The document discusses Project Evaluation Review Technique (PERT), a project management tool used to analyze tasks, time required, and critical paths. It describes various project management methodologies like PRINCE2, Agile, and Critical Path Method (CPM) that are suited for different types of projects. Finally, it discusses setting up an organizational structure and quality management process for a project.

1. Task 3/3
“A program evaluation review technique” (PERT), is a graphical illustration or
representation of a projects’ schedule which shows the sequence of tasks to be
performed - technopedia.com (c 2018). This tool is a creation of U.S Navy (1950). It
created this technique to manage the Polaris Submarine missile program during the
cold war era. Subsequently, they have been used routinely since then. Project
managers use PERT charts to analyse the tasks and minimum time required to
complete a project. Including the ability to track assets during any stage of
production is the course of the entire project, PERT analysis incorporates data and
information from multiple departments. This fosters each departments’ responsibility
, recognises individuals/ groups across the organizations, improves communication
during the project and directs the organization to focus upon projects those are
relevant to its strategic positioning.
On the other hand, the technique when used in corporation with “what-if analysis” (A
what if analysis an output from a financial model using various assumptions or
scenarios) understands the possibilities relating to the flow of project resources and
milestones those further enable management to achieve the most efficient and vital
project path.
Alongside, PERT is a variant of Critical Path Analysis that takes a slightly more
sceptical view of time estimate made for each project stage. In regard to use, it
estimates the shortest possible time for each activity, the most likely length of time
and the longest duration that is expected to incur if the activity takes longer than the
estimated time.

2. The following formula may be used to calculate the time to use for each project stage
as it helps to achieve more pragmatic outcome rather than unrealistic short time
scale assumption:
Formula: Shortest time + 4*likely time + longest time
6
Ultimately, PERT is beneficial as it provides the following information;
 Expected time in which the project would be fulfilled
 Chance of competition before a calculated date
 The critical path activities that would directly affect the competition time
 The activities those may take longer to finish and can lend resources to critical
path activities
 Start and end date for each activity.
Task 1/ 2
“Project Management Methodology” is a strictly defined combinations of logically
related practices, methods and processes that determine how best to plan, develop,
control and deliver a project throughout the continuous implementation process until
successful completion and termination. It is a scientifically proven, systematic and
disciplined approach to project design, execution and completion” (mymanagement-
guide.com-c 2018).
The purpose of project methodology is to enable for controlling the entire
management process through effective decision making and problem solving tasks
and ultimately ensuring the success of a particular project. It would not be wrong to

3. say that a project management methodology provides a skeleton for describing and
developing each step that would necessitate executing and completing the project
according to the specified requirements, keeping each project’s distinct
requirements.
Hence as a consequence, different project management methodologies have been
selected as per the projects defined in the above Gantt Chart.
For Project 1 and 8, PRINCE 2 is the project management methodology that has
been opted for. PRINCE 2 is a structured certified methodology that stands for
projects IN Controlled Environments. Initially created by the U.K government for IT
projects, it is unlike traditional methods and follows seven principles, themes and
procedures. One of the reasons this methodology’s selection is the mandatory
following of seven principles, themes and procedures those are fundamental for a
well defined and versed first and last project. The seven phased methodology caters
for the following points :
1. Starting- up a project
2. Directing a project
3. Initiating a project
4. Controlling a stage
5. Managing product delivery
6. Managing stage boundaries
7. Closing a project

4. While these seven stages are in progress , annals are created so the project stays
well- regulated and on track. The logs are comprised of ; Business case, Risk
register, Quality register, Issues register, Lesson log and Daily log. Therefore these
logs are also brought in use to report to the project board, check deliverables against
quality requirements and look- out for dilemmas in order to improve the future work
flow.
Ultimately, the extensive documentation involved in PRINCE 2 projects are vital for
corporate planning and performance tracking. Also, since PRINCE 2 has cerification
awarded by AXECOS , require user to receive training course with an Accredited
Training Organisation (ATO) followed by an exam, hence the project manager in
charge for this method having such a certification would be a better selection of an
expert to execute and handle the project rather than relying on uncertified or under
qualified personals not having enough knowledge of the methodology and risking the
most important projects those are the first and last project, indeed the projects
requiring immense value of knowledge and expertise.
The methodology selected for Project : 2,3 and 4 is AGILE. This project methodology
breaks down projects into smaller pieces also known as sprints those are completed
in work sessions and follow a pattern from design phase to testing and quality
assurance. One of the major reasons for choosing this methodology is the element
of flexibility and quick fix to flexible traits of the methodology along the project
managers to alter the method according to the current environment and leave no
space for the changes or amendments to be left for later consideration. Alongside,
the rapid detection of problem leaves the method to be used in the most efficient
demeanour and leave barely any chance for any type of flaws. Most importantly, the
increased collaboration with users make the project a fit need not just for the

5. execution but also for the ultimate users (customers) – This refers to the involvement
/ feedback from the customers with short intervals of time. On a parallel note, as the
the developments start early, the benefits are also realised early while the activities
are still in progress. Therefore, it is a suggested method for fast- pacing methods
and tight competitive environments. Not to forget, Manley DIY solutions service
would be highly suitable for this method to be incorporated as its flexibility and
freedom traits respectively would be well suited for creative projects (DIY solutions)
and help Manley to achieve competitive positioning in the market.
Keeping projects: 5, 6 and 7 in consideration, it is suggested to adopt Critical Path
Method (CPM) ; a methodology developed by Morgan R. Walker of DuPont and
James E. Kelley Jr. of Remington Rand in the 1950s. These projects are
comparatively smaller in size; hence they sought to be well- managed by CPM. In
CPM, one categorizes all the activities needed to be completed under a particular
project and within a Wok Breakdown Structure (WBS), followed by the mapping of
projected duration of each activity and interdependencies between the activities. As
these projects include activities those need to be scheduled and are dependent upon
each other, hence CPM would cater for these necessities. For e.g. if Task X depends
on Task Y, CPM would aid in the identification and scheduling of such matter.
Alongside, the CPM assists in the prioritization of the activities those need to come
under a project. Hence, the classification of critical and non- critical activities would
help in prioritizing the resources better.
As the projects are comparatively smaller, their deadlines are also shorter , so
assigning date and time duration to these projects and their sub-tasks would be
optimal as the managers would be able to keep a time track of each activity and
work efficiently towards their successful completion.

6. 3. In the same report, assess the feasibility of all the projects and decide on
one to carry out first.
Feasibility Assessment (based upon assumptions)
Technical Feasibility:
Project : 1,2,5,6 and 7 do not currently have the required technology to carry- out the
projects. They require pertinent softwares and networks to be installed in order to
exhibit the expected performance. Also, what lacks is the technical competence for
Project: 1 specifically. But, as this project would be carried- out after Project: 3
(Personals), it is hoped that the technical competency would be catered for. Hence it
is an interdependent solution.
Legal & Regulatory Feasibility:
There are certain laws those need to be kept streamlined and well- incorporated with
Project: 1,2,3 and 4 , particularly. For instance : Consumer Act- Law 1998,
Employment- Right Act 1996, Consumer Protection Law, Financial Services and
Markets Act 2000 etc. In order to best understand , implement and regulate the laws
, it is advised to obtain legal services/ heir an advocate who could evaluate the
legalities within which the company may be inquired for or within which the company
question its stakeholders , for e.g. with suppliers for breeching contracts).
Organisational Feasibility (Risk Factor):
It would be a rough period for Manley to be capable enough to accept the changes
involved in managing huge volumes of information and adopting new processes. As
most of the projects’ success is interdependent, hence hiring of the right personals in

7. project : 3 could be quite of a task and if its succeeds so would the other projects
with right and vital strategies. Alongside, the company has an edge over its age, size
and experience in the market, therefore it is expected to well absorb the transitions
and perform with a smooth flow.
Social Feasibility:
Under Project: 2 and 5, the employees seem a bit disinterested and unwelcoming
towards the changes in working requirements and conditions. As they have been
accustomed of using traditional ways of managing stock and immeasurable
marketing tools, they do not show acceptance in their current demeanour and fear
the changes. In order to deal with major dilemma, it is suggested to plan to carry- out
the training programs for employees to enlighten them the necessity of
advancements and multiplying successful outcomes those would also benefit them in
the best possible ways.
Economic Feasibility:
The company has been doing financially well in its previous stores and has stable
financial position, it is yet surrounded by daunting competition which is growing
everyday. The most crucial project under economic feasibility in the last project i.e.
incorporating the Project: 1 with all other projects. This would initially be a trial period
and the company would need to have decent funds to facilitate the remedial phase
and re- start certain projects or improve them as required. Thus, it is suggested for
Manley to reserve a certain amount that would take care of the above mentioned
aspects. It could also get the projects insured to transfer the risks and avoid major
pitfalls and allow it to have a backbone even if the elements are against it.

8. Without a question, Project: 3 is the primary (first) building block for Manley and it
ought to initiate with this project. As this project involves the recruitment of the
experts those would carry-out the most critical projects, Project: 1 specifically, it
would require to form a basis for other projects to stand and balance themselves as
strong structures. Without this project, Manley cannot move ahead with its due
projects and would stay rather astray if the right expertise is not recruited
beforehand.
2. Create an organizational structure to carry out the project, and add a
commentary regarding your team structure
A system used to define a hierarchy within an organization is known as an
organizational structure. It typically identifies each job, its function and reporting
route within the organisation. The two primary goals of the organisational chart are
as follow:
1. To establish how an organisation operates.
2. To assist an organisation in achieving its goods to allow for future growth.
There are four main types of organisational charts, namely ; divisional, functional,
geographical and matrix.
Below is a “functional” organisational chart:
**insert chart**
“A project management hierarchy can be defined as a list, in which various
professionals are being ranked from top to bottom, in accordance with their job
responsibilities and their significance to the whole project”. (hierarchystructure.com-
c2018).

9. The organisational structure has been divided into five subdivisions i.e. Project
Manager Owner, Project Sponsor, Project Manager, Team Leader and Team
Members.
Project Owner has the most senior position in this organisational chart where he
would be known as the creator of the project. He would hold the power of selecting,
promoting and removing the other team members (if required). Project Manager
would be responsible to direct the overall operations of the project and duties of the
individual team members also.
Following the position of the Project Owner, comes the hierarchical level of Project
Sponsor in the second rank. Project Sponsor is the financier (professional who
provided the financial resources) of the project where he would communicate with
the Project Owner on a regular basis in order to assess foremost and important
issues pertaining to the project. Together with the Project Owner, the Project
Sponsor would manage the resource needs of the project and also prepare the
financial reports at various stages of the project.
Then comes the position of Project Manager who would be in charge for day-to-day
activities related to the project and would undertake strategic decision making
process. The Project Manager would have direct links with the vendors and would
undertake the scheduling of various sub-projects. It would be his duty for developing
the budgets and developing different strategies for managing the risks attached with
the project. The Project Manager would also be held in charge to communicate with
the senior management in relevance to the performance and program of the Project
Team.
The Project Manager designation is followed by the Team Leader. Such an individual
is responsible to assist all team members involved in the project. Prioritizing the

10. tasks and dividing them in the members according to their expertise area, would be
one of the foremost duties of the Team Leader. He/ she would serve as a
communication bridge between the Team Members and the Project Manager.
He/she would also need to cater the area of responsibility of co-ordinating various
meetings of the Project Team and keeping the official records of all the completed
tasks within the project.
Last but not the least comes the hierarchal position of the Team Members who are
entitled to be the key participants of the project management hierarchy. As they
would be working under the Team Leader, they would need to carry- out all the
assigned tasks within the deadlines and come- up with problem- solving skills. Their
job titles and profiles for this specific project would need to cater for ; database
architect, programmer, designers, troubleshooters etc.
TASK 3/4
3. Create a general quality management process to be used for the project
The concept of quality first emerged from the Industrial Revolution. Quality as a
profession and the managerial process associated with the quality function was
introduced in the late twentieth century and has evolved since then.
“A Quality Management System (QMS) is a collection of business process focused
on consistently meeting customer requirements and enhancing their satisfaction. It is
aligned with an organisation’s purpose and strategic direction” (ISO 9001: 2015).
There are over one million companies and organisations in over 170 countries
certified to IS0 9001. The system is emphasized towards the meeting of customer
requirements and enhancing of customer satisfaction.

11. The ISO 9001:2015 standard provides managers with a tool or process to be
followed in order to continually improve their business performance. Following are
the ISO 9001 requirements or in other words , the process that is to be followed by
Project Manager to adopt and sustain quality :
**insert diagram**
TASK 4/4
1. Explain the change control procedure
Change Control is an essential constituent of the Project Management. Due to rapid
changing business environments it is inevitable that projects would require change(s)
during their life. Without a doubt, change may help to assure of project’s swift
journey with business demands yet it is necessary to assess and approve each
change prudently. The Change Control process in project management guarantees
that each transition proposed during a project is appropriately defined, reviewed and
approved before execution. Alongside, the Change Control process assists in
nullifying unnecessary changes those may disturb services and also aids in efficient
use of resources.
Change Control process is comprised of five stages:
1. Proposing a change
2. Summary of impact
3. Decision
4. Implementing a change
5. Closing a change

12. The two documents brought into use during the process are as follow:
 Change Log (provides a record of all changes proposed and decisions made)
 Change Request Form (documents details of the change, including the
business case).
1. Proposing a change:
This process enables everybody (including the customers) to advise a change to the
project. Such proposal is usually comprised of a description of the change,
forecasted advantages or other reasons for the change. The change is presented
using the Change Request Form and added to the Change Log for the project.
2. Summary of Impact:
This task is carried out by Project Manager who would consider an all-inclusive
effects on the project catering the following aspects :
 Quantifiable cost savings and benefits
 Legal regulatory or other unquantifiable reason for change
 Estimated cost of the change
 Extra resources needed
 Impact on other projects and business activities
 New risks and issues
After the above analysis , the Project Manager recommends for and against the
change.
3. Decision :
This process takes in account an examination of the change request by an
approved authority. The approved authority weighs all the information provided
by the Project Manager and person making the request.
Following is a list of general decisions :

13.  Accept
 Accept with comments and special conditions
 Reject
 Defer (change is not approved, but is left for consideration later)
4. Implementing a change:
If the change is accepted, it would be planned, scheduled and implemented at a
time in accordance with the stakeholders.
A regression test plan is required in case the change has not been decided to
take forward. This is a component of the planning.
It is common to initiate a post- implementation review after “implementation”.
5. Closing a Change:
As implementation takes place, the requester checks and presents his/ her
consent on the Change Log by the Project Manager.
2. Analyse the methods used to measure project performances
“When performance is measured, performance improves. When performance is
measured and reported back, the rate of improvement accelerates”.
(Thomas S. Monson)
Under project management, performance measurement techniques are widely used
to examine the scale of variance from the project plan. They are influential as they
help the project manager decide whether a corrective action is necessary to be taken
or not. The four basic performance measurement techniques are but not limited to :

14. Trend analysis, Performance reviews, earned value analysis and information
distribution. The below analysis revolves around the first three methodologies stated
above.
Assessing project results over several reporting periods to determine if performance
is improving or declining is typically known as trend analysis. Such diagnosis could
be done by plotting results on a graph and hence the project managers can easily
study the schedule performance.
Trend analysis is quite useful for comparison purpose specially for those who wish to
compare status of projects over a number of time spans , be it ; a moving average
three months, four months or six months. Secondly, the trending assists the
management in forecasting the upcoming detrimental trends and thus allows them to
plan for such rough phase and improve the situation or decrease the risk intensity.
Companies also use this technique to plan for projects those have similar nature. On
the contrary, these trends need to be studied thoroughly in order to represent them
on graphs, hence an expert only could perform this task successfully. At times, the
comparison of trends leads the project managers to associate same reasons for the
trend whereas different factors usually cause such results. Ultimately, the project
manager may become biased and overlook the rational and varying reasons for such
change.
Performance Reviews are meetings held to analyse project status. These meetings
could be arranged weekly, bi-weekly, or monthly to align the management team with
the project’s status. Regular meetings help the project managers to pay attention to
troublesome areas and solve them accordingly on time. Consequently, such
beforehand solutions would further avoid the problems to mature and sustain. Not to
forget, the meetings may lead to disagreements among the participants engaged in

15. project management and hence, sowing seeds for delaying in the project
accomplishments and also disabling the project to enjoy efficient use of resources.
On the contrary, absence of any participant in the meeting would also delay the
planning or further urgent action demanding tasks.
Earned Value analysis is the method used quite often for performance
measurement. It is the integration of scope, cost and schedule measures to support
the management team in assessing project performance. This analysis is a
comparison analysis that allows to compare the amount of work planned with the
amount of work that has been successfully completed that involves calculating three
key values for each activity that is carried- out :
1. The planned value :
It is the approved estimation of cost planned to be spent on an activity during a given
time period.
2. The actual cost :
This is comprised of the total costs involved in completing the work.
3. The earned value ; It is the value of the work actually completed during a time
period.
The calculations enable project managers to oversee the cost behaviour and
schedule performance area proceeding as planned. Therefore, the project managers
are able to take prompt remedial actions to avoid serious dilemmas hindering the
swift journey of a project. On the other hand, Earned Value Management works best
for smaller and simpler projects , hence technical projects cause the project manager
to cause the project to become derailed in the details. In addition, EVM does not
reveal the whole story on assessing the project and may not gingerly represent what
is essential for a project to achieve specific operations. Most importantly, EVM does

16. not cater for quality control, hence without the right vision and support , the project
can be completed on time and within the budget but still may turn out to be the most
ineffective product ever made.