BUS353: (Project Management)

Module / Subject / School:

BUS353: Project Management

Singapore University of Social Sciences (SUSS)

Requirements: 

Question 1

(a) Formulate the project goals in terms of work scope, time and cost. Describe the possible tradeoffs between any two (2) of these goals in the case study. Identify one (1) external stakeholder not involved in executing the project and describe how your project team may cater to the needs and interests of this stakeholder.

(25 marks)

(b) Examine the activities of Table 1. Draw a 3-level WBS chart with task owners (i.e. persons-in-charge) clearly indicated. What project structure is used in the PAB project?

Using an appropriate theory, discuss whether this project team can be expected to work well together. As the Project Manager, suggest two (2) ways you could develop an effective and productive project team?

(23 marks)

What we score:

78%

Our Writer’s Comment 

Question 1a: Formulating Project Goals

1. Start with defining project goals:
First, define the work scope, time, and cost for the project. These are the three key elements of the project management triangle, and you’ll need to show how they apply to the specific project in your case study.

• Work scope refers to the overall tasks and deliverables of the project.
• Time refers to the schedule and deadlines for completing the project.
• Cost involves the budget required to complete the project.

Make sure to be specific about how these goals fit into your case study. For example, what is the scope of work? How much time is allocated? What is the cost constraint?

2. Discuss trade-offs between two goals:
Next, you’ll need to explain how two of these goals can influence each other. For example, if you reduce the time to complete the project (by moving the deadline up), you might have to increase costs (such as hiring more workers or working overtime). Similarly, if you try to reduce costs, you might need to extend the time or reduce the scope of work. Choose two goals (like time and cost) and discuss the trade-offs between them, using examples from the case study.

3. Address external stakeholder needs:
Now, identify an external stakeholder—someone who is affected by the project but not directly involved in executing it. This could be a client, sponsor, or regulatory agency. For example, if the project is building something for a client, the client is the external stakeholder.

Then, describe how your project team can cater to their needs and interests. This might include:

• Regular updates on project progress,
• Involving them in key decision-making moments,
• Ensuring their requirements are being met in the final deliverables.

The key here is to show that you understand the importance of stakeholder management and how to keep them satisfied throughout the project.

Question 1b: Work Breakdown Structure (WBS) and Team Dynamics

1. Draw a 3-level WBS chart:
A Work Breakdown Structure (WBS) breaks down the project into smaller, manageable tasks. At Level 1, you’ll have the major deliverables. At Level 2, you’ll break these down into smaller components, and Level 3 will have the most specific tasks.

Make sure to assign task owners—the people responsible for each task. Label the WBS clearly and make sure it’s easy to follow. Use Table 1 from the case study to guide you in creating the WBS.

2. Identify the project structure:
Next, describe the project structure being used. This could be a functional, matrix, or projectized structure. For example:

• A functional structure means team members report to a department head.
• A matrix structure means team members report to both a department head and a project manager.
• A projectized structure means team members report directly to the project manager for the duration of the project.

Use the details in the case study to identify which structure is being used.

3. Discuss team dynamics using a theory:
Now, use a relevant teamwork or organizational behavior theory to assess whether this project team can be expected to work well together. A popular choice might be Tuckman’s stages of group development (forming, storming, norming, performing). You could explain how the team might move through these stages and what challenges they might face.

For example, if the team is still in the storming stage (where conflicts arise), you could discuss what challenges this presents and how they can overcome them to reach the performing stage, where the team works efficiently together.

4. Suggest two ways to develop an effective team:
As the Project Manager, you’ll want to offer two concrete suggestions for building a productive team. Here are some ideas:

• Foster communication: Regular meetings and open channels for feedback can help resolve conflicts and ensure everyone is on the same page.
• Team-building activities: These can help improve relationships and create trust among team members, which is crucial for smooth collaboration.

Be specific in your suggestions, explaining how each approach will improve team effectiveness.

General Tips for Scoring Well:

1. Be specific and practical:
   When you’re discussing trade-offs, stakeholders, or team dynamics, make sure you’re being specific about the case study. Avoid general statements—relate everything back to the real-world scenario given in the assignment.
2. Use project management terminology:
   Show that you understand key project management concepts by using the appropriate terms. Words like scope, schedule, budget, stakeholder engagement, and resource allocation are important.
3. Keep your WBS clear and organized:
   Your WBS chart needs to be easy to read and well-organized. Use a simple structure and make sure the task owners are clearly labeled.
4. Link theory to practice:
   When discussing team dynamics, don’t just mention a theory—apply it to the case study. How does Tuckman’s model (or another theory) help explain the team’s challenges and what can be done to improve?

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