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Project management

Below are Essay & Assignments tackled by us on Project management

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  • Analysis of project management case study - University of Exeter Business School, Turner & Townsend
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  • Analysis of the famous project management case study - Brighouse and Sowerby Bridge Pool and Fitness Centre, Turner & Townsend
  • This report is based on the following tasks -


    Assessment Tasks:
    1. lntroduction (Definition of Business Project Management, Project Life cycle 4 D's and
    Overview of Case Study).
    2. Evaluate the application of the concepts of business project management pertaining to the
    case study.
    3. Assume that you are the project manager of Turner and Townsend (T&T), explain the @ncepts of time management plan, cost management and discuss the following project plan documents for the case study. You can make assumptions in order to develop your answers.
    a. Matrix Chart & Gantt chart
    b. Work Breakdown Structure (WBS) c. Payback period
    d. Quality management plan
    e. Communication plan
    f. Risk management plan ... Less

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  • Analysis of the famous project management Sodor Project case study
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  • Budget Project Plan for Cargo Ship Building
  • Introduction and Background 2
    Project Scope Management 2
    Project Time Management 4
    Work Break-down Structure 6
    Project Budget 7
    Project Cost Management 7
    Project Risk Management 8
    Learning from the course 9
    Bibliography 11 ... Less

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  • Critial Analysis of a Project Management plan (PMP)
  • This report is based on the following requirement -

    Assignment structure
    Refer to the Assignment Guidelines for assistance in completing Assignment 2. Remember to integrate academic theory into your assignment to support your arguments and proposals. Guidelines for preparation of assignments are provided on the StudyDesk for the course. These are in the form of short videos which explain how to carry out critical analysis of your selected project in relation to the topics for each assignment. You are strongly advised to watch these videos multiple times during the semester to ensure you have an understanding of the expectations of the course examiner.
    To carry out this assignment, it will be necessary for you to read other texts and journal articles on PM Plans to gain an understanding of their role. It is recommended that you use the e-Books and electronic journals available from the USQ Library website.
    By now, you should have chosen a project for which a project management plan (PMP) (sometimes described as a Project Plan or a Project Implementation Plan) is available. The PMP is a document that should adequately define what is to be done, who is to do it, when they are to do it, etc. If you are working on a very large project, use one of its sub-projects for your assignment. If the project is too large, it may increase your workload significantly and it is not recommended. Your PMP may be a single document or it may be a compilation of several documents prepared for the project. The PMP might be a plan that you produce yourself for this assignment, or it might be a plan that you import from your workplace, or from an external source. Note carefully that a project schedule or a Gantt chart by itself is NOT a PMP.
    Your submission should have TWO PARTS.
    • The first part is the body of the assignment and is a ‘critical analysis’ of your chosen PMP. It will contain a description of the project and a critical analysis of the structure and content of the PMP, fully supported by reference to relevant project management theory. It is not a critical analysis of the project itself, nor how it was managed. The focus should be on the PMP. Read the study materials and a wide range of other reference materials (including the PMBOK® Guide and the set text) to be clear on the purpose and content of a PMP as this topic is not widely covered in the literature. You will have to research relevant literature to complete this assignment, using the e-Books in the USQ Library.
    • The second part is Appendix 1 which should be the ‘Project Management Plan’ (sometimes described as a Project Plan) for your chosen project. The PMP might be a plan that you produce yourself for this assignment, or it might be a plan that you import from your workplace, or from an external source. You must state clearly the source of the plan. NOTE: no marks are allocated for the actual PMP as it may not be original work in many instances. Any other attachments would become Appendix 2, 3, etc.
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  • Critical analysis of a project business case
  • This report is based on the following requirement -

    Critical analysis of a project business case chosen by you (around 2000 words)
    Consider the following statement:
    It has been suggested that a project business case provides ‘justification for undertaking a project, in terms of evaluating the benefit, cost and risk of alternative options and the rationale for the preferred solution. Its purpose is to obtain management commitment and approval for investment in the project. The business case is owned by the (project) sponsor’.
    (Source: Association for Project Management 2006, Body of Knowledge, 5th edn, APM, UK, p. 129) (Note: bolding has been added.)
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  • Critical Analysis of a Project Business case - Tingalpa Gate Station Upgrade
  • This report is based on the following case -

    PURPOSE

    This business case is support to the proposed Capital Expenditure Forecast, as a part of the 2011 Access Arrangement Submission for APA Group Queensland Networks.

    BACKGROUND

    Tingalpa Gate Station is connected to the Roma to Brisbane Pipeline – Metro section trough DN50 class 300 off-take valve. Gas velocity trough this valve is extremely high, at peak times more than 55m/s. Functionality of this valve has never been checked and there is a high concern that this valve may not be operable and that it can not be used to isolate RBP in case of any failure of connection pipe between RBP and Tingalpa Gate Station. With the potential for an increase of flow-rate trough the Tingalpa Gate Station, velocity trough this off-take valve will increase above 100m/s.

    Supply pressure is between 3,000kPa and 4,000kPa and is cut to 990kPa trough two monitor/active Gorter regulators DN50 Class 150. Stand-bay regulator run has two Fisher regulators DN50 class 300. Critical issue is that on main run Gorter silencers clog up with sulphur, in regular intervals of approximately 2 months, resulting in sharp outlet pressure drop and transfer of flow trough second run with very noisy Fisher regulators. Multiple complaints were received from neighbouring property with townhouses. Surveys confirmed that actual noise is much higher than allowable limits. To prevent this noise issues cleaning of silencers is scheduled at 2 monthly intervals.

    At the inlet to each regulator run there are 500 microns cartridge filters which are far below the standard 10 microns cartridges used on other similar sites and are not able to protect other equipment from fine dust.

    There are two metering runs with Equimeter T-57 turbine meters DN150 class 150 with a maximum capacity of 1,400m3/h. With current meter runs configuration it is not possible to perform meter on-line validations.

    The installed Tartarini odoriser has a specific design which is different to odorisers on other locations in Queensland. There are two outlets from gate station both operating at MAOP=1,050kPa. There are no spare parts available in Australia for this odouriser configuration. There have been instances where regulators on the odourisers have failed and as a result of that we were not able to odorise gas at this station while waiting for replacement regulators.

    This station also has some old plug valves that cannot be operated.

    The electrical installation needs a major upgrade to comply with the electrical codes. There are some transmitters at this site that in excess of 15 years in age and routinely fail. The wiring from these transmitters to the RTU is in urgent need of replacement as well as the junction boxes. In addition the RTU needs an upgrade in order for this site to comply with standards. The barriers are not fully compliant.

    The current earthing system does not comply with code. Recent lightning strikes to the station have damaged a flow computer and the associated transmitters. Tests indicate that the earthing is not complaint and significant work is required to install sufficient earthing at this site.

    Tingalpa Gate Station high-pressure steel network has 15km long DN100 steel pipeline supplying Cleveland with MAOP=5,000kPa that is not directly connected to gate station. There is possibility to extend this pipeline for approximately 200m to be able to connect directly to Tingalpa Gate Station.

    On its north end Tingalpa Gate Station high-pressure network is connected to Doboy Gate Station high-pressure steel network with separation block valve usually closed because of current capacity limitations on both gate stations. This link is used from time to time when network alternative operation is required to perform main relocation work or respond to emergencies but requires monitoring of flow-rates at both stations. Maximum hourly load for Doboy Gate Station is 4,600Sm3/h with plan to be reduced to approximately 2,500Sm3/h after disconnection of Caltex in second half of 2010.

    Tingalpa Gate Station currently supplies 20,000 domestic and 1,700 commercial and industrial customers with total connected load of approximately 114,000Sm3/h and actual peak load of 10,900Sm3/h in winter 2009 with average diversity factor of 0.10 (0.28 for C&I and 0.01 for domestics).

    Based on current load forecast there is potential additional hourly demands for this station as follows:

     - The Smith’s Snack Food (existing customers)        500Sm3/h to 720Sm3/h
     - PA Hospital (existing customer)                           250Sm3/h to 330Sm3/h
    - Brisbane Children’s Hospital (new customer) 860Sm3/h to 2,674Sm3/h
     - Meadow Lea Foods (potential coal to gas conversion) 1,500Sm3/h

    Plus other significant potential loads at Mater Hospital (potential coal to gas conversion), Woolloongabba Commercial District and large domestic developments in Redland Bay.

    As addition to that there is possibility to supply all Doboy Gate Station high-pressure network trough Tingalpa gate station after Caltex is disconnected and supplied directly from transmission pipeline.

    Peak winter day load profiles for last 5 years are shown on chart bellow.




    IDENTIFICATION OF NEED

    Based on assessment of current performance of Tingalpa Gate Station and forecast additional future requirements identified critical needs are:

    To maintain integrity of services by providing adequate gas filtration and operability of all critical station valves
    To meet environmental requirements by reducing station noise to acceptable level at all times
    To comply with regulatory requirement by providing proper gas odorisation at all times
    To meet safety of services requirements by improving station electrical installations and earthing
    To maintain capacity to meet existing customers demand
    To provide capability to meet projected demand of existing and potential new customers
    To maintain integrity of services by maintaining back up or establishing permanent supply to customers connected to Doboy Gate Station high-pressure steel network
    To discuss concerns related to integrity of supply to Tingalpa Gate Station with transmission pipeline operator

    RISK ASSESSMENT

    There are number of risks identified on Tingalpa Gate Station that require urgent action.

    Station electrical installations and earthing do not meet technical requirements and represent safety risk for employees that operate and maintain this station and for equipment.

    Sporadic high noise levels do not meet environmental requirements and represent safety risk for public (neighbouring townhouses).

    There is risk of potential damage or failure of expensive equipments and related supply problems for large number of customers as a result of poor gas filtration.

    Major risk is potential loss of supply (further to station or connection to RBP failure) to 20,000 domestic and 1,700 commercial and industrial customers with potential high level of compensation claims. This potential high level outage with adverse reports in the local and national media can have long term impact on customer’s perception of natural gas being a safe and reliable source of energy.

    Additional risk is loss of revenue from potential new customers that we will be not able to supply from existing network and that will be not keen to pay large requested capital contribution.

    Attached Risk Mitigation Form showing current risk assessment and estimated risk levels for all alternative risk mitigation options.

    EVALUATION OF ALTERNATIVES

    Option 1

    Construct new gate station on same location that will meet requirements as follows:

    Minimum station design capacity of MHQ=20,000Sm3/h
    Connection for potential new station inlet MAOP=5,000kPa for MHQ=20,000Sm3/h at 2,000kPa
    One station outlet with MAOP=1,050kPa for MHQ=20,000Sm3/h at 1,000kPa
    One station outlet with MAOP=5,000kPa for MHQ=5,000Sm3/h at 2,000kPa
    New filtration, pressure reduction, metering, odorisation, instrumentation, electrical installations and earthing to meet current industry standards

    As addition to that discus concerns related to integrity of supply to Tingalpa Gate Station with transmission pipeline operator.

    This option is addressing all identified needs and related risks.

    Option 2

    Upgrade existing gate station with critical activities as follows:

    Replace existing filters (cartages of 10 microns or better)
    Replace Fisher regulators with two new regulators (monitor/active) that will produce acceptable level of noise like existing Gorter regulators
    Replace existing odorisation unit with standard model used on other similar sites that will have back up and spare parts in case of failure
    Replace critical faulty station valves
    Upgrade existing electrical installations and station earthing to meet required industry standard

    As addition to that discus concerns related to integrity of supply to Tingalpa Gate Station with transmission pipeline operator.

    This option is addressing identified public and operational safety needs and related risks including integrity of supply to existing customers.

    With maximum station capacity of approximately MHQ=14,000Sm3/h station will be able to meet only very limited increase in customer demand. Station will be not able to provide higher outlet pressure than 1,050kPa to Cleveland Pipeline and will require major upgrade to meet potential future demands in this area. It is very likely that station will not have sufficient spare capacity to permanently supply Doboy Gate Station high-pressure steel network after Caltex is disconnected in second half of 2010.

    Option 3

    Upgrade existing gate station with critical activities as follows:

    Purchase additional odorisation unit same as existing with all critical supporting equipment and parts and kip them in store as replacement if any part of existing unit fail in future
    Upgrade existing electrical installations and station earthing to meet required industry standard
    Continue to perform scheduled cleaning of silencers on Gorter regulators

    As addition to that discus concerns related to integrity of supply to Tingalpa Gate Station with transmission pipeline operator.

    This option is addressing to the less extend identified public and operational safety needs and related risks including integrity of supply to existing customers.

    With maximum station capacity of approximately MHQ=14,000Sm3/h station will be able to meet only very limited increase in customer demand. Station will be not able to provide higher outlet pressure than 1,050kPa to Cleveland Pipeline and will require major upgrade to meet potential future demands in this area. It is very likely that station will not have sufficient spare capacity to permanently supply Doboy Gate Station high-pressure steel network after Caltex is disconnected in second half of 2010.

    ESTIMATED COST

    Budget cost estimate is based on current schedule of rates with contractor selected trough a public tender process, actual material and direct labour costs and applicable overhead charges and historical actual costs on similar projects. All costs are in $Real 09/10.

    Option 1

    Cost estimate by activity:
    New piping with filtration and pressure reduction sections $190,000
    New high-pressure metering section $90,000
    New odorisation unit $85,000
    Electrical installation and earthing upgrade $120,000
    TOTAL $485,000

    Cost estimate by type:
    Material $291,000
    Direct labour $72,750
    Contractors $24,250
    Overheads $97,000
    TOTAL $485,000

    Option 2

    Cost estimate by activity:
    New filters, pressure regulators and valves $175,000
    New odorisation unit $85,000
    Electrical installation and earthing upgrade $120,000
    TOTAL $380,000

    Cost estimate by type:
    Material $228,000
    Direct labour $57,000
    Contractors $19,000
    Overheads $76,000
    TOTAL $380,000

    Option 3

    Cost estimate by activity:
    Spare odorisation unit $65,000
    Electrical installation and earthing upgrade $120,000
    TOTAL $185,000

    Cost estimate by type:
    Material $85,000
    Direct labour $48,000
    Contractors $15,000
    Overheads $37,000
    TOTAL $185,000


    PLAN FOR EFFECTIVE EXECUTION

    Basic requirement for conforming capital expenditure specified in National Gas Rules 2008 Section 79(1) is that the capital expenditure must be such as would be incurred by a prudent service provider acting efficiently, in accordance with accepted good industry practice, to achieve the lowest sustainable cost of providing services.

    APA Group Queensland network has outsourced its capital works program (material and labour) trough a public tender process, thereby obtaining a market price with respect to the provision of these services.

    There is plan to continue to test market in regular intervals to ensure that the proposed project will be executed at the lowest sustainable cost. Competitive tendering for supply of material is planned to be organised each year and for provision of capital works services in 2 to 3 years intervals.

    JUSTIFICATION

    Basic requirements for justification of conforming capital expenditure specified in National Gas Rules 2008 Section 79(2) are as follows:

    The capital expenditure must be justifiable on a ground:
    The overall economic value of the expenditure is positive; or
    The present value of the expected incremental revenue to be generated as a result of the expenditure exceeds the present value of the capital expenditure; or
    The capital expenditure is necessary:
    To maintain and improve the safety of services; or
    To maintain integrity of services; or
    To comply with regulatory obligation or requirement; or
    To maintain the service provider’s capacity to meet levels of demand for services existing at the time the capital expenditure is incurred (as distinct from projected demand that is dependant on an expansion of pipeline capacity); or
    The capital expenditure is an aggregate amount divisible into two parts, one referable to incremental services and the other referable to a purpose referred to in paragraph “c”, and the former is justifiable under paragraph “b” and the latter under paragraph “c”.

    This capital expenditure is justified on a ground:

    It is necessary to meet environmental requirements by reducing station noise to acceptable level at all times
    It is necessary to comply with regulatory requirement by providing proper gas odorisation at all times
    It is necessary to meet safety of services requirements by improving station electrical installations and earthing
    It is necessary to maintain capacity to meet existing customers demand
    It is necessary to maintain integrity of services with back up supply to customers connected to Doboy Gate Station high-pressure steel network
    The present value of the expected incremental revenue to be generated as a result of the relevant part of this expenditure exceeds the present value of this part of capital expenditure

    RECOMMENDATION

    It is recommended to accept Option 1 and construct new gate station on same location as existing one. This option will meet all critical regulatory, environmental and safety requirements, maintain integrity of supply to existing customers and additional spare capability to meet potential future customer demands including capability to supply current customers (after disconnection of Caltex) for Doboy high-pressure network .


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  • Critical analysis of a project management plan
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  • Critical analysis of how a project was/is being managed
  • This report is based on the following requirement -

    This Assignment is a major project-based case study and requires students to obtain sufficient information on a project of their choice to carry out a critical analysis of nominated aspects of that project.

    Assignment guidelines for assignments 2
    General
    ● Assignment 2 are designed to encourage you to develop skills in research,
    critical analysis, problem solving, decision-making, communication and ethical
    behaviour.
     They require you to select a project (or projects) of your choice (so your studies are
    contextualized for your needs) and to analyse aspects of that project in a clinical
    and objective manner.
     Viewing the videos on critical analysis will help you
    to understand the expectations and how to go about critical analysis.
     They require you to find relevant information (as it is not always provided in the
    study materials) and to compare theory with practice. This is not simple nor easy
    but reflects what is expected of you in the real world of practice.
    ● Assignment 2 is a case study.
    ● It provides insights into an issue relating to your project.
    ● A case study is an analytical report that examines a specific issue and provides
    conclusions and clear recommendations.
    ● The word count is indicative. Past experience indicates that it is difficult to discuss the
    issues in less than the nominated word count but try to stay close to the word count if
    possible. Marks are gained for conciseness and marks are lost for unnecessary material.
    ● A high standard of presentation is expected at postgraduate level. There is no excuse for
    poor spelling, bad grammar, nor lack of formatting. Use one and a half line spacing with
    12-point font, and pages must be numbered.
    ● Do not use ‘I, we, you, our’ etc. Reports and assignments should not be written in the
    ‘first person’.
    Executive summary
    ● An Executive summary must be provided for assignment 2 case study (before the
    Contents page). It provides a reader with a summary of why the report (assignment) was
    prepared, what it covers, and a summation of the conclusions, and/or recommendations.
    ● It should be about 10% of the assignment length, single line spacing, and is excluded
    from formal word counts.
    ● It is not an introduction, but should function as a totally self-contained removable
    document for readers who will read no more of the report.
    ● It should contain all pertinent information including conclusions and recommendations in a concise summary, but should not contain any theory.
    Table of contents and numbering
    ● A comprehensive table of contents is required for assignment 2, with section numbers,
    section headings, and page numbers as per the assignment requirements. It will include
    the List of references, a List of appendices, a List of figures, and a List of tables, all with
    page numbers indicated. All sections and pages should be fully numbered. At this level
    of study, you should be able to use the automated table of contents function in MS Word
    to create a professional report.
    MGT8022 – Project-based management
    Introduction
    ● An Introduction should be provided at the beginning to summarise the structure of the
    following sections of the essay/report/assignment.
    ● The introduction does not contain theory, nor does it contain any conclusions nor
    recommendations.
    ● Do not assume that the reader has read any Executive Summary (if one is provided), as it
    is a totally separate document. Include any relevant information in the Introduction.
    Body of assignment
    ● This is an academic assignment, so it is essential that your statements and views be
    justified by relevant academic theory. For example, don’t just use terms like
    ‘stakeholder’ – explain why you selected those terms, and the academic theory to
    justify their use and definition.
    ● A major failing of students is to simply ‘describe’ the processes that have happened. At
    postgraduate level, you are expected to be able to apply recognised theory to situations,
    and form opinions. You will often find conflicting opinions from so-called ‘experts’. You
    should be developing analytical and communication skills.
    ● Students coming from other universities, and especially overseas students, find this need for ‘analysis’ the most difficult transition to make to Australian university study. You are expected to use your judgement to analyse problems, make value judgements as to
    whether it is good or bad (or both), use existing academic theory from a range of sources
    to justify your position, and to argue whether something is valid or not. In the study of
    management, there are no right nor wrong answers, only lots of opinions, many of which
    change over a period of time. Show that you can act as managers, and communicate your
    opinions.
    ● Watch the video to get a better understanding of ‘critical analysis’.
    • Major sections of assignment 2 should start on a new page. You will be surprised just how much more readable it makes your assignment / report.

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  • Dissertation on ‘Project management & Supply chain management at Larsen and Toubro’
  • The research paper aims at identifying and investigating the role of strong supply chain management, which result in the better project management. Supply chain management is a process, which involves the supply of materials necessary to support the business activities. Supply chain management can also be described as the well defined process of flow of materials, information, and finances from suppliers to manufacturers, distributors, and the to consumers. The co-ordination and integration of different activities & processes in an organization is extremely important for an effective supply chain management. The supply chain management in organization depends on size and type of product manufactured. There are three key areas on which a project depends i.e. Scope of work, Time and budget. The effectiveness of a project depends on the accurately and timely delivery of materials and necessary equipments required for the project (Mentzer, 2001). The research paper will be focused on identifying the role of strong supply chain management in a better project management. ... Less

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