Case Study for Project Management


Project management refers to an art of applying skills, knowledge, techniques, and tools to a wide range of actions with the aim of meeting the requirements of a specific project.  The process of project management involves the definition and confirmation of the project objectives and goals, an indication of their achievement, the specification of tasks, resource quantification, as well as the determination of timelines and budgets (Heerkens, 2015). The other focus of project management concerns the mechanisms for the project plan implementation and the carrying out of controls for accurate attainment of goals and objectives.

Project management has specific tools that include Work Breakdown Structure (WBS), risk analysis table, stakeholders’ analysis table, Program Evaluation, and Review Techniques (PERT), a logic network, and Gantt chart. Work breakdown structure refers to a hierarchical illustration of deliverables required in the project completion (Meredith, 2019). A PERT chart as a project management tools refers to an analysis method that asses the tasks involves in the project completion as well as the identification of the shortest time possible needed in completing the project. A logic network is a tool used to indicate the sequence of actions in projects over time. Gantt chart tool is a bar chart used for tracking tasks over time. A risk analysis tool, on the other hand, is a table that indicates the risk factors, assessment of their cause, impact, and the techniques of their controls or mitigation (Maylor, 2010). Lastly, stakeholder analysis refers to the evaluation of stakeholders involved in or affected by the project.

For the case study at hand, as the project manager, I have the task of managing the launch event project at QAHE. The project is about a launch event that publicises the completed refurbishment of the computing labs and teaching rooms (Armstrong, 2016). The project will occur in September 2019 during the fresher’s week. The budget for the project is around £50,000, and its sponsor is the Managing director. As a result, I am expected to design, develop, and implement the project in ensuring that the university meets the project’s objectives within the set timelines and budget.

Task 1a Project Initiation Document (PID)

Project Title A launch event at QAHE that publicizes the refurbished teaching class and computing labs
Purpose of the Document The purpose of this document is to provide a plan to be followed in the implementation of an event launch project.
Project’s budgetary information Estimated budget: £ 50,000

The cost for event preparation activities is approximate: £ 10,000

The cost for celebratory elements such as drinks and food around: £ 20,000

The costs for the launch event is about £ 20,000

Time scales The project will occur in September during Fresher’s week. The starting date will be 23rd September, 2019 while the end date for the project will be 28th September, 2019.
Key Staff The Project sponsor is the Managing Director
The Project team leader is the Project Manager
The Methodologies to be applied in the project PRINCE 2 Methodology
Mayor’s four-phase approach of defining, designing, delivering, and developing.
4c approach of communication, cooperation, coordination, and consultation.
The main objectives and goals of the project (essential organizational or business reasons for the project)         i.            To come up with a plan for the implementation of the launch project aimed at attracting many students to the institution

ii.            To establish strategies for the successful launch of the event to make the university have a competitive advantage against its competitors

iii.            To make sure that the activities of the project occur within the specified timeframe and budget

iv.            To successfully plan for a celebratory occasion with the attendance of key stakeholders and dignitaries.

The overall approach of the project (explanation of mechanisms for use in achieving the objectives and goals)         i.            Application of PRINCE 2 methodology

ii.            Collaboration among the people involved in the project

iii.            Effective communication

iv.            Coordination in carrying out the project activities

v.            Encouraging project team to consult from each other

Project milestones         i.            Event Preparations

ii.            Launch celebration day

iii.            Event completion

A Highlight of major risks (to be presented to the project manager earlier enough)         i.            Constraints of time

ii.            Constraints of the budget

iii.            Health issues like one of the key stakeholder falling sick

iv.            Delay in the achievement of the project goals and objectives

v.            Poor consultation

vi.            Ineffective communication

vii.            Poorly coordinated activities

Project assumptions The assumption in the project is that there will be no significant impact to hinder the achievement of the project objective within the scheduled time and budget.
Reference(s) for the ideas used in the PID development Heerkens, G. (2015). Project management. New York: Mcgraw-Hill Education.

Maylor, H., (2010). The improvement paradox in project contexts: A clue to the way forward?. International Journal of Project Management28(8), pp.787-795.

Nader R., (2013), Planning Lifecycle in PRINCE2. Available at: Accessed: 04/03/19.



Task 1b – Stakeholder’s Analysis

Position of the Stakeholder Type Responsibilities in the project Their Impact(s) Their Influence (s) Project’s need of the Stakeholder The attitudes and risks from the stakeholder The approach of management
The Project Sponsor Sponsor Provides finances used in the facilitation of the project activities Very high Very high influence Financial support The attitude is seen as positive

Risk is having a conflicting view

The application of PRINCE 2 methodology
Project Board members Advisors Advices and directs the project team Very high i Very high influence Their advice and recommendations The attitude is  viewed as positive

Risk is causing a longer time in decision-making process

The project team consulting the board on some sensitive matters
Project administrators Administrators Supervision the activities of the project

Making sure the project team operates within the set schedule, cost and time

It is Very high


It is Very high Administration services to the project team The attitude is viewed as positive

Risk is strictness that hinders effective accomplishment of duties by the project team

Effective communication with the project team
Project team Hired Carrying out project tasks as assigned by the project manager It is High It is High i Professional skills and knowledge on project management Attitude is perceives as positive

The risk is an increased project cost

Teamwork among the members of the project team
Teachers’ representative Beneficiaries Representative of the teaching fraternity It is low It is low influence Representing the teaching staff The attitude is seen as positive

Risk is having conflicting ideas with the project team

Collaboration and coordination with the project team
Students’ representative Beneficiaries Presenting the concerns of students to the project team It is low impact It is very low Representing students in the project The attitude is perceived as positive

The risk is having conflicting views with the project team

Collaboration with the project team
Catering service providers (Suppliers of food and drinks) Contracted Provision of meals and drinks on the launch celebrations It is high It is high Delivering meals and drinks on the launch celebrations Their attitude is seen as  positive

Their risk is delayed catering services

Communication with the project team
The Local community Followers Providing support to the project team It is low It is low Accepting to attend the event Their attitude is viewed as positive

Risk is having conflicting views with the project team

Advising the local community to attend the event
Local government and authorities Government Issuance of the needed permits to authorise the event activities High impact High influence Providing the needed permits on time as agreed Attitude is positive

Risk is frequent supervision

Ensuring active participation with the local team as well as collaboration
Entrainment Crew Contracted Offering entertainment on the launch celebrations It is low It is low Entertaining the visitors Their attitude is seen positive as

The risk is failure in attending the occasion

Communicating with the entertainment crew
Invited dignitaries representative Visitors They will give speeches in the event celebrations It is high It is low They will grace the occasion Their attitude is positive

Their risk is failing to attend the event

Reminding them of the event



Task 2 – Risk Register


  Gross Risk   Net Risk  
Number Description Effect Owner Impact Probability Score Mitigation Impact Probability Score Contingency Actions
1 The risk of time constraint Delayed achievement of objectives and the ultimate increased expenditures The Project manager 5 4 20 Completing activities as per the set schedule 2 3 6 Ensuring achievement of objectives as planned
2 Budget constraints risk Opting for cheap services and products Project manager 4 4 20 Avoid unnecessary expenditures 3 2 12 Having activities that fit in the set budget
3 Inappropriate services and products Using low-quality products and services like catering Operations manager 2 3 6 Ensuring high-quality services and products 3 3 2 Supervising the quality of the services and products provided
4 Poor coordination Inadequate achievement of objectives Project manager 4 3 10 Encouraging teamwork among the individuals involved 4 3 8 Support and motivation of the involved individuals
5 Poor communication mechanisms Uncoordinated activities Operation manager 5 3 8 Ensuring effective communication 5 2 6 Using every opportunity to share information
6 Ineffective leadership techniques Inadequate guidance and direction Project manager 4 3 20 Effective leadership techniques 3 2 8 Assigning roles accordingly to the project leaders
7 Delayed attainment of achievements Affecting the institution calendar activities Project sponsor and project manager 4 4 8 Following the set schedule of activities accordingly 4 3 6 Supervision of the project team
8. Conflicting ideas Uncoordinated  activities  Project team 3 2 9 Effective consultation and communication 3 2 2 Encouraging teamwork and collective decision-making
  Pollution Conflict with the authorities dealing with pollution Project team 4 3 20 Complying with environmental regulations and policies. 2 3 6 Preventing pollution
10 Invited dignitaries failing to attend the event Low attendance Project administrators 4 3 15 Reminding dignitaries to attend the event 3 2 8 Invited guest that will attend to grace the occasion








Task 3 – Work Breakdown Structure

1.0 Preparations before the launch day 2.0 Activities during the Launch Day 3.0 Activities after the Launch
1.1 Meeting the project sponsor 2.1 Venue preparations 3.1 Giving a report to the project sponsor
1.2 Acquisition of the permission and permits from relevant authorities 2.2 Celebrations day activities supervision 3.2 Meeting with the project team
1.3 Selection of the project team 2.3 Receiving guests 3.3 Gathering feedback from some of the key stakeholders
1.4 Meeting with the project team 2.4 Introductory remarks from the project administrator 3.4. Presenting the final report to the project sponsor
1.5 Assignment of duties 2.5 Speeches from representatives. 3.5 The end of the project activities
1.6 Invitation of dignitaries to the launch celebrations 2.6 Conclusion remarks from the project sponsor  
1.7 Advertising the date and venue of the launch celebrations day 2.7 Meals  
1.8 Students and teachers touring the refurbished building    
1.9 Contacting catering service providers    
1.10 Contacting entertainment service providers    





Gantt chart illustrating the WBS



            Task 4 a – Importance of Strong Leadership














Task 4 b – Methodologies










Armstrong, J. (2016). Planning special events. San Francisco: Jossey-Bass (2019). Download GanttProject. [online] Available at: [Accessed 1 March. 2019].

Heerkens, G. (2015). Project management. New York: Mcgraw-Hill Education.

Maylor, H., (2010). The improvement paradox in project contexts: A clue to the way forward?. International Journal of Project Management28(8), pp.787-795.

Meredith, J. (2019). Project Management. New York: Wiley.

Nader R., (2013), Planning Lifecycle in PRINCE2. Available at: Accessed: 04/03/19.

Pielichaty, H., Els, G., Reed, I. and Mawer, V. (2017). Events project management. London: Routledge.

Smith, J. (2017). A guide to the project management body of knowledge. Newtown Square, Pennsylvania, USA: Project Management Institute.