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Applied Project Management Solutions

Introduction - Applied Project Management Solutions

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The term “applied project management” refers to a course of concentrated basics that can provide holistic views of different project works. Project managers related to this type of management emphasise practical and simple tools that can be used in their work. The study includes several tasks that are based on a case study scenario of a company named “Mechanical Shop Project”. The Mechanical shop is one of the reputed automobile repair shops in the greater London area. It provided a variety of services to its consumers and done a greater investment in constitute of the network for the purpose of gaining more efficacy in business operation. The present report focuses on the development of scheduled planning for the new management team regarding the new IT system project for the mechanical shop.

Main body

Task 1

Figure 1: Gantt Chart

(Source: Created by the learner)

1.1 Initial program of the project

The aforementioned Gantt chart shows that there are certain tasks in the initial programs including reviews and requirements, tender actions, development of modules as well as software, and others. The chart shows time duration of each task that can be taken while proceeding with the entire project. Tasks are needed to be completed within the scheduled time to finish the whole project by the selected deadline.

Figure 2: Critical Path Analysis

(Source: Created by the learner)

1.2 Critical path analysis

The above-mentioned chart refers to a critical path that is generated from the breakdown structure of allocated tasks with the help of the Gantt chart. Critical path for software and module development shows 40 days of time duration. This software and module development task can be broken down into stock module, till module, a module of tax accounting, surveillance module, and others.

1.3 Identification of the expected duration with the help of PERT techniques

Figure 3: PERT techniques

(Source: created by the learner)

In the way of module and software development, the PERT technique is an effective one as it helps to provide a visualization of the tasks that are planned by the management team for their new IT system project (Larsson and Larsson, 2020). As per the above diagram, it can be stated that all the tasks such as stock module, staff and payroll module, control module, supplier software training and others are scheduled with taking a most likely duration for the purpose of executing the software and module development process. In addition, the client acceptance process includes a pessimistic duration of 15 days after the completion of the above process.

Task 2

2.1 Content plan


Per day costs (Pound sterling)

Costs in 135 days (Pound sterling)

“Consultant project managers”



Support fee and software license



Hardware costs






General Builders






"Lodging and subsistence costs"



Team of IT Deployment





Table 1: Content Plan

(Source: Created by the learner)

The above-mentioned content plan shows included the sections that are needed to be incorporated while proceeding with the project. The mechanical shop needs to follow these aspects to proceed with the project. 

2.2 Budget of the initial project

The contingency sum in the aforementioned section of the study depicts costs that can be required in the project plan. A contingency plan that can be proposed from the above table is based on the expected amount of certain costs required in the project plan. Contingency requires to be estimated for certain situations where requirements change as well as in viewing the management with the help of the “Scope-cost-time” triangle. The total budget for the project plan is nearly about 287494.5 sterling pound and the project can take about 135 days and include certain scopes such as electrician, IT team, and others.

2.3 Cash flow analysis

The analysis of the cash flow as well as project appraisal use payback period technique. This technique is useful for the started company to analyse its net cash flow.

Figure 3: Operating cost of the company

(Source: Created by the learner)

Figure 4: Investing activities

(Source: Created by the learner)

Figure 5: Net cash flow of the company

(Source: Created by the learner)

The aforementioned activities show that estimated budget exceeds from the initial budget in the company. As per the analysis of the cash flow, it can be added that the company can experience a shortage of budget while proceeding with the desired project.

Task 3

3.1 Evaluation of the selection criteria for Tenders

As per the given evidence, it can be stated that tenders that are received from the IT partners across the estate of 50 shops are effective for the better execution of the new integrated IT project. The management team of the mechanical shop has decided to put some criteria in order to review their tender that includes technical expertise, depth of resources, hospitality sector experiences, the credibility of bid and others along with some weighting. As per the contingency budget, it can be stated that the application of weighting for each criterion is effective for the selection of the responsible suppliers. In the recommended budget, the total IT deployment cost is considered as € 85819.5 which is adjustable with the rise in project coordination costs thereby the distribution of tender can be equally done for every 50 shops.

3.2 Risk and opportunities related to suppliers selection along with selection justification

The company has invited a list of suppliers for the purpose of handover their tender related to the new integrated IT system project. The data of the submitted bid indicates that retail technology posses with an annual license fee of 29,000.00. Whereas as per the review by the technology department it can state that the company is not very professional and its experience is limited and the other two departments such as stock control and accounting also indicate that the supplier is fair bid but weak in some areas thereby not suitable for the taking of the mechanical shops tender.

On the other hand, both the control system and inventory services possess € 32,500.00 and € 36,000.00 as an annual fee for licensing and the review data state that in the stock control and technology department their performance is decent but in the accounting department, the companies seem not much adequate. Thereby a risk of losing the contract is there in the way of hiring the mentioned suppliers for this IT system project. Besides, an invitation is also sent to retail payroll but they have not submitted any bid.

Furthermore, as per the review merit of the three departments, it can be stated that Mechanical support has a good range of skills, innovative in nature and comprises an impressive track record that may prove appropriate for this IT contract. The mechanical shops thereby can select this supplier for their IT project contract across the entire estate of 50 shops. Additionally, by awarding the contract to Mechanical support the company benefited from contract success and improvement in market share correspondingly.

Task 4

4.1 Benefits and drawbacks of approaches

The new management team of the mechanical shop has taken two approaches for the purpose of deploying their new IT system which includes the development of the core roving team and engagement of tradesmen local for each shop. Both approaches are effective in order to achieve the organizational objectives behind the project. It can be stated that the development of a team can help the organisation for better execution of their scheduled tasks collaboratively besides, tradesmen engagement can help to make rational decisions related to the various operation of the IT project (Armenia et al. 2019). Apart from that, some drawbacks may include lack of communication, conflict among teams, and others that have the potency to make the deployment ineffective.

4.2 Re-estimation of budget

As per the recommended contingency plan, the budget that is allocated for the IT team deployment includes € 85819.5. In the area of both approaches, it can be stated that team building costs are high in comparison to the engagement costs. Thereby the budget can be extended to some extent with an assumption of € 90,000.0.  

4.3 Recommendation

The company by engaging tradesmen for each shop allows the client to take benefit from such a client-centric approach that in turn enhances the success chance of the project.

Task 5

6.1 Identification of key stakeholders

Must have

Should have

Could have

Won’t have

? The IT project deployment must need the involvement of investors, project manager,employees, and suppliers

? In the context of the execution of the IT project of Mechanical shop the presence of resource managers, executives, and team members are needed for the long run

? The new management team can involve the government bodies, local agencies and others in the context of carrying out the project in low cost

? Consumers would have a bit interest in this project but their involvement may create more confusion in this way

Figure 6: Moscow model

(Source: Created by the learner)

6.2 Outline of communication plan

Stakeholders can be denoted as the source of revenue and their engagement is pivotal for the execution of any kind of project successfully (San Cristóbal et al. 2018). In order to communicate with the stakeholders related to this new IT system project, the management concern of the mechanical shop can focus on the building of a robust communication strategy. It can be added that proper execution of the strategy can help the project team and organisation to gain more access to capital and market reputation respectively. 

Task 6

As per the given information related to the task it can be stated that, as the stock module is 67% in progress thereby it possesses a red traffic light notion. Besides the staff and payroll module, and tax accounting module is almost nearly complete thereby it comes under the amber notation. On the other hand, the data indicate that the control module, reporting module and module integration are not yet started thereby it explains a green traffic light notation in the project process [Refer to figure 3]. 

Task 7

7.1 Application of problem-solving tool

The company can utilise different tools of problem-solving as well as in areas of decision-making processes to minimise the risk in its desired project plan. Visual problem-solving tool helps for solidifying the understanding as well as is good for the team to transform its planning into a reconstructive and practical plan. As per views of Coccia, M. (2020), the Fishbone diagram refers to a problem-solving tool that also comes under visual process of problem-solving. Fishbone diagram includes certain pros such as helping in the identification of “cause and effect relationships”. Additionally, it can work well for drilling down to vital reasons behind a problem, and helps in prioritisation of relevant causes as well as allowing managers to address the underlying major causes. Contrary to these pros, it includes certain cons such as irrelevant causes that can create confusion, and complex issues that can lead to a messy fishbone diagram.

A fishbone diagram is a cost-effective tool and it requires a small investment of capital from the company to generate an efficient solution to an unsolved issue. As stated by Yurin et al. (2018), the critical path shows that the project is critical and this diagram can identify critical causes that can create a barrier. The tool can generate an efficient and suitable solution for the experienced problem within a short period. It does not need any support from staff as well as stakeholders and managers can perform this process in a short time. The company can obtain beneficial impacts as it can find out issues as well as solutions that can facilitate good performance from staff and other stakeholders of the stated company.

It can be stated that the diagram has potential to mitigate as well as identify issues embedded in a certain company problem with ease. As per views of Sehrawat (2021), another problem-solving tool that can be utilised in the company is strategy mapping tool for strategic planning. This generates a mapping diagram based on a hierarchical system, ideas as well as thoughts of employees to facilitate a potential solution.

Task 8

8.1 “Managing data and information in a shop IT project”

Management of data in the IT sector is a crucial job to perform in project management as various sources are there to obtain data and information. As stated by Rasmussen et al. (2019), managers need to pay attention to data gathering process as well as organise data in a suitable way to generate efficient knowledge from them. Managers are required to implement certain methods for data handling and organising data in IT projects such as building b passwords and file names as well as cataloging conventions. As per views of Alexopoulos et al. (2018), careful consideration of metadata for “data sets”, storing of data, documentation, privacy and data security, and investing in quality software for data management are essential methods for managing and organising data in IT projects. Key characteristics of data are relevance, timeliness, and subjectivity, and accuracy, format of correct information, accessibility, and completeness. The company can forward information to stakeholders with the help of various means such as social media, bulletin, company websites, emails, notice boards, and others.

Effective management of stakeholders can be done by implementation of certain techniques such as stakeholder mapping. According to Liu et al. (2018), this technique is also fruitful in conveying messages and information to different stakeholders of a company. Additionally, with the help of this technique, the satiated company accurately identifies needs, demands, and issues of stakeholders as well as imparts knowledge to them.

Task 9

9.1 Documents

Documents that are required in completion and acceptance of the testing stage are proper plan, budget planning, and key issues mapping. Additionally, at completion of “Go-Live” proper documents for legal notices for handover, and agreement documents whereas, at final completion, documents such as agreement forms are required from last shop.


The company tends to generate software that can manage data and information of its other outlets. 


The company needs proper planning prior to implementing the software and needs to estimate its budget. Software development and acceptance testing need to be done.

Risk factors

Insufficient budgets, quality implications, software issues, issues in SCM


Sanction of company funds, preventive measures for SCM-related issues

Table 2: PPA agenda

(Source: Created by the learner)


In a nutshell, from the above discussion it can be stated that the integrated IT system project related to the development of a “cut to fit” software is effective for the mechanical shop in the context of staying ahead in the existing market and also achieving more efficacy in their business. It can also add that by selecting suitable suppliers the company can enable of fostering the possible success related to their contract. Besides, the presence of a contingency plan can help the organisation to move ahead toward project success. PPA agenda has been provided at the end of the report to gather information about project that has been set for the software implementation. 



Alexopoulos, K., Sipsas, K., Xanthakis, E., Makris, S. and Mourtzis, D., (2018). An industrial Internet of things based platform for context-aware information services in manufacturing. International Journal of Computer Integrated Manufacturing, 31(11), pp.1111-1123. DOI: 10.1080/0951192X.2018.1500716

Armenia, S., Dangelico, R.M., Nonino, F. and Pompei, A., (2019). Sustainable project management: A conceptualization-oriented review and a framework proposal for future studies. Sustainability11(9), p.2664. https://www.mdpi.com/2071-1050/11/9/2664/pdf

Coccia, M. (2020). Fishbone diagram for technological analysis and foresight. Int. J. Foresight and Innovation Policy, 14(2/3), 4. https://www.researchgate.net/profile/Mario-Coccia/publication/348070286_Fishbone_Diagram_for_Technological_Analysis_and_Foresight/links/600aace5299bf14088b219e7/Fishbone-Diagram-for-Technological-Analysis-and-Foresight.pdf 

Larsson, J. and Larsson, L., (2020). Integration, application and importance of collaboration in sustainable project management. Sustainability12(2), p.585. https://www.mdpi.com/2071-1050/12/2/585/pdf

Liu, C., Ji, W., AbouRizk, S.M. and Siu, M.F.F., (2019). Equipment logistics performance measurement using data-driven social network analysis. J. Constr. Eng. Manage, 145(5), p.04019033. DOI: 10.1061/(ASCE)CO.1943-7862.0001659

Pirju, I.S., (2018). The Importance on Communication in Project Management Strategy. Acta Universitatis Danubius. Communicatio12(2), pp.152-161. http://journals.univ-danubius.ro/index.php/communicatio/article/viewFile/5539/4760

Rasmussen, M.H., Lefrançois, M., Pauwels, P., Hviid, C.A. and Karlshøj, J., (2019). Managing interrelated project information in AEC Knowledge Graphs. Automation in Construction, 108, p.102956. https://doi.org/10.1016/j.autcon.2019.102956

San Cristóbal, J.R., Carral, L., Diaz, E., Fraguela, J.A. and Iglesias, G., (2018). Complexity and project management: A general overview. Complexity2018. https://doi.org/10.1155/2018/4891286

Sehrawat, R. (2021). Exploring Mindmeister as an Effective Mind Mapping Tool for Online Classes to Enhance Critical Thinking Skills in Learners at K-12 Level. THE MODERATING EFFECTS OF GENDER AND AGE ON STUDENT SATISFACTION AND LEARNING WITHIN AN E-LEARNING ENVIRONMENT IN NIGERIA., 161.>

Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I. and Ferreira, M., (2019). Project management practices in private organizations. Project Management Journal50(1), pp.6-22. https://journals.sagepub.com/doi/pdf/10.1177/8756972818810966

Yurin, A.Y., Berman, A.F., Dorodnykh, N.O., Nikolaychuk, O.A. and Pavlov, N.Y., (2018), May. Fishbone diagrams for the development of knowledge bases. In 2018 41st International Convention on Information and Communication Technology, Electronics and Microelectronics (MIPRO) (pp. 0967-0972). IEEE. https://www.researchgate.net/profile/Alexander-Yurin/publication/326699669_Fishbone_diagrams_for_the_development_of_knowledge_bases/links/5e4916c7a6fdccd965a93511/Fishbone-diagrams-for-the-development-of-knowledge-bases.pdf

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