Contents

INTRODUCTION...............................................................................................................2

PART ONE – PROJECT INITIATION DOCUMENT (PID)................................................2

I. Introduction..............................................................................................................2

II. Project Scope Statement.........................................................................................3

III. Work Breakdown Structure (WBS).......................................................................4

IV. Project Schedule..................................................................................................4

V. Project Stakeholder Assessment.............................................................................4

VI. Risk Management................................................................................................7

PART TWO – EVALUATE CURRENT ISSUES IN PROJECT MANAGEMENT............10

CONCLUSION.................................................................................................................12

References.......................................................................................................................13

Appendix 1.......................................................................................................................15

Appendix 2.......................................................................................................................16

Appendix 3.......................................................................................................................17

Appendix 4.......................................................................................................................18

1
INTRODUCTION
This report contains two parts, with part one requiring the preparation of a Project
Initiation Document (PID) based on the appropriate project management theory and
framework, to presentation to the Project Donor. Specifically, the purpose of this
document is to consider aspects such as project scope statement, including a Work
Breakdown Structure (WBS); project schedule including a Gantt chart and project
milestones. Initial stakeholder assessment, initial risk assessment and the response
strategies will also be included in this report. Part two deals with assessing current
issues in project management, particularly the challenges and difficulties of project
management.

PART ONE – PROJECT INITIATION DOCUMENT (PID)

I. Introduction
RenewableCo Ltd is a company that specializes in designing and completing large
projects around the UK, with a focus on energy, including electricity and heat and
energy from waste [ CITATION Blo20 \l 1033 ]. As part of an expansion strategy, a
tender for a large project was successful, RenewableCo Ltd hired me as Project
Manager to manage a project.

This project is concerned with the installation of ten new wind turbines, at a cost of £1
million for each wind turbine, with the wind turbines located directly off the North East
coast of England and open to all weather conditions. The project concerns the
installation of ten new wind turbines that located directly off the North East coast of
England and withstand all weather, with a cost of £ 1 million for each wind turbine. They
will power a new £ 50 million government-funded business park that creates 30,000
jobs in the North East of England. The enterprise park will be handover and ready for
use by January 2021.

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 II. Project Scope Statement
Inclusions  Clean up construction site before starting the project.
 Signing contracts with client and contractors.
 Approving legal documents and licenses.
 Recruitment and training of personnel.
 Determine and survey the construction site.
 Designing turbines and engineering system.
 Carry out the process of building and installing turbines.
 Managing and monitoring project progress from
commencement to handover.
Exclusions  Working from Monday to Sunday, from 8am to 5:30 pm.
 Working during breaks is unpaid.
 Clean up after completing project.
Assumption  Project team members will complete their tasks on time.
 Materials will be delivered in full and on time for favorable
construction.
 Materials and costs will not change throughout the
project.
 Equipment and machinery will work well throughout the
project.
 The weather is favorable for construction.
 The project was deployed according to the plan and
handed over on time.
 The project cost is in line with the original budget.
Objectives Completed on time by January 2021 and the cost to install 10
new wind turbines will cost £ 1 million per turbine.
Deliverables  Survey of construction site, analysis and measurement
report document and documents required for project
management.
 Design drawing of new wind turbines.
 WBS, Gantt chart, Resource Chart and PERT.

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  Installation of 10 wind turbines in intended location with
the cost not exceeding expected should be completed on
schedule.
Constraints  Completing on schedule that the project outlined and on
time for each process in the project. The project must be
completed before or in January 2021.
 Cost of completing project should not exceed the
budget's scope.
 Acceptable level of risk is low to medium.
 Due to several factors like COVID-19 pandemic, weather
etc. resulting in a lack of budgets and time consuming
than intended.
Table 1: The Scope Management of Project.

Based on the above analysis, it can be seen that project scope helps project go in the
right direction, ensure its completion on time and avoid wasting time as well as costs.

III. Work Breakdown Structure (WBS)

Work Breakdown Structure (WBS) is a diagram that breaks down the work to be done in
the project [CITATION Chr13 \l 1033 ]. The project WBS will be mentioned in Appendix
1.

IV. Project Schedule

The project schedule including a Gantt chart and project milestones. Specifically, Gantt
chart is a horizontal bar chart used in project management that display a schedule of all
the activities in a project [ CITATION Jef13 \l 1033 ]. The Gantt chart and project
milestones will be mentioned in Appendix 2. Resources chart and PERT chart are
mentioned in Appendix 3 and 4 respectively.

V. Project Stakeholder Assessment

Stakeholder in a project refer to individuals, groups and organizations that have a
relationship with the project [ CITATION Ato19 \l 1033 ]. These are the objects which
can influence a project's existence and development. Among the set of stakeholders

4
that project manager must consider are internal and external stakeholders [ CITATION
Jef13 \l 1033 ].

Stakeholders Role Internal/External

Project manager Planning, arranging schedules, drafting Internal
budgets and monitoring performance of
activities.
Functional Functional managers manage and owns the Internal
managers resources in a specific department and
directs work for individuals from that
functional area.
Client Client is financier and eventual owner of External
project with task of determining the needs,
pay, and receive the output of the project.
Suppliers Providing the equipment, products and External
services necessary to support project activity
through contracts, ensuring the project meets
objectives.
Government The government has a great responsibility for External
the approval and enforcement of laws relating
to the project.
Banks Banks can provide project financing, long- Internal
term loans and accept the risks involved.
Lawyers Preparing standard transaction papers and External
eliminate legal risks.
General public Enjoy the results of the project indirectly. External
Table 2: Stakeholders of project.

After identifying stakeholders, it is important to pay attention to powers and interests of

stakeholders. Stakeholders are analyzed in the form of a matrix of power versus their
interest in the project which mentioned below. The matrix shows the stakeholders'
power to make any changes compared to their interest to make those changes
[ CITATION BAC15 \l 1033 ]. Below is the stakeholder assessment matrix of the project,
also known as Power/Interest matrix.

5
 High Keep satisfied Manage closely

 Banks  Client
 Functional manager
 Government
 Project manager
Power
Monitor Keep informed

 General public  Suppliers

 Lawyers

Low

Low Interest High

Figure 1: Stakeholder assessment matrix of project.

Through the figure above, it can be see the level of powers and interests of
stakeholders with the project. Therefore, below are recommendations on how to
manage the stakeholders to maximize the chance of achieving the project objectives.

Stakeholders
High power – Low interest
High power – High interest
Low power – Low interest
Recommendations
Need to be kept informed about what's going on in the
project. Although they may not be interested in the
results, need to be handled with caution as they can use
their power in a negative way if they become
dissatisfied.
These people are the people who have a great
responsibility throughout the project. Their requirements
need to be met and satisfied. It is essential to please
them.
Monitoring and informing of ongoing construction site

6
 activities, changes or phases of project through the
website, social network or advertising.
Low power – High interest Stay informed and talk to them to make sure no major
problems arise.
Table 3: Recommendations for the management of stakeholders.

VI. Risk Management.

Risk management is a term that describes the entire organization's efforts to reduce
risks and the workplace within the project [ CITATION Joe11 \l 1033 ]. Risk assessment
matrix allows project manager to have a clear view of possible risks in project and
accurately classify those risks, which evaluated based on two elements, including
likelihood (probability) and consequence (impact) [ CITATION Mik98 \l 1033 ].

Figure 2: Risk classification matrix [ CITATION VCo17 \l 1033 ].

Based on the figure above, the project risks, the risk factor calculation and categorize
along with response strategy will be discussed in the table below.

Risk Risk Factor Response Action

=Probability*Impac strategy
t

7
Stealing materials RF=2*2=4. Risk Ask contractor to equip
from the Categorize: Low reduction monitoring equipment,
construction site or camera, etc.
breaking into due to
insufficient security.
Weather conditions RF=1*4=4 Risk Ask contractor to buy
cause machinery to Categorize: Low reduction insurance for equipment,
be easily damaged. materials, machinery.
Supplier does not RF=4*3=12 Risk Insert penalty clause in
deliver on time. Categorize: Medium acceptance contract with supplier and
add extra time to project
plan after date told to
supplier.
Transporting the RF=3*5=15 Risk Buy insurance for each
device with Categorize: Medium reduction material, monitor delivery
problems will slow and receipt carefully.
down the
installation or
damage the device.
Improper design RF=1*4=4 Risk Verification and evaluation
affects the quality Categorize: Low reduction of the design.
of the work,
resulting in project
costs.
Arising of RF=2*2=4 Risk Since the investor has
unspecified masses Categorize: Low transfer accepted to pay the
from the design, contractor a sum of
which increases the money to perform the
cost of the project. works within the scope of
work, the risk is
transferred completely to
the contractor. The
contractor is solely

8
 responsible for the scope
of the incurred work if their
initial estimate is
insufficient.
It is not possible or RF=2*4=8 Risk Designing special
guaranteed to Categorize: Low avoidance construction methods
perform well the suitable for the work
construction and requirements.
installation of
equipment by
conventional
technologies.
Increasing the RF=3*4=12 Risk Arrange a contingency
prices of parts and Categorize: Medium acceptance expense.
materials leads to , risk
increasing the reduction.
operational costs of
the project.
Improper use of the RF=4*5=20 Risk Design and implement
device causes Categorize: High reduction measures to ensure
injury. occupational safety.
Table 4: Risk Assessment and Response Strategy of project.

9
PART TWO – EVALUATE CURRENT ISSUES IN PROJECT
MANAGEMENT
In today's competitive environment, to achieve their goals, companies rely more and
more on information systems. According to Kroenke [ CITATION Kro08 \l 1033 ], the
Information System (IS) as the combination and operation between information
technology and human skill management to achieve high business efficiency. As project
management is integrated into the development of information systems, it contributes to
an increase in the usefulness and productivity of business operations and interactions
with the organization's limited resources [ CITATION Cad04 \l 1033 ].

In the stage of project formation, there are always difficulties as well as challenges in
implementing information system projects such as:

 Find the right project management software.

It is often a challenge and a difficulty for the organization to find the right software to
handle the project. Specifically, project management through manual methods, Excel,
Google Sheet and messaging apps can be ineffective and lead to inadequacies such as
clutter, lack of transparency, inability to update and real time notifications, and no the
ability to balance work among members, etc. [ CITATION Hoa20 \l 1033 ]. All of these
things take the manager's time to arrange work, urge employees or update and report
on project progress. The cause of this problem lies in the way project management is
not really optimal. Therefore, finding a suitable project management software is
essential for organizations, helping to resolve these shortcomings and saving manager
time. So, some software that organizations can consider such as ERP Solution,
CeHuman Human Resource Management Software, Accounting Software CeAC online
math, etc. [ CITATION CMC18 \l 1033 ].

 Lack of budget for software and hardware.

According to Benjamin and Blunt [ CITATION Ben12 \l 1033 ] and Lederer [ CITATION
Led13 \l 1033 ], capital is a major obstacle and challenge that organizations face in the
IS development process. Sufficient finance is required to focus on technology to survive

10
in today's increasingly technologically competitive business climate. Lack of capital can
lead to a number of problems such as inability to convert and upgrade to the latest
technology, inability to purchase hardware, software and other related components for
the upgrade, etc. resulting in an inability to improve the organization's performance.
Hence, the manager should setup a budget plan for the upgrade of modern technology.

 Lack of skilled manpower.

Employees lack knowledge about the system was also called the challenge and
difficulty in information system development. Aged employees will often show no
interest in computer skills. Instead, only younger employees would be interested in that
job [ CITATION Ing14 \l 1033 ]. Not only that, human resources from rural areas still
have little knowledge about computers to handle IT departments as well as information
systems. In addition, organizations need to pay high salaries if they want to recruit
qualified or qualified personnel. It can be seen that any of the above interferes and
negatively affects the operation of the organization. Therefore, the organization should
train older staff or recruit young people interested in the job.

11
CONCLUSION
Through the above analysis, the report presented all the inception documents that
RenewableCo provided, based on appropriate project management theory and
framework, to present to the Project Donor. Specifically, the report clearly stated the
project scope statement, including a Work Breakdown Structure and the project
schedule including a Gantt chart and project milestones. An initial assessment of
stakeholders and recommendations as well as an initial assessment of risks and
response strategies has also been mentioned in this report. In addition, an assessment
of the challenges and difficulties of project management will help the organization
reduce risks and increase the chances of success in projects.

12
References
Alberts, I., 2014. Challenges of information system use by knowledge workers. [Online]
Available at: https://asistdl.onlinelibrary.wiley.com/doi/full/10.1002/meet.14505001089
[Accessed 1 January 2020].

Anh, H., 2020. How to choose the right project management software for your business.
[Online]
Available at: https://fastwork.vn/cach-chon-phan-mem-quan-ly-du-an-cho-doanh-nghiep/
[Accessed 10 1 2021].

Atoha, 2019. WHAT IS STAKEHOLDERS IN PROJECT MANAGEMENT?. [Online]

Available at: https://www.atoha.com/blogs/kien-thuc/cac-ben-lien-quan-trong-du-an
[Accessed 1 January 2020].

BAC, 2015. Stakeholder analysis and management. [Online]

Available at: https://www.bacs.vn/vi/blog/kien-thuc/stakeholder-analysis-and-
management-434.html
[Accessed 7 1 2021].

Benjamin, R. &. B. J., 2012. Critical IT issues: the next ten years. Sloan Management,
p. 33.

Bloomberg, 2020. Renewable Development Co Ltd. [Online]

Available at: https://www.bloomberg.com/profile/company/4082655Z:LN
[Accessed 4 1 2021].

Brafton, J., 2011. Understanding the difference between risk management and risk
assessment. [Online]
Available at: https://www.enviance.com/blog/understanding-the-difference-between-risk-
management-and-risk-assessment/#:~:text=The%20Journal%20of%20the
%20American,by%20which%20specific%20problems%20and
[Accessed 11 January 2020].

Cadle, J. &. Y. D., 2004. Project management for information systems. s.l.:Pearson
education.
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CMC, 2018. TOP 5 software to help businesses manage effectively. [Online]
Available at: https://cmcsoft.com/tin-tuc/top-5-phan-mem-giup-doanh-nghiep-quan-ly-
hieu-qua.html
[Accessed 1 January 2020].

Field, M., 1998. Project Management. s.l.:Thomson.

Kroenke, D., 2008. Experiencing MIS. s.l.:s.n.

Lederer, A. L., 2013. The Information Systems Planning Process Meeting the
challenges of information systems planning. Strategic, p. 216.

Petersen, C., 2013. The Practical Guide to Project Management. 1st ed. s.l.:s.n.

Pinto, J. K., 2013. Project Management. 3rd ed. s.l.:Pearson.

VComply, 2017. How can risks be classified as per the Risk Assessment Matrix?.
[Online]
Available at: https://blog.v-comply.com/risk-assessment-matrix/
[Accessed 6 1 2021].

14
 Appendix 1
Work Breakdown Structure of Project

15
16
 Appendix 2
Gantt chart of Project

17
 Appendix 3
Resources chart of Project

18
 Appendix 4
PERT chart of Project

19