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Project Scope and Constraints

Saint Helena is a volcanic tropical island in the South Atlantic Ocean, 4,000 kilometres (2,500 mi) east of Rio de Janeiro and 1,950 kilometres (1,210 mi) west of the Cunene River, which marks the border between Namibia and Angola in southwestern Africa. Saint Helena measures about 16 by 8 kilometres (10 by 5 mi) and has a population of 4,534 (2016 census). The island, one of the most remote islands in the world, was uninhabited when discovered by the Portuguese in 1502. It was an important stopover for ships sailing to Europe from Asia and South Africa for centuries. Napoleon was imprisoned there in exile by the British.

The island is associated with two other isolated islands in the southern Atlantic, also British territories: Ascension Island about 1,300 kilometres (810 mi) due northwest in more equatorial waters and Tristan da Cunha, which is well outside the tropics 2,430 kilometres (1,510 mi) to the south. Saint Helena is composed largely of rugged terrain of volcanic origin; the last volcanic eruptions occurred about 7 million years ago. Coastal areas are covered in volcanic rock. The highest point of the island is Diana's Peak at 818 m (2,684 ft). Much of the island is covered by New Zealand flax, a legacy of former industry, but there are some original trees augmented by plantations, including those of the Millennium Forest project, which was established in 2002 to replant part of the lost Great Wood and is now managed by the Saint Helena National Trust. The climate of Saint Helena is tropical, marine and mild, tempered by the Benguela Current and trade winds that blow almost continuously. The climate varies noticeably across the island. Temperatures in Jamestown, on the north leeward shore, are in the range 21–28 °C (70–82 °F) in the summer (January to April) and 17–24 °C (63–75 °F) during the remainder of the year. The temperatures in the central areas are, on average, 5–6 °C (9.0–10.8 °F) lower. Jamestown also has a very low annual rainfall, while 750–1,000 mm (30–39 in) falls per year on the higher ground and the south coast, where it is also noticeably cloudier.

There have been long patterns of emigration from the island since the post-Napoleonic period. The majority of ‘Saints’ emigrated to Britain, South Africa and in the early years, Australia. The population had been steadily declining since the late 1980s and dropped from 5,157 at the 1998 census to 4,257 in 2008, but rose after that, and as of the 2016 census, the population was 4,534. In the past emigration was characterised by young unaccompanied persons leaving to work on long-term contracts on Ascension and the Falkland Islands, but since ‘Saints’ were re-awarded British citizenship in 2002, emigration to 2 Britain by a wider range of wage-earners has accelerated due to the prospect of higher wages and better career prospects. In March 2005, the British government announced plans to construct an airport in Saint Helena. On 22 July 2010, the British government agreed to help pay for the new airport. In November 2011, a deal was signed between the British government and South African civil engineering company Basil Read, and the airport was scheduled to open in February 2016 with flights to and from South Africa and the UK. In March 2015, South African airline Comair became the preferred bidder to provide weekly air service between the island and Johannesburg, starting from 2016. The first aircraft landed at the new airport on 15 September 2015, a South African Beechcraft King Air 200, prior to conducting a series of flights to calibrate the airport's radio navigation equipment. The airport's opening was due in May 2016, but it was announced in June 2016 that it had been delayed indefinitely due to high winds and wind shear. Changes to the type of aircraft used for the airport have now allowed smaller planes to land, and the first commercial flight to carry passengers to St Helena was carried out by Airlink (South Africa) using an ARJ-85 plane.

The island had a monocrop economy until 1966, based on the cultivation and processing of New Zealand flax for rope and string. Saint Helena's economy is now weak, and is almost entirely sustained by aid from the British government. The public sector dominates the economy, accounting for about 50% of gross domestic product. Inflation was running at 4% in 2005. There have been increases in the cost of fuel, power and all imported goods.

The tourist industry is heavily based on the promotion of Napoleon's imprisonment. A golf course also exists and the possibility for sport fishing tourism is great. Three hotels operate on the island, but the arrival of tourists is directly linked to the arrival and departure schedule of the RMS St Helena, although the new airport and updated air-carrier contract should change that. Some 3,200 short-term visitors arrived on the island in 2013. Saint Helena produces what is said to be the most expensive coffee in the world. It also produces and exports Tungi Spirit, made from the fruit of the prickly or cactus pears, Opuntia ficus-indica (Tungi is the local St Helenian name for the plant). Like Ascension Island and Tristan da Cunha, Saint Helena is permitted to issue its own postage stamps, an enterprise that also provides a significant income.

Assignment Details As an expert in project scope, communications and stakeholder management, the project sponsor has asked you to undertake three activities, and you have elected to undertake a 4th task for your own professional development. The tasks are: 

Task 1 - To explore the stakeholder issues related to the project

Task 2 - To fully explore the stakeholder, communications & political issues related to the project 

Task 3 - To produce an outline business case based on the information you already have, and research you have completed to date

Task 4 - Relates to your professional development, and reflects back on the work you have just done for the assignment

Project Scope and Constraints

A volcanic tropical island, Saint Helena in the South Atlantic Ocean having dimensions of 4000 x 1950 kilometers marking the border between Angola and Namibia in the Southwestern Africa. It has a population of 4,534 individuals and measures about sixteen by eight kilometers. A project is being considered for the development of the island through transforming the existing operations and operational structures and providing the tourists and individuals looking forward to visit the island. The project is about to establish a marina near Jamestown Wharf in manner to complement the recently build airport and allowing better services to the tourists and others who are willing to take a tour to the island. The project will lead to shaping the surroundings those are around the hills in manner to release more flat building and lands within the existing environment of the island and creating more new and attractive facilities.  

This report presents the project management approaches those are necessary for the development of this transformation within the existing environment of the island regarding the logistical and engineering work. Consideration of the project management approaches and frameworks will be playing crucial role in the development of this project and leading towards the success. The constraints and information provided in this report can be utilized by the government for the development of the environment that can result in better profits for the UK government. Following report presents all the constraints those are necessary for the identification of a sophisticated scope for delivering the entire project.

The information gather techniques those could be utilized for the collection of the information related to the stakeholder perspective are interviews, face to face meetings, surveys, conference, telephonic interview and many more. The collection of the data through questionnaire distribution can be represented as the appropriate approach towards the successful and efficient delivery of the project. Following are some of the important concerns related to the identified stakeholders, their roles, and responsibilities throughout the project lifecycle.

Name

Stakeholder

Roles

Responsibilities

Impact

Interest

Aimee Curtis

Project Manager

Mange the roles and responsibilities of other stakeholders including all the responsible activities those are necessary for the successful development of the project

Identify the needs and requirements of the project and involved stakeholders and manage all the constraints of the project in an efficient and effective manner.

Very High

Very High

Louie Phillips

Head of the Project

Take the hard decisions those are related to the overall growth and development of the organization and approved all the necessary approvals for the project execution

Decisions should be taken considering the consequences of the decisions on every stakeholder and managing their roles and responsibilities in an efficient and effective manner.

Very High

High

Morgan Norris

Architect

Prepare the design for the execution of the project and develop a sophisticated and precise model for the new development. He will be playing the very crucial role in the development of the project and establishing the new transformation.

Develop the design considering each and every corner of the design considering the future impacts and long run of the project ad use the latest technologies that ca contribute in the engineering works.

High

Medium

Emily Houghton

Business Analyst

Analyze the business environment of the island considering the tourism, costs, and profits those could be made through new development

Thoroughly research the business environment and propose sophisticated model on the costs and competitors strategies those can contribute in the successful growth and development of this project

High

High

Erin Newton

Resource Manager

Take care of the resources those are necessary for the project execution and manage them throughout the project lifecycle including the logistics and transporting

He or she should assure that the resources will not lag throughout the project lifecycle and all the resources will be managed in an efficient and effective manner

High

Medium

Charlie Nixon

Market Analyst

Analyze the external and internal environment of the tourism for the island and identify the necessary steps those should be carried out by the UK government for the development of a better revenue through executing this project

Thorough research the market strategies being adopted by the competitors and utilize them for proposing the strategies those could alternatively result in the development of a project that can result in the effective and efficient output

Medium

Medium

Georgina Doherty

Promotional Manager

Promote the new development and growth of the project and attract more tourists those can alternatively result in the enhancement of the revenue being invested for the growth and development of the organization.

Make sure that every eligible individual is well introduced with the project development and all the tourists who are looking forward for an Island tour consider once for arriving at the island.

Medium

High

-

Local community

Promote the growth and development of the project through supporting the new development and assuring that the project delivery has not any obstacle in the successful development

They should assure that the project is being delivered has not been restricted by any of the individual and the project is being delivered in an efficient and effective manner

High

Low

Louie Arnold

Civil Engineers

The civil engineers will be executing the design developed by the architect for the construction and destruction those are necessary for this transformation  

Make sure that the construction will proceed exactly as per the design developed by the architect and assure that the objectives and engineering works of the project is being achieved

High

Very High

-

UK Government

Support the project through providing necessary funds and legal approvals without resisting the transformation.

Provide enough funds and all the necessary legal allowance

High

High

Name

Role

Communication type

Objective

Medium

Frequency

Owner

Deliverable

Aimee Curtis

Project Manager

Project team meetings

Develop an effective and efficient project management strategies

Face to face

Weekly

Project manager

Agenda, and Meeting Minutes

Louie Phillips

Head of the Project

Kickoff meeting

Get approval for the growth and development of the project

Conference call, face to face meeting

Monthly

Project manager

Agenda, Meeting Minutes, schedule

Morgan Norris

Architect

Designing and development of the project

Discuss the technical design and development of the project

Face to face

Weekly

Technical lead

Design, development, changes

Emily Houghton

Business Analyst

Business constraints

Needs and requirement analysis related to the business

Telephonic, face to face,

Twice a month

Project manager

Agenda, and Meeting Minutes

Erin Newton

Resource Manager

Resource analysis and management

Identification of the resources necessary for the development and growth of the project

Face to face

Monthly

Project manager

Agenda, and Meeting Minutes

Charlie Nixon

Market Analyst

Effective solutions related to market growth

Coping up with the tourism competitive market

Face to face

Weekly

Project manager

Agenda, and Meeting Minutes

Georgina Doherty

Promotional Manager

Identification of the promotional strategies and campaign

Popularity and promotions of the changes being proposed for the project development

Conference call face to face

Twice a Month

Project manager

Agenda, and Meeting Minutes

-

Local community

Review the benefits of the project

Needs, requirements of the community and possible benefits those could be adhered

Face to face, conference

Monthly

Project manager

Agenda, and Meeting Minutes

Louie Arnold

Civil Engineers

Construction and engineering perspectives

Project execution related matter and management of the stakeholders under civil engineer

Face to face meeting, conference call

Weekly

Project manager

Agenda, and Meeting Minutes

-

UK Government

Loans related conversation

Loan perspective questions and answers and approval discussion

Email

Twice a Month

Agenda, and Meeting Minutes

Political issues

Local community needs to be agreed upon the changes and transformation being implemented within the environment that could lead to the political issues as the local community might resist the change and not willing to hand over their properties to the government.

Loan needs to be approved that means political aspects are necessary and it becomes crucial part to agree the government for paying the expenses needed for the delivery of the project. The political aspects are considerable factor as all the stakeholders need to be agreed on the same concept.

Stakeholder Analysis and Roles

The project will include the transport and logistics for connecting the island with the cities and thus, political agreement on this topic is crucial for the successful development and execution of the project.

The tourism is the major sector of concern for the development and execution of this project and hence, the tourists need to have proper passports and political approval for moving into the island ad availing the services being offered to them.  

Following are the issues those might affect the overall growth and development of the project from the perspective of then different stakeholders:

Communication gap: The communication should be executed in an efficient and effective manner as the project will run for long time and the stakeholders need to be well informed and updates should be provided on regular basis. Regular meeting in every month can be recommended as the best approach towards connecting with the stakeholders and analyzing the different perspectives related to the project execution.

Schedule escalation: there are the possibilities that uncertainties could lead to the enhancement in the schedule of the project and that can be eliminated through single action that include proper and effective project planning considering every sector of the project.

Cost escalation: Thus issue is related to many factors and it is capable of distorting the entire project constraints and leads the project towards failure. Cost is one of the crucial factor for stating that the delivered project is successful and should be managed in an efficient and effective manner.

Output is not satisfactory for the stakeholders: The project might lags in delivering the necessary output and the stakeholder’s dissatisfaction level can be limited. The success level of a project can be determined through determining the satisfaction level of the stakeholders.

Scope creep: This is one of the issue that must be considered while delivering any project and the deliverables of the project must consider the delivery and accomplishments those are considered while planning the project deliverables.

Environmental issue: Since the entire project will be executed on the island and thus, environmental factors will play a crucial role in the development and growth of the project. Tides, rain, storm, are some of the considerable environmental issues those might affect the growth and development of the project.

Political issue: Political issues have been discussed in the above section of this report describing how crucial could be the identification and consideration of the political issues while delivering this project.

Communication Plan

Background

Saint Helena Island can be a center from where the UK government can make better profits through developing an effective and efficient modifications those can attract the tourists. It is a vast project and needs to consider many aspects related to the management of the objectives and scope of the project as mentioned earlier. The proposed transformation will include establishment of the hotels, airport reshaping, transport and logistic network, mooring facilities, berthing facilities, sheltered marina complex, government facilities, and maintenance of the ocean boats.

Finance: Source of funds

The government and some private sponsors will be funding for the growth and development of the project. Loan proposal will be put in front of the UK government with a draft of the project proposing the crucial activities and possible benefits those could be gathered through the successful delivery of this project. Private sponsors will be offered promotion and advertisement of the company I exchange of the funds being provided for the development of the Saint Helena Marina project.  

Objectives and scope 

In-scope objectives of the project are:

  • To propose a transformation that can enhance the tourism experience of the tourists moving to island
  • To propose the managerial and leadership attribute those can led to the successful and efficient delivery of the project
  • To establish a sophisticated model of activities for the execution of the changes being proposed within the project delivery
  • To increase the traffic of the tourists through providing far better and effective services those can enhance the customer experience and attracting more tourists and reflect in the overall revenue of the UK government

Out-scope objectives are:

Core technical concept for the development of the design and constructions have been out of the scope for this report

The promotional campaign and advertisement of the island will be out of scope for the delivery of the project

Benefits

  • Enhance the total revenue of the UK government collecting from tourism sections and increase the treasury of the government
  • Increase the traffic of the tourist looking forward for touring an island and attract them towards the island through providing far better services
  • Enhance the economic condition of the local community living on the island and UK society
  • Providing innovative and better services to the tourists looking for a spectacular experience of the island

Summary of stakeholder issues

  • Resource management: the resources need to be managed for the delivery of the project needs to be managed in an effective and efficient manner and reaching the resources to an island can be an issue for the development and growth of the project.
  • Proper and effective communication: Communication gaps need to be eliminated while developing the successful project and every aspect of the project needs to be communicated among the stakeholders in an effective and efficient manner.
  • Transporting: Since the project is about to be delivered on an island and so the logistic and transporting can be an issue for the growth and development of the project as it could be an obstacle in meeting the necessary resources.
  • Total cost: The total cost of the project can be altered and manipulated if certain activities are being altered due to some uncertainties and thus, could affect the overall cost and budget of the entire project.
  • Legal agreements: Legal aspects of the project delivery need to be considered while identifying the needs and requirements of the stakeholders and the project.
  • Experienced manager or leader: The project will be a long run project and various aspects need to be considered and so, an experienced and well educated leader needs to take over the project.

Stakeholder management plan 

Regular meetings will be held with the proper documentation of the growth and development of the project will be proposed in front of every stakeholder in manner to discuss the different perspectives of the project. The roles and responsibilities of the stakeholders will be managed as per the information provided in the above report. Conflict management and proper communication are some of the other techniques those could be helpful in managing the stakeholders involved in the project.

Key milestones

WBS

Task Name

Duration

Start

Finish

1

St. Helena Marina Project

1070 days

Mon 5/28/18

Fri 7/1/22

1.1

   Project Initiation

160 days

Mon 5/28/18

Fri 1/4/19

1.1.6

      M 1: Requested loan passes

0 days

Fri 1/4/19

Fri 1/4/19

1.2

   Project Planning

220 days

Mon 1/7/19

Fri 11/8/19

1.2.9

      M 2: project planning Completed

0 days

Fri 11/8/19

Fri 11/8/19

1.3

   Project Execution

385 days

Mon 11/11/19

Fri 4/30/21

1.3.9

      M 3: Project Execution completed

0 days

Fri 4/30/21

Fri 4/30/21

1.4

   Monitoring and Auditing

145 days

Mon 5/3/21

Fri 11/19/21

1.4.6

      M 4: completed

0 days

Fri 11/19/21

Fri 11/19/21

1.5

   Project Closure

160 days

Mon 11/22/21

Fri 7/1/22

1.5.6

      M 5: completed

0 days

Fri 7/1/22

Fri 7/1/22

High-Level Schedule

WBS

Task Name

Duration

Start

Finish

1

St. Helena Marina Project

1070 days

Mon 5/28/18

Fri 7/1/22

1.1

   Project Initiation

160 days

Mon 5/28/18

Fri 1/4/19

1.1.1

      Analyse the current issue

25 days

Mon 5/28/18

Fri 6/29/18

1.1.2

      Neutralising problem with a solution

30 days

Mon 7/2/18

Fri 8/10/18

1.1.3

      Feasibility analysis of the proposed solution

35 days

Mon 8/13/18

Fri 9/28/18

1.1.4

      Proposing draft of the project

25 days

Mon 10/1/18

Fri 11/2/18

1.1.5

      Applying for loan to the UK government

45 days

Mon 11/5/18

Fri 1/4/19

1.1.6

      M 1: Requested loan passes

0 days

Fri 1/4/19

Fri 1/4/19

1.2

   Project Planning

220 days

Mon 1/7/19

Fri 11/8/19

1.2.1

      Analysis of the requirements

25 days

Mon 1/7/19

Fri 2/8/19

1.2.2

      Analysing the required resources

30 days

Mon 2/11/19

Fri 3/22/19

1.2.3

      Identification of the work Breakdown Structure

35 days

Mon 3/25/19

Fri 5/10/19

1.2.4

      Assigning Architect

45 days

Mon 5/13/19

Fri 7/12/19

1.2.5

      Stakeholders identification

15 days

Mon 7/15/19

Fri 8/2/19

1.2.6

      Timeline estimation

25 days

Mon 8/5/19

Fri 9/6/19

1.2.7

      Assigning roles and responsibilities to the stakeholders

30 days

Mon 9/9/19

Fri 10/18/19

1.2.8

      Cost Identification for the delivery of the project

15 days

Mon 10/21/19

Fri 11/8/19

1.2.9

      M 2: project planning Completed

0 days

Fri 11/8/19

Fri 11/8/19

1.3

   Project Execution

385 days

Mon 11/11/19

Fri 4/30/21

1.3.1

      Preparing the Design of the Marina Complex

60 days

Mon 11/11/19

Fri 1/31/20

1.3.2

      Proposing the design for the approval

35 days

Mon 2/3/20

Fri 3/20/20

1.3.3

      Implementation of the Mooring Facilities

60 days

Mon 3/23/20

Fri 6/12/20

1.3.4

      Establishment of the berthing facilities

70 days

Mon 6/15/20

Fri 9/18/20

1.3.5

      Developing the permanent birthing facilities

65 days

Mon 9/21/20

Fri 12/18/20

1.3.6

      Establishment of the sheltered Marina complex

40 days

Mon 12/21/20

Fri 2/12/21

1.3.7

      Implementation of the government facilities

30 days

Mon 2/15/21

Fri 3/26/21

1.3.8

      Service, fuel and repairing facilities arrangements

25 days

Mon 3/29/21

Fri 4/30/21

1.3.9

      M 3: Project Execution completed

0 days

Fri 4/30/21

Fri 4/30/21

1.4

   Monitoring and Auditing

145 days

Mon 5/3/21

Fri 11/19/21

1.4.1

      Evaluation of the activities every activity

30 days

Mon 5/3/21

Fri 6/11/21

1.4.2

      Identifying modifications

25 days

Mon 6/14/21

Fri 7/16/21

1.4.3

      Project Evaluation checklist

45 days

Mon 7/19/21

Fri 9/17/21

1.4.4

      Implementing changes

20 days

Mon 9/20/21

Fri 10/15/21

1.4.5

      Reviewing the project activities

25 days

Mon 10/18/21

Fri 11/19/21

1.4.6

      M 4: completed

0 days

Fri 11/19/21

Fri 11/19/21

1.5

   Project Closure

160 days

Mon 11/22/21

Fri 7/1/22

1.5.1

      Stakeholder sign off

25 days

Mon 11/22/21

Fri 12/24/21

1.5.2

      Project Documentation

40 days

Mon 12/27/21

Fri 2/18/22

1.5.3

      resource releasing

40 days

Mon 2/21/22

Fri 4/15/22

1.5.4

      Stakeholder releasing from contract

30 days

Mon 4/18/22

Fri 5/27/22

1.5.5

      Lessons learned documentation

25 days

Mon 5/30/22

Fri 7/1/22

1.5.6

      M 5: completed

0 days

Fri 7/1/22

Fri 7/1/22

Project Budget

WBS

Task Name

Duration

Predecessors

Resource Names

Cost

1

St. Helena Marina Project

1070 days

$1,333,600.00

1.1

Project Initiation

160 days

$215,600.00

1.1.1

Analyse the current issue

25 days

Business Analyst, Market Analyst, Project Manager

$28,000.00

1.1.2

Neutralising problem with a solution

30 days

3

Business Analyst, Market Analyst, Project Manager, Architect, Civil Engineers

$50,400.00

1.1.3

Feasibility analysis of the proposed solution

35 days

4

Business Analyst, Market Analyst, Project Manager, Architect, Civil Engineers

$58,800.00

1.1.4

Proposing draft of the project

25 days

5

Business Analyst, Market Analyst, Project Manager

$28,000.00

1.1.5

Applying for loan to the UK government

45 days

6

Business Analyst, Market Analyst, Project Manager

$50,400.00

1.1.6

M 1: Requested loan passes

0 days

7

$0.00

1.2

Project Planning

220 days

$312,000.00

1.2.1

Analysis of the requirements

25 days

8

Architect, Business Analyst, Civil Engineers, Market Analyst, Project Manager, Resource Manager, Resources[1], Promotional Manager

$66,000.00

1.2.2

Analysing the required resources

30 days

10

Architect, Civil Engineers, Project Manager, Resource Manager

$43,200.00

1.2.3

Identification of the work Breakdown Structure

35 days

11

Architect, Civil Engineers, Project Manager, Resource Manager

$50,400.00

1.2.4

Assigning Architect

45 days

12

Architect, Civil Engineers, Project Manager, Resource Manager

$64,800.00

1.2.5

Stakeholders identification

15 days

13

Architect, Civil Engineers, Project Manager, Resource Manager

$21,600.00

1.2.6

Timeline estimation

25 days

14

Architect, Civil Engineers, Project Manager, Resource Manager

$36,000.00

1.2.7

Assigning roles and responsibilities to the stakeholders

30 days

15

Project Manager

$16,800.00

1.2.8

Cost Identification for the delivery of the project

15 days

16

Project Manager, Resource Manager

$13,200.00

1.2.9

M 2: project planning Completed

0 days

17

$0.00

1.3

Project Execution

385 days

$400,000.00

1.3.1

Preparing the Design of the Marina Complex

60 days

18

Architect, Civil Engineers, Resources[1]

$43,600.00

1.3.2

Proposing the design for the approval

35 days

20

Architect, Civil Engineers, Resources[1]

$29,600.00

1.3.3

Implementation of the Mooring Facilities

60 days

21

Architect, Civil Engineers, Resources[1], Human Labour, Promotional Manager

$65,200.00

1.3.4

Establishment of the berthing facilities

70 days

22

Architect, Civil Engineers, Resources[1], Human Labour, Promotional Manager

$74,400.00

1.3.5

Developing the permanent birthing facilities

65 days

23

Architect, Civil Engineers, Resources[1], Human Labour, Promotional Manager

$69,800.00

1.3.6

Establishment of the sheltered Marina complex

40 days

24

Architect, Civil Engineers, Resources[1], Human Labour, Promotional Manager

$46,800.00

1.3.7

Implementation of the government facilities

30 days

25

Architect, Civil Engineers, Resources[1], Human Labour, Promotional Manager

$37,600.00

1.3.8

Service, fuel and repairing facilities arrangements

25 days

26

Architect, Civil Engineers, Resources[1], Human Labour, Promotional Manager

$33,000.00

1.3.9

M 3: Project Execution completed

0 days

27

$0.00

1.4

Monitoring and Auditing

145 days

$259,200.00

1.4.1

Evaluation of the activities every activity

30 days

28

Business Analyst, Market Analyst, Project Manager, Resource Manager

$43,200.00

1.4.2

Identifying modifications

25 days

30

Business Analyst, Market Analyst, Project Manager, Resource Manager

$36,000.00

1.4.3

Project Evaluation checklist

45 days

31

Architect, Business Analyst, Civil Engineers, Market Analyst, Project Manager, Resource Manager

$90,000.00

1.4.4

Implementing changes

20 days

32

Architect, Business Analyst, Civil Engineers, Market Analyst, Project Manager, Resource Manager

$40,000.00

1.4.5

Reviewing the project activities

25 days

33

Architect, Business Analyst, Civil Engineers, Market Analyst, Project Manager, Resource Manager

$50,000.00

1.4.6

M 4: completed

0 days

34

Architect, Business Analyst, Civil Engineers, Market Analyst, Project Manager, Resource Manager

$0.00

1.5

Project Closure

160 days

$146,800.00

1.5.1

Stakeholder sign off

25 days

35

Civil Engineers, Project Manager, Resource Manager

$28,000.00

1.5.2

Project Documentation

40 days

37

Project Manager, Resource Manager

$35,200.00

1.5.3

resource releasing

40 days

38

Project Manager, Resource Manager

$35,200.00

1.5.4

Stakeholder releasing from contract

30 days

39

Project Manager, Resource Manager

$26,400.00

1.5.5

Lessons learned documentation

25 days

40

Project Manager, Resource Manager

$22,000.00

1.5.6

M 5: completed

0 days

41

$0.00

Risks

  • Increase in the schedule
  • Increase in the budget
  • Resource lagging or jumping
  • Communication gap
  • Transporting
  • Not meeting the project constraints

Assumptions

  • Project draft will be approves
  • Project will be executed as per the mentioned plan
  • Milestones will be achieved in an efficient and effective manner
  • High quality deliverables will be the output

Project communications

Face to face meetings, Conference calls, and Video conferencing are some of the ways for the communication purpose and weekly reports will be presented in front of the stakeholders regarding the growth of the project.

  • Communication gaps should be eliminated
  • Regular meeting with the development report should be communicated with the stakeholders
  • Project evaluation should be carried out
  • Roles and responsibilities should be mentioned clearly and concisely

I get to know that the project needs to consider every aspect of the project and the activities should be carried out in an efficient and effective manner under experienced and educated manager for the accomplishment of all the managerial activities those are considerable for the successful delivery of the project

Ahern, T., Leavy, B., & Byrne, P. J. (2014). Complex project management as complex problem solving: A distributed knowledge management perspective. International Journal of Project Management, 32(8), 1371-1381.

Beringer, C., Jonas, D., & Kock, A. (2013). Behavior of internal stakeholders in project portfolio management and its impact on success. International Journal of Project Management, 31(6), 830-846.

Bresnen, M. (2016). Institutional development, divergence and change in the discipline of project management. International journal of project management, 34(2), 328-338.

Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.

Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), 1377-1392.

Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 33(1), 126-139.

Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Leach, L. P. (2014). Critical chain project management. Artech House.

Lock, M. D. (2014). The essentials of project management. Ashgate Publishing, Ltd..

Martinsuo, M. (2013). Project portfolio management in practice and in context. International Journal of Project Management, 31(6), 794-803.

Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), 202-217.

Reiss, G. (2013). Project management demystified: Today's tools and techniques. Routledge.

Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), 278-290.

Teller, J., & Kock, A. (2013). An empirical investigation on how portfolio risk management influences project portfolio success. International Journal of Project Management, 31(6), 817-829.

Todorovi?, M. L., Petrovi?, D. ?., Mihi?, M. M., Obradovi?, V. L., & Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783.

Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), 1382-1394.

Turner, J. R. (2014). The handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.

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[Accessed 28 March 2024].

My Assignment Help. 'Project Management Approaches For The Development Of Saint Helena Island Essay.' (My Assignment Help, 2020) <https://myassignmenthelp.com/free-samples/man-5401-managing-project-scope-and-stakeholders/development-project.html> accessed 28 March 2024.

My Assignment Help. Project Management Approaches For The Development Of Saint Helena Island Essay. [Internet]. My Assignment Help. 2020 [cited 28 March 2024]. Available from: https://myassignmenthelp.com/free-samples/man-5401-managing-project-scope-and-stakeholders/development-project.html.

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