Project Planning, Evaluation and Control

Introduction

The emergency services in Great Britain use the existing Airwave service to communicate with one another; however, as part of the Emergency Services Mobile Communications Programme, a whole new communications system that operates on 4G is being built. The project must be effectively carried out if public sector organizations are going to be able to meet the needs of the public in a timely and economical manner (Hazim et al. 2020). The Home Office of the United Kingdom’s government has contracted with JTC Communications Ltd. to explore the existing and prospective future technology options for mobile communication requirements for emergency services. JTC Communications Ltd. has been responsible for implementing the project to ensure the successful completion of future deliveries of its Emergency Services Mobile Communications. The project is scheduled to begin on January 16 2023, with a total budget of 350 million pounds. It is anticipated that it will be completed in one year. The following plan for consolidation will consist of an in-depth review of the project’s development, including an examination of the resources required, expenditures, and projected outcomes (Gibb et al. 2019). The government will use this plan to monitor the situation, ensure everything continues as planned, and complete the task without exceeding the allotted funds.

Project Scope

A project’s scope is a statement of its constraints and needs. It specifies what must be done, what outputs must be created, and what objectives must be met. The proposed project would build a new 4G-critical communications system to replace the Airwave service used by the United Kingdom’s emergency services. The project’s remit includes researching market technology options, collecting and detailing future emergency services mobile communications needs, acquiring and implementing the new system, testing and deploying the system, training end-users, and closely managing the project throughout its lifecycle (Hazim et al. 2020). This project, which begins on January 16, 2023, and has a budget of £350 million, is projected to be completed in 12 months.

Project objectives

The project’s objectives define the project’s aims in great detail. The project’s ultimate purpose is to keep the Emergency Services Mobile Communications Programme available to the public promptly and efficiently at a fair cost. This will be done by replacing the current Airwave service with cutting-edge 4G-critical communications technology (Gibb et al. 2019). Additional goals include training end-users on the new system, investigating market technology options, and compiling and defining the future needs of emergency services for mobile communications.

Deliverable statement

The delivery statement outlines all of the tangible outcomes of the project. The deliverables include a comprehensive market research study, project strategy, risk assessment and mitigation plan, acquired technology, a fully operational 4G-critical communications system, an end-user training programme, and periodical project status updates (Tovey et al. 2018). These deliverables are critical for accomplishing project objectives and creating a positive end-user experience.

Assumptions

Assumptions are factors that are assumed to be true but have not been independently verified. The project assumes that the allocated money and 12-month deadline will be met and that the proposed 4G-critical communications system will meet all user demands (Gibb et al. 2019). These assumptions must be regularly reviewed during the project’s lifespan to guarantee they remain true.

Constraints

Constraints are constraints that limit a project’s possible results. The constraints include a £350 million price tag and a 12-month timeline. These constraints must be considered throughout project planning and execution to keep costs low and delivery periods short (Thacker et al. 2019).

Success Factors

Success factors are variables that contribute to the success of a project. Only a few success factors determining the project’s overall viability are improved emergency response times, less communication downtime, and increased dependability and efficiency during crises (Hazim et al. 2020). These criteria will be used to judge how successfully the project was completed at the end of its existence.

Success Criteria

“Success criteria” are measurable outcomes that reflect the project’s success. The following factors will determine project success: adequate functioning of the new 4G-critical communications system, timely completion of the project within the allocated budget and timetable, and effective completion of all deliverables (Denicol et al. 2020). These variables will be used to decide whether or not the project was successful at the end of its lifecycle.

Exclusions

The components not part of the project are called “exclusions.” Aside from the Airwave service used by emergency services in the United Kingdom, the project does not involve replacing or upgrading any other equipment or systems used by the country’s emergency services (Elbanna et al. 2019). This exclusion is critical to the project’s success and completion within its financial and time restrictions.

Planning tools and techniques

The success of this project depends on the careful use of planning tools and processes. JTC Communications Ltd will employ several methods to guarantee timely and affordable project completion. Among these instruments are:

The Work Breakdown structure

The Work Breakdown Structure (WBS) is a tree-like diagram of all the jobs needed to complete the project. The WBS will aid in defining the project’s scope, outlining its tasks, and determining the amount of time and money needed to complete each phase of the project (Denicol et al. 2020).

Figure 1 Work breakdown structure

Gantt Chart

The Gantt Chart is a graphical representation of a project’s schedule, including job start and finish times, dependencies, and key project milestones. It will be useful for keeping tabs on the project and picking out any hiccups along the way. (The Gantt chart is attached)

Network diagram

A network diagram is useful for revealing the interconnections between activities and emphasizing the key route between them (Thacker et al. 2019). It will be useful for figuring out what needs to get done first. Project progress and future success may be evaluated using Earned Value Management (EVM). Schedule and budget discrepancies may be identified by comparing the project’s anticipated value, earned value, and actual cost (Picciotto 2020).

Budget

There is a total of £350 million available for this project. Estimating project costs Entails trying to guess how much everything will cost. Historical data, professional opinion, and market research will all go into the final price estimate. Allocating assets to various tasks is resource allocation. Personnel, tools, and materials are all considered resources (Thacker et al. 2019). Creating a cost budget entails allocating resources and estimating costs for each task. Keeping expenses in check means monitoring how much the project costs against how much was planned for (Denicol et al. 2020). We will find and fix any problems that cause us to exceed the budget.

The revised budget plan will reflect any changes to the project’s scope or timetable.

Resource allocation

To specify the resources needed for the project, we must go back to the tasks specified in the previous stage and figure out what is needed to finish each one (Tovey et al. 2018). Personnel, tools, materials, and space are all examples of resources.

Researching available technologies, compiling anticipated needs, and putting the project into action are all actions that will need the involvement of human resources. The nature of the task determines the required workforce (Bortolini et al. 2019). Project managers and coordinators, for instance, would be needed to implement the plan, while researchers and analysts will be needed to investigate potential technology avenues. Time commitments for each human resource may be assessed according to their level of expertise and the nature of the task at hand (Picciotto 2020).

Activities like setting up new communication networks and improving old ones will need equipment resources(Elbanna et al. 2019). Depending on the nature of the task, several tools may be needed. For instance, implementing a new communication system will call for the acquisition and installation of new hardware, while improving an existing system may need adjustments to the current hardware (Picciotto 2020). Equipment resource durations may be assessed in light of the capacity and the type of operation. New tools and materials will require resources (Denicol et al. 2020). Depending on the nature of the undertaking, different supplies may be needed. For instance, upgrading an existing communication system may include purchasing new components, whereas buying a new one necessitates purchasing new equipment and supplies. Given the nature of the operation and the availability of the various material resources, time estimates may be made (Hazim et al. 2020).

The facility’s resources will be used for new communication system testing and staff training. The nature of the event will determine the precise facilities’ needs (Larsson and Larsson 2020). A classroom or training room may be necessary when educating employees or testing new communication methods. Activity durations and facility availability may be used to predict resource utilization times. The time and materials needed for each task may be used to calculate the project’s overall cost (Waris et al. 2022). A rough estimate of the overall cost for each action may be made by multiplying the time required by the unit cost of the relevant resources.

Project Monitoring and Control

A wide range of monitoring and control tactics will be used for us to complete the Emergency Services Mobile Communications Programme project on time and without exceeding the allotted spending limit (Tovey et al. 2018). Earned Value Management, often known as EVM, is a technique that measures a project’s accomplishments by considering the whole picture as a whole. It does this by contrasting the actual amount spent on the project with the amount expected to be spent and the amount spent on it (Larsson and Larsson 2020). The team working on the project can predict and avoid issues before they become more severe because of EVM.

Risk management identifies, analyses, and mitigates the effects of prospective risks on a project’s successful completion (Picciotto 2020). When risks are effectively managed, the negative effects of potential outcomes like project delays and cost overruns may be mitigated. The team will conduct regular risk assessments and develop reaction tactics for the risks they identify to keep the project on time (Hidalgo 2019). The foundation of change control management comprises procedures and processes for monitoring, approving, and implementing alterations to the project’s scope, timetable, and budget (Bortolini et al. 2019). With effective management of the change control process, it is possible to avoid scope creep, cost overruns, and schedule slips.

When we speak about performance reporting, we refer to the process of creating performance reports on a project’s status, budget, schedule, and performance compared to the project plan at regular intervals (Elbanna et al. 2019). Using these reports, the team working on the project, the project’s sponsor, and any other interested parties will be kept abreast of the project’s progress. The purpose of quality control is to oversee and take responsibility for the management of the output quality of the project (Waris et al., 2022). This strategy helps ensure that a project will come out according to the plans created for it. By using these methodologies, the project team will have improved visibility and management. This will assist the team in anticipating and resolving difficulties as they arise, preventing the project’s scope from expanding and lowering overall expenses (Shafieezadeh et al. 2020).

Project progress report on April 10 2023

This latest report indicates that progress has slowed significantly. The postponement of the following activities due to the delay in activities 24 and 25 can substantially extend the project’s completion date. Additional delays may occur due to the domino effect that the delay in activity 61 will have on its successor activities (Willumsen et al., 2019). Monitoring and control systems are required to solve these issues and keep the project on track. Earned Value Management (EVM) is one such tool since it evaluates the project’s actual cost and schedule performance of the original plan. The project manager may use EVM to find out where there are discrepancies and then make adjustments to get back on track (Taghipour et al. 2020).

Before employing EVM, the project manager must determine the project’s Earned Value (EV) as of April 10, 2023. The first step is multiplying the completion percentage by the anticipated value (Hidalgo 2019). Next, the total amount spent on each activity is added to arrive at the project’s Actual Cost (AC). The sum of all these anticipated expenditures is the Planned Value (PV). The project manager may then use these numbers to determine the project’s Cost Variance (CV) and Schedule Variance (SV) (Taghipour et al. 2020). The project is over budget or behind time if the CV or SV is less than zero. The project manager may then adjust the project’s schedule and resource allocation to get things back on track. In addition to EVM, other monitoring and control mechanisms such as status meetings, risk assessments, and progress reports may be required (Larsson and Larsson 2020). The project manager may monitor progress and handle problems before they become major by utilizing these tools.

Earned Value report

An earned value report is used in project management to provide an unbiased evaluation of the project’s progress by comparing the PV (planned value) of the work to be completed with the AC (actual cost) and EV (earned value) of the work that has been completed.

The following table details the project’s earned value as of April 10, 2023:

According to the data, there is an unfavourable difference of £140,000 between the project’s actual costs (AC) and its anticipated value (PV). This may result in delayed activity and higher-than-anticipated expenditure (Matinheikki et al. 2019)s. Earned value (EV) of £1,260,000 compared to the projected value (PV) of £1,500,000 reveals that the project is ahead of schedule by three days.

The report indicates that the team finished the job at a lower cost than anticipated but at the sacrifice of the project’s timetable (Willumsen et al. 2019). The study also notes that the team has made up for some of the timetable slips, although at the price of budget overruns. Therefore, to get the project back on track, the team must pay close attention to cost management and minimize cost overruns.

The project manager is responsible for laying the groundwork for monitoring and control by establishing a standard against which real progress and results can be measured (Bortolini et al. 2019). By comparing actual results to this baseline, the project team may see problems and determine where they need to focus their attention. This is what the earned value report is for. The report also serves as a tool for the project manager to update the team and interested parties on the project’s status (Matinheikki et al. 2019).

Consolidated plan

A consolidated plan is a single document that outlines the project’s scope, timeline, resources, and budget. A unified approach may ensure that all stakeholders participating in a project are on the same page and can work together to finish it (Matinheikki et al. 2019). Having everything in one location helps everyone understand their duties, the schedule, and the plan for completion. A consolidated plan is a crucial tool for tracking the progress of a project. It provides an overview of the project and its direction (Willumsen et al. 2019). Managers may adjust for project timeline setbacks by comparing actual progress to the plan. With a simplified strategy, stakeholders may be kept up to speed on progress more readily, boosting their ability to provide relevant feedback and make well-informed decisions (Taghipour et al. 2020).

The present state of this project has an impact on the overall strategy. More precisely, if particular activities take longer than intended, it may have a domino effect on the remainder of the project, causing it to take longer than expected to complete (Shafieezadeh et al. 2020). To address this issue, project managers may need to alter the scheduling of certain activities or search for ways to speed up others. It may be necessary to adjust priorities and methods or work more swiftly (Matinheikki et al. 2019). Any changes to the project’s timetable, budget, or resource requirements should be included in an updated consolidated plan. Project management requires a detailed plan that sets out a road to success and enables the project manager to monitor their progress (Waris et al. 2022). When the project’s circumstances change, the plan must be revised, and all affected parties must be informed of the change (Hidalgo 2019). If project managers have a bird’s-eye view of everything going on, they can prevent issues from escalating.

Conclusion

Finally, the Emergency Services Mobile Communications Programme project is a crucial initiative for the UK government to strengthen the communication networks of emergency services. To guarantee the project’s success, careful preparation, execution, and monitoring are required. The Work Breakdown Structure (WBS) and financial plan for the project have been combined into one document for ease of use. Earned Value Management (EVM), schedule monitoring, and risk management are just some methods that will be used to keep tabs on the project’s development. The project team will ensure everything is on track by routinely comparing results to the plan and addressing discrepancies. It will be essential for the project’s success for all parties involved to communicate and work together effectively. To keep stakeholders abreast of the project’s development and any difficulties that may arise, project managers will use a variety of communication tactics such as status reports, project meetings, and progress updates. For the Emergency Services Mobile Communications Programme initiative to succeed, it must be well-planned, carried out, monitored, and controlled. This document details tactics and an action plan to guarantee the project is completed on time, on budget, and to the satisfaction of all parties involved.

References

BORTOLINI, R., FORMOSO, C.T. and VIANA, D.D., 2019. Site logistics planning and control for engineer-to-order prefabricated building systems using BIM 4D modelling. Automation in Construction, 98, pp.248-264.

DENICOL, J., DAVIES, A. and KRYSTALLIS, I., 2020. What are the causes and cures of poor megaproject performance? A systematic literature review and research agenda. Project Management Journal, 51(3), pp.328-345.

ELBANNA, A., BUNKER, D., LEVINE, L. and SLEIGH, A., 2019. Emergency management in the changing world of social media: Framing the research agenda with the stakeholders through engaged scholarship. International Journal of Information Management, 47, pp.112-120.

GIBB, R., BROWNING, E., GLOVER‐KAPFER, P. and JONES, K.E., 2019. Emerging opportunities and challenges for passive acoustics in ecological assessment and monitoring. Methods in Ecology and Evolution, 10(2), pp.169-185.

HAZIM, H., AL-BEHADILI, H., KAREEM, T. and JABBAR, M., 2020. Design of mobile communication system for emergency services.

HIDALGO, E.S., 2019. Adapting the scrum framework for agile project management in science: a case study of a distributed research initiative. Heliyon, 5(3), p.e01447.

LARSSON, J. and LARSSON, L., 2020. Integration, application and importance of collaboration in sustainable project management. Sustainability, 12(2), p.585.

MATINHEIKKI, J., AALTONEN, K. and WALKER, D., 2019. Politics, public servants, and profits: Institutional complexity and temporary hybridization in a public infrastructure alliance project. International Journal of Project Management, 37(2), pp.298-317.

PICCIOTTO, R., 2020. Towards a ‘New Project Management’movement? An international development perspective. International Journal of Project Management, 38(8), pp.474-485.

SHAFIEEZADEH, M., KALANTAR HORMOZI, M., HASSANNAYEBI, E., AHMADI, L., SOLEYMANI, M. and GHOLIZAD, A., 2020. A system dynamics simulation model to evaluate project planning policies. International Journal of Modelling and Simulation, 40(3), pp.201-216.

TAGHIPOUR, M., SHAMAMI, N., LOTFI, A. and PARVAEI, M.S., 2020. Evaluating project planning and control system in multi-project organizations under fuzzy data approach considering resource constraints (Case study: wind tunnel construction project). Management, 3(1), pp.29-46.

THACKER, S., ADSHEAD, D., FAY, M., HALLEGATTE, S., HARVEY, M., MELLER, H., O’REGAN, N., ROZENBERG, J., WATKINS, G. and HALL, J.W., 2019. Infrastructure for sustainable development. Nature Sustainability, 2(4), pp.324-331.

TOVEY, O., TOLSON, J. and VINAND, A., 2018. Communication in a crisis in UK ambulance services: What is needed to improve incident communication? Journal of business continuity & emergency planning, 11(4), pp.309-316.

WARIS, M., KHAN, A., ABIDEEN, A.Z., SOROOSHIAN, S. and ULLAH, M., 2022. Stakeholder Management in Public Sector Infrastructure Projects. Journal of Engineering, Project & Production Management, 12(3).

WILLUMSEN, P., OEHMEN, J., STINGL, V. and GERALDI, J., 2019. Value creation through project risk management. International Journal of Project Management, 37(5), pp.731-749.