The document outlines the objectives and importance of managing a successful business project at the BTEC Level 5 HND, emphasizing skills in establishing project aims, conducting research, and communicating recommendations. It discusses the significance of project management in adapting to market changes, enhancing organizational efficiency, and achieving strategic advantages through improved planning and execution. Additionally, it details various project management phases, methods, and tools, including Gantt charts and the PRINCE2 framework, highlighting the need for effective communication and stakeholder engagement throughout the project lifecycle.

1. Pearson HND BTEC Level 5 HND
Managing a Successful Business Project (MSBP)
LO 1
[email protected]
Managing a Successful Business Project
Learning Outcomes
By the end of this module you will be able to:
Establish project aims, objectives and timeframes based on the
chosen theme.
Conduct small-scale research, information gathering and data
collection to generate knowledge to support your project.
Present your project and communicate appropriate
recommendations based on meaningful conclusions drawn from
the evidence findings and/or analysis.
Reflect on the value you have gained from conducting a project
and its usefulness to support sustainable organisational
performance.
LO1 : Establish project aims, objectives and timeframes based
on the chosen theme.
P1 - Devise project aims and objectives for a chosen scenario.
P2 - Produce a project management plan that covers aspects of
cost, scope, time, quality, communication, risk and resources.

2. P3 - Produce a work breakdown structure and a Gantt Chart to
provide timeframes and stages for completion.
What is project management and what does it involve?
What is project management and what does it involve?
Most firms day to day operations serve customers through a
network of inter connecting business processes, as business
volumes change, the loading on these processes can increase or
decrease (Nokes et. al. 2003) and there is often a need for some
adaption in each process.
There may be a cumulative effect of many adaptions just to
change of one of the processes, and as markets are subject to
rapid change firms cannot afford to wait for gradual adaptions
to take effect, therefore projects are required to provide a
structure for making changes at a faster rate.
Nokes et al suggests that “ as markets increase and product
cycles shorten the importance of projects will increase”.
Projects are required to replace old and inefficient ways of
doing things to methods better suited to modern market
conditions.
Projects and the management of projects may be needed to
tackle new problems.
Benefit of using case studies

3. In the aftermath of a series of acquisitions and mergers, a large
financial services firm found itself attempting to operate with
nearly seven hundred job titles for many similar positions due
to the continued use of multiple legacy HR systems. The
organization wanted to develop and implement a common set of
job families and titles that could be used across the entire
organization. Realizing the complexity of the task as well as a
lack of internal expertise, they decided to seek external
resources to carry out the work (Kaplan & Norton, 1996).
In order to begin developing a general overview of the project’s
scope and cost, it is often helpful to collect information about
how others have approached the same issue. This can be done
through informal benchmarking efforts, consulting with
colleagues who have pursued similar work, reviewing the
human capital literature, or informal discussions with potential
vendors.
Case Studies
It is important to identify the internal components that will
contribute financial and other resources to the endeavor and
sketch a high-level project timeline in order to maximize the
internal understanding of the commitment that will be required
(Turner, 2009).
Based on these preliminary stages of discovery, it may become
apparent that the original goals of the project exceed the
organization’s anticipated budget or, alternatively, they may be
accomplished more readily than was initially believed. The key
at this point is to develop a general and realistic consensus
about the project’s scope and core parameters.
Respond to potential crisis

4. Simple process
Project management
Consists of the knowledge, skills, methods, techniques, and
tools used to plan and manage project work.
It establishes a sound basis for effective planning, scheduling,
resourcing, decision making, management, and plan revision.
Project management
Is the skills that help complete projects on schedule, within
budget, and in full accordance with project specifications.
At the same time, they help achieve the other goals of the
organization, such as productivity, quality, and cost-
effectiveness.
The objective of project management is to ensure that projects
meet agreed goals of time, cost, and scope.
American, Management Association,. Successful Project
Management, edited by Management Association, American,
AMACOM, 2011. ProQuest Ebook Central, .
Created from mywestford-ebooks on 2017-03-01 04:14:31.
The key stages of project management.

5. The advantages of using project management and why
it is important.
Project management can bring many benefits to a business.
Good project management should:
reduce the chance of a project failing.
ensure a minimum level of quality, and the results meet required
expectations.
free up other staff members to get on with their area of work,
and increase efficiency both on the project and within the
business
make things simpler and easier for staff with a single point of
contact running the overall project
encourage consistent communications amongst staff and
suppliers
keep costs, timeframes and resources to budget
Projects benefits a business effectively managed
Competitive Advantage
Project Management and the Competitive Advantage:
Implementing project management across the organisation helps
create a strategic value chain that gives companies an edge on
their competitors, particularly in high-risk sectors and markets.
Being able to deliver projects on time and within budget often
determines whether a company will get the next job or whether

6. its new product hits the market
Questions to be answered in the initiation phase include the
following
Why this project?
Is it feasible?
Who are possible partners in this project?
What should the results be?
What are the boundaries of this project (what is outside the
scope of the project)?
Deliverables to be produced
Deliverables include a market study and a detailed proposal.
Once the proposal is accepted, the team has to deliver a product
specification,
Development plan and a marketing plan.

7. Initiation of the project and project planning phase:
Initiation phase
The initiation phase is the beginning of the project. In this
phase, the idea for the project is explored and elaborated. The
goal of this phase is to examine the feasibility of the project. In
addition, decisions are made concerning who is to carry out the
project, which party (or parties) will be involved and whether
the project has an adequate base of support among those who
are involved.
In this phase, the current or prospective project leader writes a
proposal, which contains a description of the above-mentioned
matters. Examples of this type of project proposal include
business plans and grant applications. The prospective sponsors
of the project evaluate the proposal and, upon approval, provide
the necessary financing. The project officially begins at the
time of approval.
Creating the guiding coalition
Putting together a group with enough power to lead change
Getting the group to work together as a team
Create A Guiding Coalition
GROUP ACTIVITY
Invent a Scenario of an organisation in need to change and

8. have decided to
employ a project management team.
For example : Soapy Soap is concerned that they are losing
their competitive advantage in middle east as there other
laundry product manufactures are launching new products, and
soapy soap hasn’t produced any new products since ‘TIDY’
laundry powder in 1956. Soapy soap complacent because their
‘Tidy’ product has been popular with housewife's and the
preferred product by laundry services for generations.
Establishing a Sense of Urgency
Examining the market and competitive realities
Identifying and discussing crisis, potential crisis, or major
opportunities
Kotter,J (1996)
Task
1. Why do you think they decided to bring in a professional
project management team rather than use their current
workforce ? Discuss
2. What are the deliverables expected by Soapy Soap Directors
? Discuss
3. Who are the Stakeholders ? Identify (how )
4. What are the Stakeholders expectations ? Discuss
5. What do you think your project management team can do for

9. soapy soap ? Discuss
Make notes – we will return to, and extend this activity at a
later date.
Project Planning Phase
Concept of Team
Advancing Human Resource Project Management
Some cases are driven by internal motivations, such as process
improvement or better alignment with industry best practices;
Others may be in response to external events, such as litigation.
The initiation phase
The project partners enter a (temporary) relationship with each
other. To prevent the development of false expectations
concerning the results of the project, it makes sense to
explicitly agree on the type of project that is being started
Stages in Team Building
Stages in Team Building

10. Scoping a project − defining objectives, scope, purpose and
deliverables to be produced.
What defines a project scope?
The Project Scope pertains to the work necessary to deliver a
product. Requirements and deliverables define the project
scope, and it is critical that the stakeholder is in agreement with
the information discussed in the proposed plan.
You need to be crystal clear when stating your project’s
objectives. The more specific your project objectives are, the
greater your chances are of achieving them. Here are some tips
for developing clear objectives:
Project scope management
Scope management - Scope creep
Nokes, et al, ( 2003), warns about ‘scope creep’ and how we
should be careful not to allow suggestions like “ It would be
much better if …..” to change the scope of the project; for
example: timing or the performance of deliverables may lead
to “dire consequences”.
Even if the suggestions are good and appear reasonable:

11. changing the scope of the project may result in changing
objectives, and other things relating to the original plan may
need to change; for example, resources may be incompatible
with the new objectives
Developing A Vision and Strategy
Creating a vision to help direct the change effort
Developing strategies for achieving the vision
Communicating The Change Vision
Using every vehicle possible to constantly communicate the new
vision and strategies
Having the guiding coalition role model the behaviour expected
of employees
Empowering Broad-Based Action
Getting rid of obstacles
Changing systems or structures that undermine the change
vision
Encouraging risk taking and nontraditional ideas, activities, and
actions
Progress tracking using Gantt charts
Gantt charts can be used as:

12. Planning tool
Progress tracking tool
The plan can be updated to update the latest information which
will help to give you the best current estimate time for
completion.
You need to keep the original plan (time frame bar ) and update
actual data on second line therefore creating a 2 bars one for the
plan and one for the actual
GANTT CHART
BEING AWARE OF
POTENTIAL
you will need to negotiate
Every Team Member Counts!
https://www.youtube.com/watch?v=O9_EHU5BKnQ
Important to identify the productive from the destructive ones!
Generating Short Term Wins
Planning for visible improvements in performance, or ‘wins’
Creating those wins
Visibly recognising and rewarding people who made those wins
possible

13. Consolidating Gains and Producing More Change
Using increasing credibility to change all systems, structures,
and policies that don’t fit together and don’t fir the
transformation vision.
Hiring, promoting and developing people who can implement
the change vision.
Reinvigorating the process with new projects, themes, and
change agents.
PROJECT MANAGEMENT PLAN
Projects within Projects
Most major change initiatives are made up of a number of small
projects….going through multi step process as discussed earlier.
Nearing the end of one project your team may need to start on
the next project and so on…..Therefore the net effect is like
wheels within wheels.
An example by Kotter (1996) is a medium - large
telecommunications company:
The overall design to increase the firms competitive advantage
took six years, By the third year the transformation was
centered in steps 5,6 & 7 of an eight stage process and one
small project was nearing the end of stage 8 and another
project was to restructure the corporate staff groups was just
beginning steps 1 & 2. They also had a quality program which
was moving behind schedule.
Early results were visiable in first year but the biggest payoff
didn’t come until the end of the overall effort (accumulation of
projects coming to an end)

14. Identify all objectives
Time and resources are always scarce, so if you don’t specify an
objective, you won’t (and shouldn’t) work to achieve it.
Be sure drivers and supporters agree on your project’s
objectives. When drivers buy into your objectives, you feel
confident that achieving the objectives constitutes true project
success.
When supporters buy into your objectives, you have the greatest
chance that people will work their hardest to achieve them.
If drivers don’t agree with your objectives, revise them until
they do agree. After all, your drivers’ needs are the whole
reason for your project! If supporters don’t buy into your
objectives, work with them to identify their concerns and
develop approaches they think can work.
Identify main aim / outcome of project
Make your objectives SMART
Specific: Define your objectives clearly, in detail, with no
room for misinterpretation.
Measurable: State the measures and performance specifications
you’ll use to determine whether you’ve met your objectives.
Aggressive: Set challenging objectives that encourage people to

15. stretch beyond their comfort zones. (Achievable)
Realistic: Set objectives the project team believes it can
achieve.
Time sensitive: Include the date by which you’ll achieve the
objectives.
Make your objectives controllable
Make sure that you and your team believe you can influence the
success of each objective. If you don’t believe you can, you
may not commit 100 percent to achieving it (and most likely
you won’t even try). In that case, it becomes a wish, not an
objective
Steps and documentation required in the initiation phase.
Define phase - produce a project initiation document (PID) to
record:
Activities directed towards agreeing what the project should
attempt to achieve.
What will be involved in doing the project , and deciding if the
projects is worth pursuing.
Small projects could be decided and planned in hours, day or
week; however large projects may require weeks, months to
create a plan for a project which is cost effective, within
defined timescale, and with minimum risk.

16. Steps in initial phase
Identify stakeholders who need to be involved.
Clarify and quantify business benefits which should result from
the project.
Identify if there are other proposed projects which may overlap
to enable you to adapt currently proposed project.
Internal & External Stakeholders
Initial Phase
Carry out a feasibility study to decide best approach to use in
the project.
Plan project in depth including timings, total costs, and required
resources, take account of quotes from subcontractors.
Identify project risks.
Gain the approval to go ahead.
feasibility study
Example of a project initiation document
PROJECT COSTS

17. Risk Management Plan
Risks
Business Risks
Changes in market conditions that may alter the commercial
attractiveness of the project.
Emerging project investment opportunities that may compete
with this project for resources.
Constraints on business activities for legal, regulatory or
environment reasons.
(for example changes in UAE licencing laws in education
sector, retail etc.)
Possibility that the market was misjudged – the project might
meet all its targets, but customers might not buy.
Public opinion of the firm’s brand, which may limit or enhance
the range of activities that the firm wishes to undertake.
Ref: Nokes et al 2003
Project Risks
May include many technical risks.
Usage cost of the project output is too high
Performance to low.
Quality being to variable.

18. Business Risks
SOME OF THE RISKS ARE BEYOND THE CONTROL OF
THE PROJECT MANAGER, BUT ALL CAN BE MONITORED
AND THE PROJECT STREERED ROUND THEM IF THEY
ARE IDENTIFIED IN TIME.
Ref: Nokes et al 2003
20% / 80%
Contingency plan
Scenario Planning
A long term version of contingency planning.
Identifying several alternative future scenarios or state of
affairs which may occur.
Risk Management
Risk Management
A project risk is a crisis that has not happened yet.
Risk management is preferable to crisis management.

19. Risk management = Control
Crisis management = May = OUT of your control
Project risk management protects the business by taking a
dispassionate view of what might go wrong and what can be
done to limit the likelihood of such events.
Ref: Nokes et al 2003
Developing the project plan, including planning for timescales
and time management, cost, quality, change, risk and issues
Break down the project into separate tasks.
Each task should have identifiable output and deadline.
Delegate responsibility for each task.
Ensure all tasks have SMART objectives.
Delegate responsibility for each task.
Ensure all tasks have SMART objectives
.

20. Example of a work breakdown structure for a construction
project
PRINCE 2 can help you how ???
Using PRINCE2 provides you with greater control of resources,
and the ability to manage business and project risk more
effectively.
Individuals seeking leading project management skills and
greater employment prospects
Project managers
Directors/executives (senior responsible owners) of projects,
and organisations.
GROUP ACTIVITY
Spaghetti & Marshmallow
The sky’s the Limit
INTRODUCTION—SETTING THE STAGE The current
application of The Sky’s the Limit demonstrates the critical
elements and challenges associated with managing a project.
This exercise will provide a common shared experience to the
students while simultaneously highlighting fundamental aspects

21. of project management.
The basic framework of the activity involves student teams
designing, developing, and constructing skyscrapers composed
entirely of spaghetti and miniature marshmallows within a
specified time frame.
At the end of the exercise, the student groups are required to
conduct a group debriefing session to reflect upon their
experience. The observer of each group will provide a
designated set of questions.
A debriefing session is conducted to help students understand
the complexities of managing a project and to establish the
framework for the material presented in lecture.
Finally, a series of tests are performed to discern the “best”
skyscraper based upon predetermined criteria – We Decide
together.
On average, The Sky’s the Limit activity takes approximately
50 to 60 minutes from the setup to cleanup.
Eight Stage Process of Creating Major Change
Establishing a Sense of Urgency
Creating the guiding coalition
Developing A Vision and Strategy
Communicating The Change Vision
Empowering Broad-Based Action
Generating Short Term Wins
Consolidating Gains & Producing More Change
Anchoring New Approaches In The Culture
Communication is a two-way street. You should feel as
comfortable listening as talking and the other way around if
appropriate. What communication skills you need changes

22. dramatically depending on the context. Forget one size fits all.
Tailor your communication to the person, the function, and the
circumstance. Your own needs take a back seat to the needs of
the situation in front of you. It may feel like you are a
communication chameleon; you need to be deliberately different
based on your audience. Learn to use those communication
skills that are not currently part of your repertoire.
Communication
Kotter The Eight Stage Process
The PRINCE 2 Method
PRINCE2 (an acronym for PRojects IN Controlled
Environments) is a de facto process-based method for effective
project management. Used extensively by the UK Government,
PRINCE2 is also widely recognised and used in the private
sector, both in the UK and internationally. The PRINCE2
method is in the public domain, and offers non-proprietorial
best practice guidance on project management.
Key features of PRINCE2:
Focus on business justification
Defined organisation structure for the project management team
Product-based planning approach
Emphasis on dividing the project into manageable and
controllable stages
Flexibility that can be applied at a level appropriate to the
project.
PRINCE2
PRINCE2 (an acronym for PRojects IN Controlled

23. Environments) is a de facto process-based method for effective
project management. Used extensively by the UK Government,
PRINCE2 is also widely recognised and used in the private
sector, both in the UK and internationally.
PRINCE 2
2009 PRINCE2 Major Revision
A major revision has seen the method made simpler and more
easily customisable, a frequent request from users. The updated
version has seven basic principles (not in the earlier versions)
that contribute to project success:
Continued Business Justification
Learn From Experience
Defined Roles and Responsibilities
Manage by Stages
Manage by Exception
Focus on Products
Tailor to Suit Environment
History of PRINCE2
PRINCE has been derived from an earlier method called
PROMPT II (Project Resource Organisation Management
Planning Techniques). In 1989 the Central Computer and
Telecommunications Agency (CCTA) adopted a version of
PROMPT II as a UK Government standard for information
systems (IT) project management. They gave it the name
'PRINCE', which originally stood for "PROMPT II IN the CCTA
Environment". PRINCE was renamed in a Civil service

24. competition as an acronym for "PRojects IN Controlled
Environments". However, it soon became regularly applied
outside the purely IT environment, both in UK government and
in the private sector around the world.[3] PRINCE2 was
released in 1996 as a generic project management method.[4]
PRINCE2 has become increasingly popular and is now a de
facto standard for project management in many UK government
departments and across the United Nations system.[5] In the
2009 revision, the acronym was changed to mean 'PRojects IN a
Controlled Environment'.
In July 2013, ownership of the rights to PRINCE2 was
transferred from HM Cabinet Office to AXELOS Ltd, a joint
venture between the Cabinet Office and Capita plc.
Since 2006, the method has been revised. It launched as
"PRINCE2:2009 Refresh" in 2009. The name "PRINCE2"
(instead of "PRINCE3" or similar) remains to indicate that the
method remains faithful to its principles. Nevertheless, it is a
fundamental revision of the method from 1996 to adapt it to the
changed business environment, to make the method simpler and
lighter, to address current weaknesses or misunderstandings,
and to better integrate it with other AXELOS Global Best
Practice methods (ITIL, P3O, P3M3, MSP, M_o_R etc.).
PRINCE2 is part of a set of Best Practice products and is
closely aligned with a sister product for the management of
programmes
'Managing Successful Projects with PRINCE2 - 2009
Edition',[6]
'Managing Successful Programmes' 1999, fourth edition in
2011.
Both the Foundation and Practitioner Examinations are based on
the 2009 revision 'Managing Successful Projects' manual
Overview of PRINCE2[edit]

25. For organisations
PRINCE2's formal recognition of responsibilities within a
project, together with its focus on what a project is to deliver
(the why, when and for whom) provides your organisation's
projects with:
A common, consistent approach
A controlled and organised start, middle and end
Regular reviews of progress against plan
Assurance that the project continues to have a business
justification
Contingency
Contingency Planning
To identify alternative courses of action that can be
implemented to meet the needs of changing circumstances.
Can not always predict when things will go wrong, it can be
anticipated that they will.
Contingency plans contain “trigger points” that indicate when
preselected alternative plans (plan B) should be activated.

26. PRINCE2 Case Study - Pension Protection Fund
Gantt Chart for effective planning
TRACKING PROGRESS
Gantt Charts can be used for planning and progress checking.
Update by creating another bar for actual progress if
original planned date has changed
Critical Chain Approach which relies on the principle that tasks
will only be completed 50% of the planned time. therefore
leaving a ‘buffer’ between the end of one task and the next
scheduled task.
Update task timing information within the ‘buffer’ time
frame.
Scope creep …………………….trouble
Either the suggestion is accepted and the project is committed
to do things that were not in the plan, usually leading to cost
and time overrun, and/or compromised technical quality; or
The suggestion is automatically rejected and the firm loses an
opportunity somehow to improve the returns on its investment
in the project.
This seems like a no-win situation.

27. The escape route is a scope management process that allows you
to keep the project objectives and project plan in line;
Suggested changes can be accepted but only if the consequences
for the plan are also accepted
Nokes et al.,( 2003)
The ability to say NO is an important quality
Projects tend to expand once people have become excited about
them. The underlying thought is, While were at it, we might as
well ????
Projects to which people keep adding objectives and projects
that keep expanding are nearly certain to go off schedule, and
they are unlikely to achieve their original goals.
:

28. CASE STUDY CSA UK
CASE STUDY
The Child Support Agency's (CSA) much-criticised computer
system is again struggling this week, with staff unable
to access case files because it is running so slowly.
The problems began to emerge on Monday. Callers are being
advised to try again later in the week, or being promised a call
back when the system is back to normal.
Engineers from HP Enterprise Services, formerly EDS, which
built the CS2 system, are currently on site trying to pinpoint the
cause.
"The system is not 'down' but we are unable to immediately
answer case-specific queries and clients are being asked to call
back," a spokesman for the Child Maintenance Enforcement
Commission, which oversees the CSA, told The Register.
"Caseworkers remain available to help with general enquiries
and maintenance payments have not been affected by this issue.
“http://www.theregister.co.uk/2010/09/09/csa_snafu/
CSA - UK
CS2 was built by EDS in 2003 under a PFI contract worth
£456m. It has been widely seen as a disaster, with the National
Audit Office and MPs joined in repeated sharp criticisms. The
influential Public Accounts Committee labelled it "a turkey
from day one".
In 2007 the government announced it would spend a further
£300m in an attempt to improve CS2. This week's renewed
failures show the system - which handles about half the CSA's
case load - remains seriously flawed.

29. Andrew, a Reg reader who has been affected by this week's
problems, said: "This is causing a lot of stress and upset for
those of us who are trying to legitimately deal with the CSA and
who are now 'on hold' unable to add to information to their
cases.
"I'm under a lot of stress, haven't slept for days and have to
keep waiting with the millstone of an incorrect calculation
around my neck."
The CSA said HP Enterprise Services is working as quickly as
possible to identify and fix the latest fault.
CASE STUDY
In 2004, EDS was criticized by the UK's National Audit
Office for its work on IT systems for the UK's Child Support
Agency (CSA), which ran seriously over budget causing
problems which led to the resignation of the CSA's head, Doug
Smith on 2004-11-27. The system's rollout had been two years
late and following its introduction in March 2003 the CSA was
obliged to write off £1 billion in claims, while £750 million in
child support payments from absent parents remained
uncollected.
An internal EDS memo was leaked that admitted that the CSA's
system was "badly designed, badly tested and badly
implemented". UK MPs described it as an "appalling waste of
public money" and called for it to be scrapped.[23]
CSA New System
The new system is a break from the failures of the past, which
saw children miss out on support despite hugely expensive
running costs.

30. Innovative new features will now also include an online
banking-style self-service facility, enabling parents to keep
track of payments themselves.
Parents are encouraged and now fully incentivised to co-operate
in the best interests of their own children.
But a vastly improved, efficient statutory service remains in
place for separated families who choose to continue to rely on
the state.
The government’s landmark reform of Britain’s child
maintenance system has entered its final chapter. From today,
new support and incentives kick in giving families a better
chance to take state bureaucracy out of their family
arrangements.
Today also sees a major development in government support for
separated families with the launch of a new self-service facility
which helps separated parents to manage their maintenance
arrangements and keep track of payments.
Establish project aims, objectives and timeframes based on the
chosen theme
End of Learning Outcome 1 (LO1).
Assignment brief
LO2 will start on xxxxxxxxx

31. https://www.youtube.com/watch?v=j_2CkOYgeF4
MSBP 2
Project execution phase:
Selecting appropriate methods of information gathering, data
collection and material resourcing.
The distinct phases which support a coherent and logical
argument.
Use of secondary research to inform a primary empirical study.
Qualitative and quantitative research methods.
Field work:
Selecting a sample of the consumer market, businesses or
individuals (those who meet certain characteristics relevant to
the research theme) is used to gather data (qualitative or
quantitative).
LO2 Conduct small-scale research, information gathering and
data collection to generate knowledge to support the project

32. Vision to direct change
Customer Centric approach
Risk Control
Prevention – measures to prevent risk or if it arises there is no
impact on project.
Reduction – measures in place to limit the probability that the
risk occurs or impact if it does occur.
Transference – Transfer the impact of risk to a third party, so if
it does occur has no impact on the project; commonly done
through the commercial; terms of subcontractor contracts which
can include penalty clauses to cover the costs of getting the
work done elsewhere.
Transference Tool – Insurance contracts.
Contingency
Have plans ready just in case !
Acceptance – Many risks will be either too improbable or too
low in their impact to worry about. Do not ignore….log and
review.
Ref: Nokes et al (2003)

33. Comparison
SCOPE MANAGEMENT
Project scope management is what you do to make sure that
your project includes all the work relevant to achieving the
project’s objectives (and not anything else). It’s around
controlling what’s included in the project and what isn’t.
Risk Management
ASSIGNMENT - CASE STIDY
Enabling a Customer-Centric Experience through Project
Management Organization:
du Telecom and Huawei Technologies Co. Ltd. Industry
BACKGROUND
Throughout the United Arab Emirates (UAE), du Telecom
provides mobile and fixed telephony,
broadband connectivity and IPTV (Internet Protocol Television)
services to people, homes, and businesses.
When it opened for business in 2006, the company boldly
entered what was already a saturated market with 100%
penetration. Although du Telecom recognized that the telecom
industry in the Arabian Gulf is fast growing and that the
company would face ever increasing competition, it approached

34. the market as an opportunity rather than an obstacle.
Within four years, du had acquired almost 40% of the region’s
mobile market share and was maintaining an annual growth rate
of more than 32% in a saturated market.
CASE STUDY CONTINUED
1 Established in 1987, Huawei is a global leader of ICT
solutions and the largest telecommunications equipment maker
in the world. Their telecom network equipment, IT products and
solutions, and smart devices are used in 170 countries and
regions.
2. In 2013, du signed a Memorandum of Understanding (MoU)
with Huawei Technologies Co. Ltd., a Chinese multinational
networking and telecommunications equipment and services
company. With this understanding, du and Huawei are working
together to better define the best practices in portfolio
and project management concepts, processes and techniques
for their industry,
including knowledge transfer and research.
Case Study Continued
3. du and Huawei are operating what they term a “distributed
PMO” in two countries. This requires that both understand how
a PMO functions in that type of environment. The two
companies decided to work together to exchange best practice
industry methodologies, concepts, tools and techniques, while
also better defining best practice portfolio management
concepts, processes, and techniques.

35. THE CHALLENGE
du knows that every project takes place in a specific context, be
it a stand-alone project or part of a greater program, or one
among a portfolio of projects. A project may also involve a
team whose members have never worked together before, and it
may require assigning responsibilities and roles to people who
are new to them. All of these factors are identified and
considered as part of a project. With all of these considerations
in mind, du was looking for partners who could help them
overcome these challenges.
This provided the trigger to initiate an engagement with
Huawei, where in a region marked by fierce competition,
telecom operators contend with constant change and long-term
uncertainty. One key shortcoming that du explored for
surmounting these challenges was the role of project
leadership—a capability that delegates and facilitates faster
decision making and improves time to market.
The
Solution

36. Project leadership is a skill that requires time to develop—in a
person or an organization. Achieving success requires an
analysis of setbacks and failures as a roadmap for improvement.
Focusing on each project’s challenges and learning from them
helps build a more successful project management capability.
PMI’s in-depth report “Capturing the Value of Project
Management Through Knowledge Transfer” reveals that while
capturing lessons learned is critical, what an organization does
with that knowledge once it is captured, is equally important.
The