Custom-Written, AI & Plagiarism-Free with Passing "Guaranteed"

money back guarantee
Assignment Briefs 10-29-2024

Making any reasonable assumptions and suggesting any additional stakeholders of your choice, design and illustrate a suitable Organisational Breakdown Structure (OBS) to represent a project organisational structure showing all communication

H11DP DELIVERING SUCCESSFUL PROJECTS FINAL ONLINE ASSESSMENT

August Examination and Assessment Diet 2023-2024 Duration: 24 Hours

This assessment consists of one case study and four questions, each worth 25 marks.

There is no choice in the selection of questions to be answered.

The total word limit for this paper is 4000 words, which you may divide as you see fit among the sections required in your answer.

Your submission: Please ensure that your submission is a Word based document, i.e. doc or docx. Pdf and dotx submissions are not acceptable and will not be marked.

Ethical Commitment: By submitting answers to this paper, I declare that the work I have submitted for the assessment is entirely my own. I have not taken the ideas, writings or inventions of another person and used these as if they were my own. My submission is expressed in my own words. Any uses made within this work of the ideas, writings or inventions of others, or of any existing sources of information (books, journals, websites, generative artificial intelligence, etc.) are properly acknowledged and listed in the references and/or acknowledgements section.

I understand that infringing this statement would represent an academic misconduct offence subject to disciplinary action according to the University Regulations and Policy regarding Academic Misconduct, with possible significant consequences for degree progression and final degree outcome.

CASE STUDY

Note: In developing your answers you can make any assumptions you wish, provided these are reasonable, do not contradict the content of the case study and are clearly written down.

Assume you are a professional project manager working for Green Energy Solutions (GES). Your Programme Director summoned you to their office and handed you the following brief for a new project that you have been appointed to lead.

Project Charter: Solar Power Plant Installation Project Overview:

Green Energy Solutions (GES) is a global leader in providing sustainable energy solutions. Headquartered in Germany, GES specialises in the development, installation, and management of large-scale solar power plants. GES has embarked on a large-scale project to install two new solar power plants across two countries, as part of the European Union’s ‘Green Future’ vision to reach 250 Gigawatt of solar capacity by 2030.

Project Objectives:

  • Reduce fossil fuel usage by 15%.
  • Provide sustainable energy to remote areas with limited infrastructure.
  • Ensure the solar power plants are close to the areas of consumption to minimise transmission losses.

Project Details:

  • Location: Site ‘A’: Belgium. Site ‘B’: Latvia.
  • Timeline and Budget: As stipulated in contract.
  • Technology and Equipment: State-of-the-art solar panels, inverters, and battery storage systems.
  • Capacity: 0.65 Gigawatt.
  • Allocated human resources: 2,500.

Stakeholders:

  • Internal: Includes senior management, sponsoring Programme Director, project manager, legal department and change control section. The internal team will be drawn from the main functional departments within GES, including Production, Human Resources, IT Support, and Research and Development. They will prepare the initial project specifications and later lead and monitor the project.
  • External: PM Consultant firm, which acts as the main point of communication.
  • Main Contractor: SolarTech Installations Ltd.
  • Sub-contractors:
  • ElectroConnect [nominated]: Responsible for electrical installations.
  • EcoFencing: Handles frame-construction and security installations.
  • SunSupply: Supplies solar panels and inverters.
  • PowerStorage: Provides battery storage systems.
  • Consultants:
  • SafePower: Safety and compliance consulting
  • CostWise: Cost consulting.
  • Inspection and governance: National Energy Regulatory Authority (NERA) inspects and provides compliance certification.
  • Utility Providers: Local utility companies responsible for grid connection and water supply.

Project Structure:

  • Internal Reporting: The internal project manager (IPM) reports directly to the Head of IPM and is accountable to the Project Sponsor. The Project Sponsor has executive authority over all project managers and functional managers.
  • Change Control: Managed by the internal Change Control Section that reports directly to the Project Sponsor. All change requests are processed through the external PM, who then communicates with the internal interface function. The legal department issues and administers all contracts.
  • Legal Services: Operates independently and reports directly to the GES Senior Management Team.

Monitoring and Reporting:

  • Internal Monitoring: Conducted by the internal project team, which prepares regular progress reports.
  • External Monitoring: The external PM consultant provides updates and coordinates with the internal team.

Communication and Change Control:

  • Communication Flow: External stakeholders communicate with the external PM, who then liaises with the internal interface function. Internal decisions are communicated back to the external stakeholders through the same channel.
  • Change Control Process: Requests are submitted to the external PM, who communicates with the internal interface function. The legal department and change control department review and approve changes.

Success Criteria:

  • Meeting the contractual deadline.
  • Maintain appropriate EVA values, within allowed quality boundaries.
  • Achieving the project objectives (fossil fuel reduction, energy provision to remote areas).
  • Compliance with regulatory requirements.
  • Minimal impact on wildlife in the project area.
  • Engage the wider community affected by the project.
  • Employ at least 10% local workforce.

Main strategic uncertainties:

  • The future direction of energy policies and regulations is unpredictable, which could affect subsidies, tax incentives, and overall project profitability.
  • Market dynamics and consumer preferences for energy sources can shift rapidly, influenced by technological advancements, price changes in fossil fuels, and public sentiment towards climate change.
  • The pace of innovation in renewable energy technology is unpredictable, and newer, more efficient technologies than solar panels could emerge, necessitating further investment and upgrades.
  • Economic and geopolitical conditions are inherently volatile and can affect the availability of capital, interest rates, and the cost of imported materials, influencing the project`s financial stability.

Required:

Question 1

(a) Making any reasonable assumptions and suggesting any additional stakeholders of your choice, design and illustrate a suitable Organisational Breakdown Structure (OBS) to represent a project organisational structure showing all communication, authority and contractual linkages and explain the rationale behind your choice of types of contracts and any additional stakeholders and the design. (15marks)

(b) Discuss and illustrate the project positioning using the NTCP model. (10 marks) (Total 25 marks)

Question 2

(a) Apply your knowledge of project risk management to identify and analyse five potential project risks. Illustrate the risks using a risk map. Suggest mitigation strategies for each identified risk. (10marks)

(b) The project includes a Change Control Section. Discuss the role of this function in managing project risks and how it contributes to the overall success of projects. Support your answer with appropriate examples from the context of the case study.

Question 3 (15 marks) (Total 25 marks)

(a) One of the project’s success criteria is compliance with regulatory requirements. This is expected as the project spans along two countries (with their own regulatory requirements) and is also subject to the National Energy Regulatory Authority (NERA)’s inspection.

Discuss how compliance impacts the project timeline and what actions can be employed by the project manager to ensure timely compliance. (10 marks)

(b) Discuss the key challenges you might face as an Internal Project Manager when coordinating between the internal and external environment in the context of the case study. (15 marks) (Total 25 marks)

Question 4

Assume the Solar Power Plant Installation project is already in its execution stage. Refer to Tables 1 & 2 below, showing the actual cost and schedule performance of four teams on one of the project work packages.

Note the target output and cost figures given. They cover the first 5 months of the package. Each team is working at a planned rate of 10 tasks per month over 10- months total period. Each task has an estimated cost of €15,000.

Table 1 Output performance for Teams 1, 2, 3 and 4

Month

Team

Cumulative number of tasks

AC

EV

PV

CV

SV

1

1

10

150,000

150,000

150,000

0

0

2

9

120,000

135,000

150,000

15,000

-15,000

3

7

120,000

105,000

150,000

-15,000

-45,000

4

10

150,000

150,000

150,000

0

0

2

1

20

300,000

300,000

300,000

0

0

2

17

160,000

255,000

300,000

95,000

-45,000

3

15

280,000

225,000

300,000

-55,000

-75,000

4

20

300,000

300,000

300,000

0

0

3

1

30

450,000

450,000

450,000

0

0

2

24

250,000

360,000

450,000

110,000

-90,000

3

24

370,000

360,000

450,000

-10,000

-90,000

4

33

540,000

495,000

450,000

-45,000

45,000

4

1

40

600,000

600,000

600,000

0

0

2

31

350,000

465,000

600,000

115,000

-135,000

3

35

530,000

525,000

600,000

-5,000

-75,000

4

48

760,500

720,000

600,000

-40,500

120,000

5

1

50

750,000

750,000

750,000

0

0

2

38

450,000

570,000

750,000

120,000

-180,000

3

50

750,000

750,000

750,000

0

0

4

63

990,000

945,000

750,000

-45,000

195,000

Table 2 Output performance for the Work Package

Months

AC

EV

PV

CV

SV

1

540,000

540,000

600,000

0

-60,000

2

1,040,000

1,080,000

1,200,000

40,000

-120,000

3

1,610,000

1,665,000

1,800,000

55,000

-135,000

4

2,240,500

2,310,000

2,400,000

69,500

-90,000

5

2,940,000

3,015,000

3,000,000

75,000

15,000

(a) Comment on the performance of each team and on the performance of the work package as a whole over the 5-month period. Support your analysis using additional EVA variables and appropriate illustrations. (10 marks)

(b) Describe how you would apply project management good practices to ensure that the project stays within budget. (15 marks) (Total 25 marks) TOTAL 100 MARKS

END OF PAPER

Delivering Successful Projects Examination Report August 2024

Course Leader’s Report

Question 1

  1. In question 1a, most students successfully presented an OBS and offered explanations to justify their design. However, there were two location sites in the case study, and only a few students addressed this aspect within their OBS.
  2. In question 1b, most students managed to provide reasonable justification on the positioning of the project within the NTCP framework. However, some students did not include an illustration of the diamond framework to support their answers.

Question 2

  1. In 2a, most students managed to identify five risks associated with the case study and applied a risk map to analyse them. However, many students were unclear in explaining the causes and consequences of the risks that they identified.
  2. As to question 2b, many students were able to provide some good understandings of the role of CCS in managing projects generally. But they did not adequately focus their discussions within the specific context of risk management.

Question 3

  1. Most students were able to provide discussions on the impact of regulatory compliance management on the project timeline and gave suggestions on potential actions to ensure the smooth and timely management of compliance requirements.
  2. In question 3b, most students were able to discuss common challenges that an internal project manager might encounter. However, only some addressed potential solutions for these challenges.

Question 4

  1. In 4a, most students were able to provide good comments on the performance of each team and work package. Some students also included illustrations to support their answers, which is great.
  2. In 4b, students offered a variety of good practices for keeping the project within budget. Unfortunately, only a handful of students included discussions on the trade-offs that might be necessary to keep the project on track.

H11DP

DELIVERING SUCCESSFUL PROJECTS FINAL ONLINE ASSESSMENT

August Examination and Assessment Diet 2023-2024 Duration: 24 Hours

SOLUTIONS

Question 1

(a) Note: There is no single answer or OBS representation as the actual design and layout depends on assumptions made by the student.

The OBS should show the various stakeholders and a clear organisational boundary around GES, dividing internal and external environments.

Internally, there should be a representation for the senior management. This can be represented by hierarchal structure where the board of directors is at the top and then CEO and other VPs and respected functions – production, HR, IT, R&D.

Other entities include the programme director, the internal project manager, manager, legal department and change control section. The student can also assume a Project Management Office (PMO), a steering committee and so on.

The project team should show the student as the appointed PM (IPM), reports to the head of IPM and accountable to the sponsor (programme director). Other project team members will be the representatives from the main functions.

Externally, all contracts should radiate from the Legal department. There should be:

  • Standard contracting contract between GES and SolarTech Installations Ltd.
  • Professional services contracts between the GES and the PM Consultant firm, SafePower, CostWise.
  • Statutory contract between GES and NERA.
  • Sub-contracting    contract    between    SolarTech    and    ElectroConnect, EcoFencing and PowerStorage.
  • Sub-supplier contract between SolarTech and domestic supplier SunSuply.
  • Nominated sub-contracting contract between GES and ElectroConnect. This will form a ‘tri-partite’ agreement between GES--SolarTech-- ElectroConnect.
  • Utility pro-forma between GES and the utility providers.

Logically, all authority links internally are defined by the OBS hierarchy. Depending on assumptions; there may be authority links within the project team, given the project`s ‘projectized’ (project-oriented) structure.

The communications system should ideally contain formal and informal channels. All communication across the organisational boundary should be through the Project Manager (IPM) although, depending on assumptions, it might be appropriate to show formal channels between GES and other bodies. It is vital to represent the local community, government agencies (e.g. the National Energy Regulatory Authority). There could be communication links between external bodies, but internally there should be communication channels between the project team members and between the Project

Manager, the steering committee (if any) and other stakeholders. The communications should also represent the need for monitoring and reporting as described in the charter.

Better answers will show the designated project team (with its boundary). A representation of the two project location sites (Belgium and Latvia).

(b) A good answer should apply from Module 3 in the VLE. It would include:

  • Discussion on the four attributes of the NTCP model.
  • An application and discussion on the project to suit the NTCP model. This is likely to be –
  • Novelty – Platform.
  • Technology – Medium.
  • Tech/Complexity – System.
  • Pace – Regular. Stronger answers will:
  • Discuss the above in more detail and depth.
  • Include an appropriate illustration of the above based on the diamond framework (Shenhar & Dvir, 2007).

Question 2

(a) Note: There is a wide range of possible project risks covering everything from cost to quality.

Good answers will clearly define the project risks, providing a suitable logical and well assumed response, while better answers will demonstrate further understanding and analysis to include their magnitude.

Some likely risks could be:

  • Delays in obtaining regulatory approvals.
  • Communication challenges between the external PM and local contractors.
  • Supply chain disruptions affecting solar panel delivery.
  • Coordination issues between sub-contractors.
  • Technical challenges during installation and integration with the local grid.

Good answers will clearly define and classify and rank the project risks, providing a suitable logical and well assumed response. Better answers will present a comprehensive risk map and demonstrate further understanding and analysis.

(b) Good answers will apply from Modules 3 and 5 in the VLE.

By effectively managing project risks through a structured change control process, the Change Control Section plays a pivotal role in ensuring the successful delivery of the Solar Power Plant Installation project for Green Energy Solutions (GES). It is evident throughout the risk management process:

  • Risk identification: The Change Control Section plays a crucial role in identifying potential risks associated with proposed changes to the project scope, schedule, or budget. By systematically reviewing change requests, the section can identify any underlying risks that may not have been previously considered. For example, if a change request involves switching to a different supplier for solar panels, the Change Control Section would identify the risks associated with this change, such as the supplier`s reliability, delivery timelines, and the compatibility of the new panels with the existing system.
  • Risk analysis and classification: Once risks are identified, the Change Control Section assesses their potential impact on the project’s objectives and timelines. This includes evaluating the probability of occurrence and the severity of their impact, enabling a more informed decision-making process. For example, when a proposed change to the project schedule to accelerate installation might be assessed for risks such as increased costs due to overtime pay, potential quality issues from rushed work, and the availability of resources.
  • Risk response: The section collaborates with the project team to develop mitigation strategies for identified risks, ensuring that any approved changes do not jeopardise the project’s success. This proactive approach minimises the likelihood and impact of risks materialising. For example, the Change Control Section might suggest additional training for the workforce and a phased implementation plan as a mitigation, to ensure compliance without disrupting the project schedule.
  • Monitoring and control: The Change Control Section ensures that all changes are thoroughly documented, including the assessment of associated risks and the mitigation measures planned. This documentation provides a clear audit trail and facilitates accountability and transparency in the change management process. For example, when approving a change to the project’s scope, such as expanding the capacity of the solar power plant, the Change Control Section documents the potential risks (e.g., increased load on infrastructure) and the corresponding mitigation strategies (e.g., strengthening support structures) and later will communicate such changes to the legal department to update any legal documents.

By being involved with the on-going project management, the Change Control Section contributes to the overall success of the project by:

  • Maintaining alignment with the project objectives, standards and scope.
  • Enhancing decision-making practice thanks to a structured approach and documented data (configuration) that allows traceability.
  • Improving confidence amongst stakeholders. There is an understanding that the project is under control and changes (and risks) are proactively managed.
  • Ensuring compliance to regulation and contractual obligations

Question 3

(a) Good answers will apply from Modules 6 and 8 in the VLE, together with the general characteristics of project. Students can use their ‘common sense’ and experience as well.

Compliance approvals are critical milestones that must be achieved before other dependent activities can proceed. Delays in meeting regulatory compliance can lead to a domino effect, postponing subsequent project phases and extending the overall timeline.

By proactively managing regulatory compliance and integrating these strategies into the project plan, the project manager can minimise delays and ensure the project stays on schedule. This approach not only ensures timely compliance but also enhances the overall success and smooth execution of the project.

Some of the likely actions that can be taken by the project manager are:

  • Early engagement with the regulatory bodies to better understand all compliance requirements and timelines. Building a relationship with these bodies can facilitate smoother communication and faster resolution of issues.
  • Incorporate regulatory milestones and deadlines into the project schedule from the outset. Use detailed Gantt charts or project management software to track these milestones and ensure they are given priority.
  • Obtain preliminary feedback on project plans to identify potential compliance issues early and address them proactively.
  • To obtain necessary permits and approvals from regulatory bodies before other dependent activities can proceed.
  • Schedule self-inspections as a ‘rehearsal’ for the actual inspection, to allow for modifications on time, as any deficiencies found during inspections require remediation, which can further delay the project if additional work or re-inspections are needed. This can be done by planning the scope and then test the deliverables to the practiced safety and operational standards.
  • Ensure availability of inspectors.
  • Regularly coordinate, report and document the actions taken to meet regulations.
  • Follow and trace any possible changes in regulatory requirements during the project lifecycle to avoid redesigns or modifications to the project plan.
  • If possible, establish a dedicated compliance staff that will be responsible for managing the regulatory interactions, manage the documentation, regularly report progress, raise ‘red flags’, manage possible time-affected regulatory risks and expedite milestones.
  • Maintain open and frequent communication with stakeholders such as the external consultants, the main contractor, the project management consultant and others, to ensure everyone is aware of the compliance.

Note: There is a wide range of possible actions to be taken.

(b) Good answers will apply from Modules 2 and 4 in the VLE.

As an Internal Project Manager, effectively coordinating between internal and external stakeholders involves overcoming challenges related to communication, cultural differences, goal alignment, regulatory compliance, resource management, change management, risk management, technology integration, quality assurance, and conflict resolution. Addressing these challenges through proactive planning, clear communication, and collaborative problem-solving is essential for the successful completion of the new processing and canning facility project.

Some of the likely challenges that an internal project manager may face in the context of the case study are:

  • Communication Barriers: effective communication is critical to project success, and coordinating between diverse internal and external stakeholders can lead to misunderstandings or miscommunication. Ensuring all stakeholders are on the same page regarding project updates, requirements, and changes is a significant challenge.
  • Cultural Differences: these differences can affect collaboration and understanding between international stakeholders (such as between Germany, Latvia and Belgium). These differences can impact timelines, communication styles, and conflict resolution approaches, complicating coordination.
  • Alignment of Goals and Priorities: Internal and external stakeholders might have different goals and priorities, leading to conflicts that could divert the project from its track.
  • Regulatory and Compliance Issues: [see answer for section (a) above]. Ensuring that all stakeholders adhere to regulatory and compliance requirements is critical but complex, especially when different entities are involved.
  • Change and risk management: Managing changes and ensuring that all stakeholders are informed and aligned with those changes can be difficult. Identifying, assessing, and mitigating risks in a coordinated manner is essential but challenging with multiple stakeholders.
  • Quality management: Maintaining consistent quality standards across all project activities and stakeholders is essential for project success.
  • Conflict Resolution: Conflicts between stakeholders can arise due to differences in opinions, priorities, and work styles, requiring effective conflict resolution strategies. This affects both the external and internal environments. For example, a dispute between the internal project manager (IPM) and the external nominated subcontractor ElectroConnect regarding deadlines or quality standards need to be resolved quickly to avoid impacting the project timeline and outcomes

Question 4

(a) Team 1 is on programme and on cost throughout all 5 months. The cost per task always stays exactly at the budgeted level. This team performance is very satisfactory. If this condition continues, the work package will finish on cost and on time.

Team 2 starts off behind scheduled programme from month 1, with a positive budget deviation, means that it saves costs. This trend continues throughout the next 4 months. Furthermore, its performance deteriorates constantly, while it cost performance keeps positive and fluctuated. This team performance is inefficient and questionable. It runs under cost but behind schedule. If this condition continues, the work package will finish under cost and late.

Team 3 starts off both behind schedule and over cost, up to month 4. Its performance is considered poor. However, it improves from month to month until it stabilises on month 5, where it is right on programme and schedule, as originally planned. If this trend continues, the work package will finish on time and on cost, or even ahead of schedule and under cost.

Team 4 starts on programme in terms of schedule and budget. Its good performance continues on month 2. From month 3 onwards, its performance improves in terms of time as it runs ahead of planned schedule. Its cost performance, however, worsen as it behind budget. This could be a consequence of increased output as a result of increased bonus payments resulting in improved production output. This could be useful in this project, where time is so critical and more important than cost constraint.

Work package as a whole starts on budget and behind schedule. On month 2 team increases its cost saving performance, while keeping its schedule performance. On months 3 and 4, cost performance stabilises and schedule performance improves. On month 5 the project runs under cost and ahead of schedule. If the project continues like this, the end result could be a net under spend and time saving. This desired condition is favourable, since the activities concerned are critical and any time saving will result in a saving on the overall time required to complete the project.

Better answers will provide CPI/SPI/EAC data.

Individual teams

 

Month

 

Team

Cumulative number of tasks

 

AC

 

EV

 

PV

 

CV

 

SV

 

CPI

 

SPI

1

1

10

150,000

150,000

150,000

0

0

1.00

1.00

1

2

9

120,000

135,000

150,000

15,000

-15,000

1.13

0.90

1

3

7

120,000

105,000

150,000

-15,000

-45,000

0.88

0.70

1

4

10

150,000

150,000

150,000

0

0

1.00

1.00

2

1

20

300,000

300,000

300,000

0

0

1.00

1.00

2

2

17

160,000

255,000

300,000

95,000

-45,000

1.59

0.85

2

3

15

280,000

225,000

300,000

-55,000

-75,000

0.80

0.75

2

4

20

300,000

300,000

300,000

0

0

1.00

1.00

3

1

30

450,000

450,000

450,000

0

0

1.00

1.00

3

2

24

250,000

360,000

450,000

110,000

-90,000

1.44

0.80

3

3

24

370,000

360,000

450,000

-10,000

-90,000

0.97

0.80

3

4

33

540,000

495,000

450,000

-45,000

45,000

0.92

1.10

4

1

40

600,000

600,000

600,000

0

0

1.00

1.00

4

2

31

350,000

465,000

600,000

115,000

-135,000

1.33

0.78

4

3

35

530,000

525,000

600,000

-5,000

-75,000

0.99

0.88

4

4

48

760,500

720,000

600,000

-40,500

120,000

0.95

1.20

5

1

50

750,000

750,000

750,000

0

0

1.00

1.00

5

2

38

450,000

570,000

750,000

120,000

-180,000

1.27

0.76

5

3

50

750,000

750,000

750,000

0

0

1.00

1.00

5

4

63

990,000

945,000

750,000

-45,000

195,000

0.95

1.26

Work package (Whole)

Months

AC

EV

PV

CV

SV

CPI

SPI

EAC

1

540,000

540,000

600,000

0

-60,000

1.00

0.90

6,000,000

2

1,040,000

1,080,000

1,200,000

40,000

-120,000

1.04

0.90

5,960,000

3

1,610,000

1,665,000

1,800,000

55,000

-135,000

1.03

0.93

5,945,000

4

2,240,500

2,310,000

2,400,000

69,500

-90,000

1.03

0.96

5,930,500

5

2,940,000

3,015,000

3,000,000

75,000

15,000

1.03

1.01

5,925,000

(b) A good answer will primarily draw from Module 7 in the VLE but can also connect to other modules. The student should integrate concepts from the entire course to show how the project is controlled and monitored to detect and address cost deviations. The `iron triangle` of cost, time, and performance should be included, highlighting the `trade-off` needed to keep the project on track and within the budget and performance standards. These practices help achieve project objectives and enhance overall success and stakeholder satisfaction.

Some of the likely practices that a project manager could apply to ensure that the project stays within budget are:

  • Apply comprehensive cost estimation by using ‘bottom-up’ estimating that breaks down the project into smaller tasks and estimate the cost for each task. This approach ensures that no cost elements are overlooked.
  • Use expert judgement to provide accurate estimates based on their knowledge and previous projects (historical data).
  • Use cost baseline by developing a detailed cost baseline that includes all estimated costs and provides a benchmark for tracking actual expenditures.
  • Plan for contingency reserves for identified risks to cover unexpected costs without exceeding the overall budget
  • Use earned value-based cost control (EVA) to monitor project performance and cost efficiency. Key metrics like cost performance index (CPI) and schedule performance index (SPI) provide insights into whether the project is staying within budget.
  • Use Fixed-Price contracts, where feasible, to limit cost variability and ensure predictability in project expenses.
  • Insure any high-risk areas to protect against unforeseen financial losses.
  • Optimise resource allocation to avoid overallocation or underutilisation.
  • Engage stakeholders by maintaining comprehensive communication regarding the project’s financial status. Regular updates and reports build trust and facilitate timely interventions. For example, to regularly update the project sponsor and senior management on the budget status and seek their input on significant financial decisions, ensuring alignment and support.

A better answer will discuss the above in more detail and depth or reflect a wide range of options across the discipline.

Assessment Approach

The ‘Delivering Successful Projects’ exam assesses the students’ achievement of the course learning outcomes (see below), and concentrates mainly on analysis, critical thinking and application rather than recall of knowledge. The students face case that simulate ‘real’ PM situations. They are expected to demonstrate their capabilities critically assess them as they were PMs, using the knowledge of theories, tools and techniques gained in the course. They are required to critically assess the situation and suggest the way forward, processing load of data under time constraint and uncertainty. Therefore, there is a range of assumptions, conclusions and options they can draw from. Points are awarded for knowledge and understanding, the ability to integrate and apply this knowledge on the question or case, and the extent and quality of supporting evidence and justified examples. Overall, the level of alignment to the course learning outcomes is considered, according to the description of each mark band and the scoring guide below.

Learning Outcomes

  1. Explain the principles, concepts, theory and future trends of modern project management;
  2. Critically analyse and evaluate complex business problems to propose robust and sustainable project based solutions;
  3. Demonstrate an applied understanding of project management skills to address issues and enable strategic benefits realisation;
  4. Demonstrate an ability to plan and then implement the plan, manage change and successfully achieve project objectives;
  5. Show critical awareness of and the ability to apply current project management tools and techniques to plan a project based solution;
  6. Proactively assess and manage business systems improvements;
  7. Implement and realise a single definable project solution, by balancing multiple, sometime conflicting, objectives in ways that are accountable and achievable; and
  8. Propose appropriate solutions for managing multidisciplinary stakeholders and complex scenarios under conditions of risk, uncertainty and changes

H11DP: Delivering Successful Projects Assessment Grading Guide Rubric

Outcome

Clear Fail (

Potential Compensatory Pass (45-49)

Pass (50-59)

Good (60-69)

Excellent (70+)

Knowledge, Understanding, and Application

LO1. Explain the principles, concepts, theory and future trends of modern project management.

LO3. Demonstrate an applied understanding of project management skills to address issues and enable strategic benefits realisation.

Does not know or understand the concepts, the key issues involved, and the nature and extent of their significance.

Does not consider or describe process, data sources or outcomes.

Displays some knowledge but with serious omissions, errors and/or major inaccuracies.

Answers are poorly focused/badly structured and/or contain largely irrelevant material, or unacceptably incomplete.

Solutions are offered to none of, or a limited portion of, the question set.

Shows only a basic grasp of subject matter.

The main issues addressed but in insufficient detail.

Several minor errors are evident.

There is some effort to apply knowledge to the task but only basic understanding is displayed.

Explains PM theory elements, with limited ability to reflect on major processes and outcomes, tools and techniques.

Able to discuss further general and theoretical steps, but not up to the strategic level, with limited support of evidence. No or limited support of evidence.

Shows an adequate but potentially incomplete knowledge of the subject matter.

Possible omission of some important subject matter and/or the appearance of some minor errors.

Evidence of some capacity to apply knowledge appropriately to the task, albeit with some errors.

Good knowledge and understanding of PM theory, with fair ability to reflect on all processes and outcomes, tools and techniques.

Able to recommend further steps up to the strategic level.

Shows a broad knowledge of the subject matter.

Identifies and appraises all of the main relevant issues; generally free of errors and/or misunderstanding.

Evidence of considerable strength in applying that knowledge to the task set; a well-organised response.

In-depth understanding of PM theory, with ability to reflect on all processes and outcomes, tools and techniques.

Able to recommend further properly and critically steps up to the strategic level, based on original evidence and examples.

Shows an extensive and detailed knowledge of the subject matter.

Identifies all key issues and shows evidence of originality in structure and approach.

Demonstrates a highly developed ability to apply knowledge to the task set.

Analysis, Synthesis, and Evaluation

LO2. Critically analyse and evaluate complex business problems to propose robust and sustainable project- based solutions.

LO5. Show critical awareness of and the ability to apply current project management tools and techniques to

Does not apply knowledge to evaluate or integrate concepts with practice.

Does not demonstrate ability to express concepts clearly and logically.

Does not demonstrate quality and comprehensiveness of analysis with appropriate conclusions drawn.

Some familiarity with the relevant theoretical, technical or professional framework.

Mostly statements of concepts, with limited development of argument. Limited critical awareness.

Limited evidence of capacity for original and logical thinking.

Provides assessment of the project within the question but does not consider appropriateness of solutions or only argues considering the theory.

Evidence of familiarity with the relevant theoretical, technical or professional framework.

Good developed arguments, but tending towards statements of concepts.

Assesses the project within the question and considers appropriate way(s) forward given the challenge.

Shows a thorough familiarity with the relevant literature or theoretical, technical or professional framework.

Shows a well-developed capacity to analyse issues, organise material, present arguments clearly and cogently.

Evaluates the project and critically reflects on the nature of question. Suggests improvements and/or proposes alternatives.

Considers sustainable solutions.

Shows a deep, systematic and broad knowledge of the relevant body of knowledge with critical insight.

Outcome

Clear Fail (

Potential Compensatory Pass (45-49)

Pass (50-59)

Good (60-69)

Excellent (70+)

plan a project-based solution.

LO7. Implement and realise a single definable project solution, by balancing multiple, sometime conflicting, objectives in ways that are accountable and achievable.

LO8. Propose appropriate solutions for managing multidisciplinary stakeholders and complex scenarios under conditions of risk, uncertainty and change.

Little or no appreciation of the relevant theoretical, technical or professional framework.

Little or no developed or structured argument; little or no analysis or critical awareness displayed.

Little or no demonstrated capacity for original and logical thinking.

 

Some critical awareness and analytical qualities.

Some evidence of capacity for original and logical thinking.

Some original insights and capacity for creative and logical thinking.

Shows critical and comprehensive appreciation of the relevant literature or theoretical, technical or professional framework.

Demonstrates a highly developed capacity for original, creative and logical thinking.

Use of Evidence and Relation to Practice

LO4. Demonstrate an ability to plan and then implement the plan, manage change and successfully achieve project objectives.

LO6. Proactively assess and manage business systems improvements.

Very poor expression of concepts, arguments poorly presented and disorganised.

Poorly describes the project elements.

Little or no evidence or justification - does not relate to generic or case-specific examples.

Does not provide any justification of examples.

Poorly presented argument and general disorganised answer.

Does not understand relationship between theory and contemporary practice.

Poor expression of concepts. Arguments generally inconsistent with evidence.

Limited use of evidence.

Limited understanding of relationship between theory and contemporary practice.

Clear expression with a few possible areas of confusion.

Arguments or statements adequately but not comprehensively supported by evidence.

Some understanding of relationship between theory and contemporary practice.

Clear and fluent expression of concepts; arguments generally consistent with evidence.

Arguments well supported by evidence.

Clear understanding of relationship between theory and contemporary practice.

Provides a rich assessment of the link between the project element and evidence.

Identifies and uses a range of verbal, numerical and graphical sources to conduct analysis and formulate project decisions

Clear, fluent, stimulating and original expression of concepts; an exceptional ability to organise, analyse and present arguments fluently and lucidly.

A high level of critical analysis, amply supported by evidence.

Deep and thorough understanding of theory and contemporary practice.

Rubric last updated 05 August 2019

Heriot-Watt University H11DP_AUGUST_2023-2024_HWO_TZ1-TZ2_FOA_24HRS

H11DP: Delivering Successful Projects Assessment Score Guide – August 2024

Area

Q1a

Q1b

Q2a

Q2b

Q3a

Q3b

Q4a

Q4b

Knowledge, Understanding, and Application of theory

 

8

 

5

 

5

 

5

 

5

 

5

 

5

 

8

Analysis, Synthesis, and Evaluation, and/or

recommendation

 

 

5

 

 

3

 

 

2

 

 

7

 

 

2

 

 

7

 

 

1

 

 

4

Use of Evidence and Relation to Practice, or overall clarity

 

2

 

2

 

3

 

3

 

3

 

3

 

4

 

3

 

15

10

10

15

10

15

10

15

Total

25

25

25

25

Example Answer

Making any reasonable assumptions and suggesting any additional stakeholders of your choice, design and illustrate a suitable Organisational Breakdown Structure (OBS) to represent a project organisational structure showing all communication, authority and contractual linkages and explain the rationale behind your choice of types of contracts and any additional stakeholders and the design

Question 1: Organisational Breakdown Structure (OBS) & NTCP Model

(a) Organisational Breakdown Structure (OBS) (15 Marks)

In the context of the Solar Power Plant Installation Project at Green Energy Solutions (GES), the Organisational Breakdown Structure (OBS) should capture the hierarchical relationships, communication flows, and authority lines between stakeholders. The OBS can be designed as a functional matrix, where internal and external stakeholders are organized according to their specific roles and responsibilities.

At the top level of the OBS, the Project Sponsor holds executive authority over both the Internal Project Manager (IPM) and other functional managers. Below the Project Sponsor, the IPM is responsible for managing the internal team, which consists of representatives from the functional departments (Production, HR, IT, and R&D). These internal stakeholders are responsible for preparing project specifications and overseeing project progress.

Externally, the primary contractors include SolarTech Installations Ltd. as the main contractor, with ElectroConnect, EcoFencing, and PowerStorage serving as key subcontractors. Communication between internal and external stakeholders is routed through the external Project Management (PM) Consultant, ensuring a single point of contact between both sides. This structure ensures clear lines of accountability and prevents communication bottlenecks.

Contractually, fixed-price contracts could be appropriate for subcontractors like SunSupply and PowerStorage to ensure cost certainty. Cost-reimbursable contracts might be suitable for consultants like SafePower and CostWise to provide flexibility in services related to safety, compliance, and cost control. This type of contract would help manage project risks, particularly in areas requiring close regulatory scrutiny.

Additional stakeholders could include local governments in Belgium and Latvia, environmental bodies, and local community representatives. These stakeholders play key roles in ensuring regulatory compliance and community engagement, both critical to the success of this project.

(b) Project Positioning using the NTCP Model (10 Marks)

The NTCP (Novelty, Technology, Complexity, and Pace) model is an effective tool for positioning projects based on their strategic characteristics. In this case:

  • Novelty: The project could be categorized as “platform novelty” since GES is using established solar technology, but applying it in new geographical locations (Belgium and Latvia). This allows GES to utilize prior knowledge but within new environmental, regulatory, and infrastructural contexts.

  • Technology: The project uses advanced solar panels and battery storage systems, positioning it within a “high-tech” technological category. While solar power technology is well-known, the integration of state-of-the-art systems makes this project technologically demanding.

  • Complexity: Managing two sites in different countries introduces complexity, requiring coordination across multiple stakeholders, regulatory environments, and logistics. This places the project in the “system” complexity category, as it involves numerous subsystems working together.

  • Pace: The project is driven by external deadlines linked to the EU’s Green Future vision, meaning it has a “time-critical” pace. Meeting the deadline for solar capacity installation is crucial to project success.

Continued...
100% Plagiarism Free & Custom Written, Tailored to your instructions

Our Giveaways

Plagiarism Report

for £20 Free

Formatting

for £12 Free

Title page

for £10 Free

Bibliography

for £18 Free

Outline

for £9 Free

Limitless Amendments

for £14 Free

Get all these features for
£83.00 FREE

STILL NOT CONVINCED?

Have a look at our samples which are written by our professional writers to give you an insight into how your work is going to look like. We have added some essays, coursework, assignments as well as dissertations.

View Our Samples

Jan Mon 2025

MST224: Mathematical Methods Assignment

Everything About MST224: Mathematical Methods Assignment Mathematical methods, ...

Jan Sun 2025

Unit: 5 Leadership and Management for Se

Unit: 5 Leadership and Management for Service Industries Pearson Set Theme: Ar...

Jan Mon 2025

You are working for a Structural Enginee

Higher National Certificate Construction and the Built Environment Unit 19 Pri...