how.
• Information distribution aims to make information available to
project participants.
• Performance reporting is the process of gathering and sharing
performance data. includes project progress and predictions,
positioning reports.
• Administrative closure: the process of creating, collecting, and
sharing data to formally mark the end of a project phase.
LO3

1. Conduct a business project as stated within

the PMP and communicate findings.

1.1 Literature Review

An organization's capacity to foresee and deal with interruptions is
referred to as the concept of "business continuity." This ensures that
corporate operations can continue as usual while also reducing the risk of
loss (Fani, 2019). To guarantee business continuance,
The creation of a business continuity plan (BCP) is required. A BCP is a
plan for managing emergencies and resuming company activities. It also
plays a significant role in any successful plan for changing course (Zare,
2020). Digital technologies may also be a very useful tool for managing
catastrophe risk across all of its stages, including recognizing and
measuring, preventing, and preparing for recovery (Moşteanu, 2020). This
is because they make it simpler to generate, calculate, and circulate the
data required to create new business processes that will position firms for
effective integration in the digital age.

Business continuity includes a catastrophe recovery plan that tackles an

event's immediate effects. Although disaster recovery planning frequently
involves a number of diverse procedures, these might get mixed up during
execution because a crisis rarely goes as anticipated. Dealing with the
immediate aftermath and putting an end to the disaster's effects as soon as
is practical are both parts of disaster recovery (Kato, 2018). The BCP is
divided into several stages, including the response stage, the restart stage,
the recovery stage, and the restoration stage (Zare, 2020). Since downtime
affects patients and their lives in addition to the "business," data loss in
healthcare organizations is very severe. This is the main justification for
maintaining all IT infrastructure components appropriately protected
against downtime risks. The HC organization must have a strategy in place
that promotes a quick recovery.
1.2 Research method
A questionnaire was created to collect the data, and this questionnaire
served as the main data source. The secondary data comprised details from
books, journals, scholarly papers, etc. Both quantitative and qualitative
investigations were undertaken.
analysis and assessment of the information and data gathered.
- Digital approaches and tools, such as spreadsheets (Excel
templates) and online surveys (SurveyMonkey, Google Forms,
Zoho Survey), can be used to analyse and assess the collected
secondary and primary data.
- Techniques for analysing data, such as coding, graphing, and trend
analysis. Methods for producing scattergrams, line graphs,
histograms, pie charts, bar charts, frequency curves, and
pictograms. Use of linear trend lines and scatter (XY) graphs for
forecasting (reliability).
- Methods for making tables that streamline and rationalize the
display of data to make it easier to comprehend the information
contained therein.
- The advantages of validating data and upholding an objective
mentality in order to produce objective findings.

1.3 Communication
The diverse report formats, internet content, and presentation formats are
examples of diverse types of communication methods, such as written and
vocal. Presentation software with multimedia capabilities: PowerPoint,
Prezi, Google Slides, Microsoft Sway, and Adobe Spark. Video calls with
services like Zoom, Adobe Connect, Google Hangouts, and Slack

To effectively communicate with an audience, both verbal and nonverbal

abilities are needed, such as eye contact, pitch, and tempo. communicating
with and convincing internal and external stakeholders, such as through
sales and negotiating techniques. The presenter's appearance, demeanor,
professionalism, suitability for the audience, level of preparation, and
organization. Different communication forms to satisfy the cultural
diversity of an audience, as well as different audience demands and
expectations.
As part of the project process, presenting logical and convincing findings
and results. Developing an evaluative conclusion