Project Management Leadership Skills

Project Management LeadershipandSkills:Planning and Control – Assessment 1
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Assessment Information/Brief 2019/20
Module title Project Management, Leadership and Skills:
Planning and Control
CRN
53406 / 53411 / 53413
Programmes
MSc Digital Business
MSc International Events Management
MSc Operations Management
Level 7
Assessment title Assignment 1 : Project Planning and Control
Creating a detailed business case, project
plan, and schedule including use of Microsoft Project (or equivalent),
and discussion of other relevant issues.
Weighting within module This assessment is worth 50% of the overall module mark.
Submission deadline date
and time
Sunday 21st
June 2020, 23:59 Zurich time
Module Leader
Stylianos Sapountzis
608f Maxwell Building, 0161 295 4815, email : s.sapountzis@salford.ac.uk
Assessment set by
Stelios Sapountzis / Kevin Kane
601 Maxwell Building, 0161 295 2239, email: k.kane@salford.ac.uk
How to submit
A single file is to be uploaded via the campus website of RKC. This should be a Word file to include
your business case and project plan. Maximum 3000 words (+/- 10%).
Any diagrams should be included directly in the document as images (not as embedded
documents).

2
ASSIGNMENT BRIEF
You have recently been appointed by an investment company who wish to relaunch the Yang Sing
Hotel (see Case Study Introduction below) under a new name after recently buying the building
but they have concerns over the problems that caused the Yang Sing Hotel to close.
Your assignment is to write a report on the prospective New Yang Sing Hotel as a project –
considering what is likely to go well and what not so well. Your report should therefore focus on
the project management aspects including the key risks e.g. loss of money and overrunning its
schedule and not meeting the performance requirements expected from a project of this type.
You will need to produce a detailed business case and project plan, and any recommendations to
the Project Board that you consider appropriate. You may want to use some of the sub-headings
below, but that is entirely up to you: this is not a template.
• Introduction - identify the major planning problems with the Yang Sing project and suggest
how project management techniques might have helped to mitigate these problems.
Discuss in your report, the following for your suggested project:
• Project objectives
• Performance Measurement/ Management of quality
• Stakeholder analysis
• Activities to be carried out and scheduling including any milestones: your project plan must
include a schedule created with Microsoft Project (MSP) or equivalent.
• Resources to be used including project budget
• Constraints and Risks
• Communications to be used
In addition please discuss the following in your report:
• Possible success/ failure factors for this project
• Considerations concerning future operations
Include a List of References at the end of the document presenting all the sources used.
ASSESSMENT CRITERIA
Please note that you are being assessed on your understanding of Project Management and not
the discovery of the ‘correct answer’.
The marking scheme is as follows:
20% of marks for the project plan.
50% of marks for the business case.
20% of marks for the conclusions and recommendations.
10% of marks for presentation, structure and referencing.
ASSIGNMENT CASE STUDY INTRODUCTION
The assignment contains information from news and other sources. We have sought to make this

3
as close as possible to a live project brief. You may wish to conduct relevant research but please
do not contact anyone involved without first contacting your module tutor.
Yang Sing hotel Manchester
Advertisement for the hotel
The Yang Sing Oriental offers 48 individually designed bedrooms and suites inspired by the cultures of Japan,China,
India,Thailand and beyond fused together in a grade II listed buildingin theheart of Manchester. We offer a level of
servicenever seen before in the city.Guests can tailor make their serviceusingthe onlinebooking system, selecting
from our extensive personalisedmenus from pillows and Japanesesilk duvets to your complimentary bathroom
products and even which scent will fill your room.
A boutique Hotel which was refurbished from a former paper mill,the hotel extends over seven floors and includes 48
individually designed bedrooms, bar, lounges,breakfastand spa rooms and is located in a prominent position on
the corner of Princess and Portland streets,closeto the China Town area within Manchester city centre. The
conversion of the mill to a hotel cost£4 Million.
This buildingis a GradeII listed “Manchester” warehouse, with castiron internal columns,timber beams and masonry
external walls.Thebuilding had been left vacantfor a number of years and extensive repair works were required to
prevent further deterioration (to remove dry and wet rot, leakingroof,leaningparapetbrickwork etc.), before plans
to convert into hotel were developed.
Structural conversion works included removingthe original central staircaseand lift;constructinga new liftand stair -
core, repair and strengthening works to timber floor beams; adaption and strengthening works to roof trusses to
allowformation of mezzanine floor to top floor suites; formation of new plantroom atroof level; repair of castiron
column, and enhancingstability of external masonry walls. The considerablework required meant that rebuildingand
redesign work went over budget and over time.
Yang Sing Closes
Manchester Evening News, 2/3/2009
Yang Sing Oriental,the luxury Manchester city centre boutique hotel, closed its doors today less than eight months
after it opened - victimof the deepening economic crisis.The company will beplaced into the hands of a liquidator.
Managingdirector Gerry Yeung, who realised a long-standingambition when he launched the £8m project in a listed
buildingin PrincessStreet lastJuly,said:“Itis a tragedy. My team areamazingand one of the saddestoutcomes of
this is that30 people will be made redundant. Together we have created the best hotel in Manchester and business
was growing. Everyone who stayed here loved it, but we couldn’thave picked a worse time to open a luxury hotel:

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with a global bankingcrisis,creditcrunch,and the worst recession since the1930s.”
“I have committed an additional £1mof my personal money to the Yang SingOriental sinceitwas launched,but with
room rates being massively discounted acrossthe luxury hotel market, and with no end to the recession in sight,the
business is justnotsustainable.”
The nationally renowned Yang SingRestaurant, located next door and run jointly by Mr Yeung and his brother Harry
for more than 30 years,is unaffected by the hotel’s closure.
The Yang Sing Oriental offered 48 individually designed bedrooms and suites inspired by the cultures of the Far East,
with rack rate tariffs rangingfrom£179 - £569 per night.
A statement on the hotel’s website said:“Gerry Yeung and his amazingteam at Hotel Yang SingOriental deeply
regret to informyou that, despite their hard work and best efforts, Yang SingOriental Ltd has been placed into
liquidation.
“As a resultof this,Hotel Yang SingOriental closed its doors on Monday 2nd March 2009.
“We thank you all mostsincerely for your supportand the generous and wonderful reviews that you have kindly sent
to us.It has been an honour and a privilege to welcome you to the hotel over the pasteight months. We areso glad
that you have enjoyed stayingwith us.”
Critics were impressed by the hotel after its launch. The international travel websiteTripAdvisor rated the Yang Sing
Oriental Number 1 of 147 Manchester hotels in its Popularity Index.
A newspaper travel writer said:“Manchester is a world class destination and has theaccommodation to match. It
[Yang Sing Oriental] is incredibly stylish,luxurious and laid back...”
Guest feedback on the Late Rooms website showed that 98 per cent of visitors would recommend the hotel and
would return.
The hotel was full atthe weekend, but guests were taking advantageof rate cuts of up to 50 per cent which arenow
becoming commonplace across theindustry.
Gerry Yeung, the boss of the city centre boutique hotel, told Manchester Confidential thatthere were a combination
of factors all rooted in the economic crisiswhich haveled to the failureof the business.
“We’re operatingat 60% capacity atthe moment which isn’ttoo bad but the problem is we can’t get the room rates
we need. Even at 60% we’re discounting.In another economic time I believe we would have been fine, but we opened
justas things startto get bad globally.Wewere ambitious too, we wanted to providevery individual accommodation,
with 24 hour room serviceand five star customer servicegenerally.”
Funding for the hotel was provided by the Yeungs, private investors and Natwest Commercial Banking.Total losses
are estimated in the region of £7 Million.
Completing your submission
You will also need to take the following into account when completing your assignment:
• Quality of executive summary (does it give a brief complete summary of your paper for an
executive to read?)
• Allocation of credit and sources used (have I included references and citations to the
material I have used?)
• Clarity of argument and integration of different components of the report
• Overall report presentation including spelling and grammar
• Word processed (letter size 12, times new roman, 1.5 space), fully referenced (Harvard
Referencing System)
You are required to follow the University’s regulations regarding plagiarismand citing sources and

5
references used. Assignments may not be submitted late. Marking penalties for late submission
will follow the University regulations for PMC and late submission. Lecturers are not able to give
extension.
NB:
• Please add the course name and your student identity number to the title page.
• Ensure you put your word count on your title page as well.
• University lateness and plagiarismrules apply.
Please follow a report format. Therefore, you should have a title page, contents page, sections
and sub sections, page numbers, appendix section etc. Please note if you are uncertain on how to
present and structure a report then visit the university library website or ask for assistance.
Please do use diagrams, illustrations, tables, graphics etc. wherever these are helpful, and
remember that these do not count towards your word limit. If you do use these, please do not put
them in the appendices if they are part of your discussion. Appendices are the appropriate places
to put supporting material, however, remember if the reader is satisfied with the main points of
your discussion, the supporting information within the appendices may not even be reviewed.
Please try to use theory explicitly at all stages, but do not spend too much time describing a
theory. While you must be explicit about the theories, models, techniques etc. that you use, you
can assume that the reader is familiar with them. What the reader requires is evidence of your
ability to understand and apply the theory and learn from in order to support the development of
your findings and/or ideas.
You must cite all sources on which you have relied, for example textbooks, journal articles, web
pages etc. using the Harvard Bibliographic referencing system. If you do not cite all sources, then
you may be accused of plagiarism, and that may endanger your success in passing the module. If
you are in any doubt about how to reference your work, please obtain guidance from the library
and/or your academic librarian(s) for this module.
Assessed intended learning outcomes: Knowledge and Understanding
On successful completion of the module the student will be able to:
1. Apply knowledge of the theory and practice of project planning and control and the use of
Project Management methods and techniques.
2. Critically evaluate the use of techniques in leading, planning, control and process
management.
3. Demonstrate a sound understanding of the importance of Project Management in the
development and maintenance of sustainable and global organisations operating in
complex market environments
4. Develop knowledge and application of the techniques of estimating, forecasting and
resource management
5. Critically appraise project outcomes for the purpose of improvement
Assessed intended learning outcomes: Practical, Professional or Subject Specific Skills
1. Leads by example - as high levels of self-awareness, emotional and social intelligence,
empathy and compassion, and able to identify mental well-being in others. Work
collaboratively enabling empowerment and delegation - acts with humility and
authenticity, is credible, confident and resilient.
2. Judgement and Challenge - Takes personal accountability aligned to clear values.

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Demonstrates flexibility and willingness to challenge when making decisions and solving
problems - instils confidence demonstrating honesty, integrity, openness, and trust.
3. Courage & Curiosity - is confident and brave, willing to innovate, seeks new ideas and looks
for contingencies. Manages complexity and ambiguity, comfortable in uncertainty, and is
pragmatic.
4. Valuing Difference - engaging with all, is ethical and demonstrates inclusivity, recognizing
diversity, championing, and enabling cultural inclusion. Empowers and motivates to inspire
and support others.
5. Professional Reflects on own performance, demonstrates professional standards in
relation behaviour and ongoing development. Advocates the use of good practice within
and outside the organisation.
Assessed intended learning outcomes: Transferable Skills and otherAttributes
1. Work independently and with others in analysing and presenting solutions to Project
Management planning, control and process problems.
2. Locate, synthesise and critically evaluate recent/current information from a wide range of
published literature in Project Management
3. Communicate effectively through a variety of media to different audiences.
4. Make decisions in complex and unpredictable situations using tools and techniques
appropriate to the module.
5. Use terminology associated with the subject area accurately and in a way, which
demonstrates sophisticated knowledge and understanding.
Module Aims
• The overall aimof the module is to allow students to explore approaches and methods
required to leading and manage complex projects.
• To develop an understanding of the planning, control and other processes utilised in the
effective operation of project management
• To appreciate and develop leadership skills for the management of organisational projects
and the change and resource processes required for effective project management
Word count
The maximum word count is 3000 words (+/- 10%). Your word count is from the introduction to
conclusion sections. Therefore, it does not include title page, contents page, reference section,
appendices etc. If the assignment exceeds these limits; the work in excess of 3000 is not marked.
Late submission:
All work submitted late will be capped at the pass mark of 50%, there is no sliding scale.
Feedback arrangements
You can expect to receive feedback
• Two working weeks (excluding University Seasonal Closing) after the submission date.
• Marks and written feedback will be available on the RKC campus
• You will be informed per email about the availability of the feedback
• Please email your RKC tutor should you require specific feedback following the release of
your results.

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Support arrangements
You can obtain support for this assessment by attending your module lectures, seminars and drop
in sessions. The seminars and drop in session provide you with good opportunities to ask
questions to provide clarity and direction on the subject and addressing the assessment brief.
You can e-mail the tutor and visit the module forum for the regular updates that can directly
support your learning in the subject and in developing your assignment.
askUS
The University offers a range of support services for students through askUS.
Good Academic Conduct and Academic Misconduct
Students are expected to learn and demonstrate skills associated with good academic conduct
(academic integrity). Good academic conduct includes the use of clear and correct referencing of
source materials. Here is a link to where you can find out more about the skills which students
require http://www.salford.ac.uk/skills-for-learning.
Academic Misconduct is an action which may give you an unfair advantage in youracademic
work. This includes plagiarism, asking someone else to write your assessment for you or taking
notes into an exam. The University takes all forms of academic misconduct seriously. You can
find out how to avoid academic misconduct here https://www.salford.ac.uk/skills-for-learning.
Assessment Information
If you have any questions about assessment rules, you can find out more here.
Personal Mitigating Circumstances
If personal mitigating circumstances may have affected your ability to complete this assessment,
you can find more information about personal mitigating circumstances procedure here.
Personal Tutor/Student Progression Administrator
If you have any concerns about your studies, contact your Personal Tutor or your Student
Progression Administrator.
Level 7 undergraduate Generic Grade Descriptors for ‘Knowledge’
• Outstanding - 100-90: Outstanding knowledge. Theory is linked to practice to an exceptional
level and may be used to formulate new questions, ideas or challenges.
• Excellent – 80-89: Integrates the complexity of a range of knowledge and excellent
understanding of its relevance.
Excellent depth of knowledge in a variety of contexts. Coherent and systematic application of
theory to practice
• Very Good – 70-79: Comprehensive knowledge demonstrating very good depth and breadth.
Clear insight into links between theory and practice. Demonstrates ability to transfer
knowledge between different contexts appropriately. Consistently accurate level of

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knowledge in depth and breath.
• Good – 60-69: Consistently relevant accurate knowledge with good depth and breadth. Clear
and relevant application of theory to practice. Good identification of key themes. Good
demonstration of depth and breadth of knowledge.
• Fair – 50-59: Mostly accurate knowledge with satisfactory depth and breadth of knowledge.
Sound integration of theory and practice with satisfactory identification of key themes. Fair
demonstration of depth and breadth of knowledge.
• Adequate – 40-49: Basic knowledge with occasional inaccuracies appropriate yet basic
integration of theory and practice. Superficial depth or limited breadth with unsatisfactory
identification of key themes. Basic knowledge demonstrated with some inaccuracies.
• Unsatisfactory – 30-39: Limited evidence of knowledge. Inappropriate links between theory
and practice.
Inadequate identification of key themes.
• Poor – 20-29: Inconsistent or inaccurate knowledge. Limited and inappropriate or inaccurate
links between theory and practice. Poor identification of key themes.
• Very Poor – 10-19: Virtually no relevant knowledge demonstrated. Fails to adequately
demonstrate links between theory and practice. Very poor identification of key themes.
• Extremely Poor – 1-9: Totally inadequate demonstration of required knowledge. Not able to
link theory to practice. No appropriate themes identified.
Criterion/
Mark range
90-100 80-89 70-79 60-69 50-59 40-49 0-39
Overall level
(indicative –
not for
grading)
Standard
comparable to
journal
publication
Standard
comparable to
conference
paper
publication
Distinctive
work for
Masters level
Merit work
for Masters
level
Acceptable
for Masters
Below
Masters
pass
standard
Significantly
below
Masters pass
standard
Scope Outstanding
clarity of
focus,
includes w hat
is important,
and excludes
irrelevant
issues.
Excellent
clarity of focus,
boundaries set
w ith no
significant
omissions or
unnecessary
issues.
Clear focus.
Very good
setting of
boundaries,
includes
most of w hat
is relevant.
Clear scope
and focus,
w ith some
omissions or
unnecessary
issues.
Scope
evident and
satisfactory
but w ith
some
omissions
and
unnecessary
issues.
Poorly
scoped,
w ith
significant
omissions
and
unnecessar
y issues.
Little or no
scope or
focus
evident.
Understandin
g of subject
matter
Outstanding
w ith critical
aw areness of
relevance of
issues.
Outstanding
expression of
ideas.
Excellent w ith
critical
aw areness of
relevance of
issues.
Excellent
expression of
ideas.
Very good
w ith critical
aw areness
of relevance
of issues.
Outstanding
expression
of ideas.
Good w ith
some
aw areness
of relevance
of issues.
Ideas are
expressed,
w ith some
limitation.
Basic w ith
limited
aw areness
of relevance
of issues.
Limited
expression
of ideas.
Poor w ith
little
aw areness
of relevance
of issues
Little or no
understandin
g of subject
matter is
demonstrate
d.
Literature
Comprehensiv
e literature
review .
Evaluation
and synthesis
of source
material to
produce an
outstanding
contribution.
Excellent
independent
secondary
research.
Sources are
evaluated and
synthesized to
produce an
excellent
contribution.
Very good
independent
secondary
research.
Sources are
evaluated
and
synthesized
to produce a
very good
contribution.
Good
secondary
research to
extend
taught
materials.
Evidence of
evaluation of
sources, with
some
deficiencies
in choice and
synthesis.
Limited
secondary
research to
extend
taught
materials.
Limited
evaluation of
sources,
deficiencies
in choice
and
synthesis.
Little or no
extension of
taught
materials.
Poor choice
and
synthesis of
materials.
Poor use of
taught
materials.
No
synthesis.
Critical
analysis
based on
evidence
Standard of
critical
analysis –
show ing
Excellent
standard of
criticalanalysis
– excellence in
A very good
standard of
critical
analysis.
Critical
analysis w ith
some
questioning
Analysis
evident but
uncritical.
Sources are
Little or no
analysis.
No valid
analysis.

9
questioning of
sources,
understanding
of bias,
independence
of thought
questioning of
sources,
understanding
of bias,
independence
of thought
Sources are
questioned
appropriately
, and a very
good
understandin
g of bias,
show ing
independenc
e of thought
of sources,
understandin
g of bias,
independenc
e of thought.
not alw ays
questioned,
w ith limited
independenc
e of thought.
Structure of
argument,
leading to
conclusion
Well
structured,
compelling
and
persuasive
argument that
leads to a
valuable
contribution to
the field of
study, paving
the w ay for
future w ork.
Argument has
excellent
structure and
persuasivenes
s, leading to
very significant
insights and
relevant future
w ork.
Well-
structured
and
persuasive
argument
Insightful
conclusion
draw s
together key
issues and
possible
future w ork.
Structured
and fairly
convincing
argument
leads to
conclusion
that
summarises
key issues.
Argument
has some
structure and
development
tow ards
conclusion
w ith
limitations in
summary of
issues.
Argument is
unstructure
d, no
recognizabl
e
conclusion.
No evidence
of argument
or
conclusion.
In Year Retrieval Scheme
Your assessment is not eligible for in year retrieval.
Reassessment
If you fail your assessment, and are eligible for reassessment, you will need to resubmit in a date
that will be notified to you. For students with accepted personal mitigating circumstances, this will
be your replacement assessment attempt. Students should be aware that there is no late
submission period at reassessment (this includes those students who have an accepted PMC
request from a previous attempt). If a student needs to be reassessed, s/he will be given a new
assignment brief with a deadline, which will be provided by the School.

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