Empm5103 - Assignment _pt A

8/7/2019 Empm5103 - Assignment _pt A

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Name: Mohd. Norizam Md. Salleh Student ID:CGS00534317

I/C No: 670703-01-6045 Part A: Page 1 of 20

ASSIGNMENT EMPM5103

PART A


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Time is a very essentialproject objective, shall the project can be completed ontime or at the extended time due to change in scope of works, despite it met theproject owner dateline, in directly it also can control the cost. No more cost isrequired for a completed project but if a project is delayed or prolonged thecontractor shall sufferred esclating cost especially on the additional companyresources required to complete the remaining works e.g manpower, equipment,

facilities and etc. In which all these resources can be transferred to other projectand company can make profit shall the project is completed.

On the other hand, for the project owner a completion of a project on time shall meanthat they can carry out their business as per their scheduled and it is a possibility tomake a good fortune. For example shall a shopping mall is completed on time andcan be opened one month before Hari Raya festive, the owner can carry out theirbusiness as planned, attracted the crowd to shop in their mall and make a relevantprofit. But shall the completion of the mall is delayed and the mall cannot be openedbefore the Hari Raya festive, the project owner not only shall lose the opportunity tomake money but also shall suffer extra cost. That is why in most cases the projectowner imposes LAD (Late and ascertain damages) as a penalty to the contractor

shall the project delayed.

Another important project objective is costor a project budget. Cost is importantbecause in any project the project owner had allocated the cost, base on thebudgeted cost. Shall the works is completed beyond the estimated cost and even exitthe allocation for contingencies, both the contractor and project owner will sufferespecially if the project owner have insufficient fund for the additional cost. Thereforea successful of a project also takes into account whether the project is completedwithin the estimated cost in order for all the people involve getting their pay.

Last but not least, performanceof a project is achieved when it can be completedwithin accepteble specifications, safety and sustainablity. Despite to be completed on

time and within the estimated cost, a project must also be completed at accetableperformance, sustainable and safety. Therefore any subgrade works, poorworksmanship and low grade material must be advoided.

Shall all these three project objectives can be achieved then we can say that theproject is completed sucesssfully.

Managing a project within time, cost and performance is easier said than done. Asshown in Figure 1.0, time, cost and performance are the main constraints of aproject. If the project is executed/completed outside the customer expectation, thenthe project has a fourth constraint which is requires a good customer relation orcustomer friendly in order to allow for the entended completion time, additional costor maybe at a lower but acceptable standard. (Rahman Ayub, Ahmad Hilmy AbdulHamid 11th. April, 2007),


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Figure 1: System/Product Life Cycle(Harold Kerzner, 2009)

The success or failure of a project shall very much depending on how best the projectmanager can produce the deliverables or the predetermined targets and objectives

within the stipulated time, budgets cost and acceptable performance. Therefore a

project manager must do a good planning to determine how much time shall be

required and what is the estimated cost will be needed in order to complete a specific

project at a desirable performance, sustainability and safety by the project owner.

In order to do that a project manager despite to do a good planning, they also mustcontrol and organize well all the company resources e.g. money, manpower,equipment, facilities, materials and information/technology during theexecution of the project and the project close out phases to avoid over

budget, project delay and sub standard performance which might caused the projectsfailure. (Harold Kerzner, 2009. Pg. 8)

There are several factors that are important in ensuring a successful completion of aproject. Those factors are :

i. A good field construction representative must be present to represent theinterest of the owner and designer

ii. Availability of good and detailed construction schedule that is developed bythe contractor of the project

iii. A good project control system must be developed to monitor, measure andevaluate the cost, schedule, labor-hours and quality of works.

iv. Good communication among all parties in a project(Oberlender, 1993)


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Planning tools such as Critical path method (CPM), Project Evaluation & ReviewTechnique (PERT) method and etc are some of the method that can help a projectmanager to control time consuming and track thoroughly the execution and worksprogress. With the planning tools, the project cost shall also be translated in terms ofproject resources such as workers man-hours, materials, equipment, plants andmachines. Therefore the cost and the quality of works can also be monitored

planned versus actual.

Upon the completion of a project, the performance is one of the ultimate issuesdespite of completion on time and within estimated cost.

Managing a project, a project manager must manage it within certain guidelines,

policies, procedures, rules and direction of his organization in order to produce

outputs/objectives that have been set. Thus the constraint on time, cost and

performance is to be achieved as the project objectives within a limited resources

given by the company. Yes, the success or failure of the projects is measured

whether it has been done within the specific time, cost and quality.


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Question 2

A project life cycle is a collection of generally sequential project phases whosename and number are determined by the control needs of the organization ororganizations involved in the project. Discuss the characteristic of the projectlife cycle in this context and indicate the phases that need to be taken to

ensure it is used in the realization of a clients aspirations. [20 marks]

Answer 2

Every program, project, or product has certain phases of development known as life-cycle phases. A clear understanding of these phases permits managers andexcutives to better control resources to achieve goals.

During the past few years, there has been at least partial agreement about the lifecycle phases of a product. They include;

Research and development

Market introduction Growth

Maturity

Deterioration

Death(Harold Kerzner, 2009)

The theorical definations of the Life cycles phases of a system can also be applied toa project and the phases are as follows;

Conceptual Planning

Testing

Implementation

Closure

Description of Project Life Cycle according to Harold Kerzner, 2009 can be describedas follows;

i) Conceptual phase is include the preliminary evaluation of an idea. It shouldinclude a preliminary analysis of risk and the resulting impact on the time, cost

and performance requirements, togather with the potential impact on companyresources.

ii) Planning phase is mainly a refinement of the element in the Initiate/start upphase and requires a firm identification of the resources required and theestalishment of realistic time, cost and performance parameters. The initialpreparation of necessary documentations to support the system are also


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included. If the project was tandered in a competitive bidding the conceptualphase would include the decision of whether to bid, and the planning phasewould include the development of the total bid package (i.e. time, schedule, costand performance).

iii) Testing phaseis predominently a testing and final standardisation effort so that

operation can be started. At this stage almost all documentations must becompleted.

iv) Implementation phase is where the projects product or services wereintergrates into the existing organisation. Idf the project was developed forestablishment of a marketable product, then this phase could include theproduct life-cycle phases of market introduction, growth, maturity and a portionof deterioration.

v) Closure phase is includes the reallocation of resources. For a company thatsells product to the people, as one product begins detrioration and death of itlife cycle a new products or projects must be initiated. Company within this

environment shall keep intiating new projects to survive. The closure phaseevaluates the total system, also serves as input to the conceptual phases for thenew project and system and also has an impact on other on going projectswhich is to identifying priorities.

Figure 2: System/Product Life Cycle(Harold Kerzner, 2009)


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In Figure 2, the complete phases of a project and those products are compared.

Different authors might give 4, 5 or six phases of Project Life Cycle. Some try toelaborate more variables for examples conceptual is the same as Initiation andtesting (depend in which industry you are in, electronics or manufacturing, they addin testing before implementation, and in the construction of buildings, normally

people shall include testing & commissioning under execution phase).So it does not matter how many variables to be taken, but fundamentally in LIFE

CYCLE always covers INITIATION (some call it as conceptual or feasibility),

PLANNING (some call it DESIGN/ENGINEERING STAGE), EXECUTION &

CONTROL (some include TESTING in this phase or separately) and CLOSE OUT

(some call TESTING STAGE& HAND OVER).

Below is one example of Project Life Cycle process in gas pipeline constructionprojects. The phases used smilar with other construction industries namely

Initiate/Start up,Planning

,Excecution

andClose out.

Figure 3: Project Life Cycle Flow Chart in Gas Pipeline Installation/ConstructionWorks.

A sample of a complete Project Life Cycle in gas pipeline project in respectivephases are tabulated in Table 1.


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Table 1: A sample of Project Life Cycle Phases in Gas Pipeline Project.

No Project LifeCycle Phases

Activities Involves Under Each PLC Phases

1 Initiate Tender stage.

Time/Costing/Performance.

% of Profit and risk analysis. Documentations for tender submission Submission of Tender.

Tender clarifications meeting

Received Letter of award and Acceptance of LOA. Signings of contract document.

2 Planning Identify method of construction to be used.

Preparing of work schedule for all required works

Carry out land survey works.

Carry out utilities mapping using radio detection and GPR.

Contacting utility companies via letter about the proposednew gas pipeline and conducting site visits with the all

them, to identify where their utilities were laid before. Carry out the engineering/design works.

Producing the construction plan.

Submission for local authority works permit, site visit and tofollow up.

Submission files for Approval to Install for the proposedgas pipeline to Energy of Commission and to follow up.

Procurements of all required raw materials. Nominates sub-contractors.

Buy/rental equipment, machineries, manpower and otherresources.

3 Execution/Control Received the delivery of pipes and raw material on site orat project store/yard.

Pipes stringing. Pipes welding.

Installation of pipeline using HDD and the open cutmethod.

Tie-ins/connection of all sections of the laid pipeline.

NDT (X-Ray) and Third party review of NDT film.

Pipeline hydro test.

Dewatering/Swabbing/Drying.

Valves installation Nitrogen packing

Approval to Operate (ATO) from Energy Commission, Commissioning the entire pipeline.

4 Close up Punch list Handover documents and drawings

Submit maintenance manual

Apply Initial Acceptance from Client Defect liability period (12 months)

Apply Final Acceptance Certificate from client.


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By tabulating all the works involves in a project, the contractors shall be able to seewhat are the critical paths and the area of concerns that need to be tackled in orderto realise the project to clients expectations which are to complete the project withinthe scheduled time, extimated budged, at acceptable quality, safety andsustainability.

Figure 4: Representative Project Life Cycle, per Morris (PMBOK Guide)

Figure 4, shows the four phases of project life cycle as explain by Morris. The graphalso ilustrate each phases with respect to project completion percentage.

The informations and lessons learn in completing a project life cycle shall later beapplied to the new projects in a better understanding, improve controlling system, canbe closed and hand over to the client smoothly and neat.

Organisations that practice Project life cycle, the following additional andvantagescan also be benifited and the are summerised as below;

i) Clearer delineation of works to be accomplished in each phases are nowpossibe.

ii) Pricing and estimating for the next projects may now be a lot easier. Thelesson learn can become a base marking for the budgeting and costing forfuture smillar project.

iii) Company can makes profit and incremental of funding is possible.


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Question 3

The word Planning is often used as a yardstick of the difference between the

good project manager and the poor project manager. Discuss how project

managers manage planning of the project. [20 marks]

Answer 3

Managing a project planning is a discipline for stating how a project will beaccomplished timely, within budget at acceptable performance, safety andsustainability.

Often projects fail because they are poorly planned, or even completely unplanned.Therefore the failure will come as a complete surprise rather than being preceded byperiods of worry and depression. Without proper planning, a poor project manager,might drive the projects to start off behind the eight ball. The consequences of poorplanning include;

i. Project definition without defined requirements

ii. Wild enthusiasm

iii. Chaos

iv. Search for guilty

v. Punishment of the innocent

vi. Promotion of nonparticipants

vii. Disillusionment

viii. Project failure (Harold Kerzner, 2009)

In the other hand a good project manager with a sound knowledge in integrating all

the management process and the elements of the process shall be able to lead the

projects to a success. A good project manager should master himself on all the nine

knowledge and drive it throughout the project life cycle. The nine knowledge areas

are as follows;

a. Project Integration Managementb. Project Scope Managementc. Project Time Managementd. Project Cost Managemente. Project Quality Managementf. Project Human Resource Managementg. Project Communications Managementh. Project Risk Managementi. Project Procurement Management (PMBOK)


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Four basic reasons for project planning are as follows;

To eliminate or reduce uncertainty.

To improve efficiency of the operation.

To obtain a better understanding of the objectives.

To provide a basis for monitoring and controlling work.

The starting point for a good project plan is a proper understanding of the

requirement and knows what exactly is the project supposes to achieve?

Planning is essential to the successful execution of a project it involves thinking hard

about the project, what it is to achieve and how the team will go about it.

The main purpose of project plans is to guide project execution. Plans must be

realistic and useful. A fair amount of time and effort must go into the planning process

and the people knowledgeable in doing the work need to plan the work. Planning

assumes two items:

(1)That there is sufficient information available for planning purposes and;

(2)That the people planning have sufficient experience to use the information wisely.

A good project manager must plans realistically with regard to timely performance

and reasonable cost. Meeting these criteria ensures that the actual project will be

performed successfully within the scheduled time and financial constraints. Planning

must be done logically and thoroughly if we are to have any chance for the project to

succeed. In planning philosophy, we must understand two key points:

With the nine knowledge areas and the basics reason for project planning, a goodproject manager shall be able to plan properly the project planning processes consist

of the following activities: -

Statement of Work (SOW).

Work Breakdown Structure (WBS).

Project Logic Evaluation (PLE).

Separate time, cost and quality planning.

Time planning schedule.

Risk management planning.

Resource planning

Communication planning

Derive a statement of work (SOW):

One of the most important of project objectivesis when the needs of the stakeholders

are met. This is a narrative description of the end results that to be accomplished


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under the contract. Stakeholder is anybody directly or indirectly impacted by the

project.

Therefore, it is important to identify who are the stakeholders at the very beginning of

the project. Identifying the stakeholders of a project it is not always easy, particularly

those who are impacted indirectly. Some examples of stakeholders are as follows;

The project sponsor/owner e.g. the shopping mall owner.

The customer who receives the deliverables e.g. those retailers who rent theoutlet in the mall.

The users of the project output e.g. the customers who shop at the mall.

The project manager and project team.

When the stakeholders are identified, the next step is to find out their requirements

and to fulfil them. Conducting a stakeholder interviews is one of the best way to

identify their requirement/need. Often stakeholders will talk about the need that aren't

relevant and don't really required. This information can be recorded and noted as alow priority. That is why the interviews to draw out the true needs that create real

benefits normally took a long time.

Once all the interviews were conducted and the comprehensive priority lists are

produced, a project manager need to set the goals that can be easily measured. A

technique for doing this is to review them against the SMART principle, i.e.; specific,

measurable, agreed upon, realistic and time based. This shall ease the project

manager in identify whether a goal has been achieved or not.

Once a clear set of goals have been established, they should be included in the

project plan together with the needs and expectations of the stakeholders.

Misinterpretation of SOW can and will occur no matter how careful the team had

tried. Common causes of misinterpretation are as follows;

Mixing tasks, specifications, approvals

Using imprecise language such as nearly, approximately and etc.

No pattern, structure and chronological order

Wide variation is size and description

Failing to get third party review (Harold Kerzner, 2009)

The statement of worksfor good project managers is their intention to meet the

projects objectives and provide all project deliverables within the constraints

of Time, Cost and Quality.

When the most difficult part of the planning process is completed, we should move on

and plan for the project deliverables.


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Work Breakdown Structure (WBS):

The successful accomplishment of both contract and corporate objectives that have

been derives in SOW, requires a plan that defines all the efforts to be expended,

assigns responsibility to a specially identified organisational element, and establishes

schedules and budgets for accomplishment of the works. The detailed planning is

also established in accordance with company budgeting policy before contractual

efforts are initiated.

Traditionally, activity planning for the schedule is independent and separate from the

cost. The accuracy and usefulness of the breakdown and relationship is dependent

upon intimate knowledge of the construction elements, judgment and skills of the

planner.

WBS provides a tool for planning the activities, including estimates of resources,

activity durations and costs. The basic aim of a WBS is to split the project into

tangible deliverable items. The more work packages we split the project into, the

more interfacing with other people, departments, functions or even companies there

may be. However the less work packages there are, the harder it will be to budget

and estimate resource requirements. It is advisable that a work package should not

be more than 8 hours of work (or a days work).

Otherwise, it will be difficult to assign resources, monitor progress and carry out

performance measurement. In most construction programme, the activities define are

mostly too large to be classified as a work package and at such it is difficult to assign

specific quantifiable resources, difficult to estimates duration, and most of all difficult

to provide a logic predecessor/ or successor in a network diagram.

In planning a project a project manager must structure the work into small elements

that are:

Manageable so that specific authority and specific responsibility can be

assigned

Independent element which have very minimum interfacing with

Integra table so that total package can be seen

Measureable in terms of progress (Harold Kerzner, 2009)

The WBS is structured in accordance with the way the work will be performed andreflects the way in which project costs and data will be summarised and eventually

reported. It also must address how we will plan, organize, and control the major work

activities to meet our goals of finishing the work on time, within budget and as

specified. One important point before planning is that we do not want to do more than


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necessary to satisfy customer needs, since that is wasting money. On the other

hand, we should not do less than necessary, or we may lose the customer.

WBS also should consider other areas that required structured data such as

scheduling, configuration, management, contract funding and technical performance

parameters. WBS is important because its provides a common framework that

covers;

The total program can be described as a summation of subdivided elements.

Planning can be performed.

Cost and budgets can be established.

Time, cost and performance cab be tracked.

Objectives can be linked to company resources in a logical manner.

Schedules and status-reporting procedures can be established.

Network construction and control planning can be initiated.

The responsibility assignments for each element can be established.

(Harold Kerzner, 2009)

The WBS shows and determines the smaller elements and activities thus providing

the greater probability that every major and minor activity will be accounted for. Most

common WBS is the six-level indented structure shown below:

Managerial levels -> Level 1 -> Total program

-> Level 2 -> Project

-> Level 3 -> Task

Technical levels -> Level 4 -> Subtask

-> Level 5 -> Work package

-> Level 6 -> Level of effort

After the works have been split into smaller elements, commonly CPM (Critical Path

Method) is used to allow the project manager to measure project progress in order to

achieved project goals.

Project Logic Evaluation (PLE):

This is the process to predict success of the project, thus allow the project manager

to look into alternative if there is changes occurred.


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Figure 5: Sample of PLE, DR. DAVID GOH TEE TECK(2010)

How to understand a projects logic

We propose three steps to elicit the full (explicit and implicit) project logic:

1. Knowing the project logic stated in the logical framework and other project

documents;

2. Identifying the specific activities carried out during the project cycle, whodecided about changes to the original design, why and under whichcircumstances; and

3. Investigating the practicesthat evolved over time, as result of the interaction ofindividuals

Mirtha R. Muiz Castillo and Des Gasper (May 2009)

Practices and relations, not only milestone and planned activities, should be thefocus of any project assessment because a change process is not caused merely bya design.

Change is pursued, lived and felt by individuals who negotiate goals, experienceconflicts or reach agreements while seeking to exercise their autonomy in theirspecific circumstances.

A projects full de facto logic is jointly constructed by project participants, projectstaff, formulators and other stakeholders. As such, the project logic should bediscovered and reviewed through several channels during the project cycle so thatchanges in interpersonal relations and entitlements are traced over time. Hence,opportunities as well as challenges for project operational effectiveness, such aspunctual interferences or high administrative workload (cf., Hirschman, 1967), couldbe identified and opportunely addressed.Separate time, cost and quality planning


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WBS separate all activities inclusive time, cost and quality and there are as follows;

i) Scheduling and costing - After developing the activities, the next step is to

estimate the duration requires and the activities sequence. From thereon, the

network diagram is finally developed, which form the construction master

programmes.

The contracts department, which is home for the project quantity surveyors and

estimators normally, carries out the cost estimate and budgets. Once the project

estimate and budget is established by the QS, the project manager is given a

copy for his review and comment. If agreeable, the budget will then be sent for

the project sponsors approval.

ii)Quality planning Normally projects do require the contractor to submit a

Quality Assurance Plan (QAP) for the clients approval and agreement. The

quality plan has to meet the minimum quality specified in the contract

specification and drawings. Due to the government and CIDBs intensivepromotion of the ISO 9000 quality system, it has become mandatory for projects

to have a competent quality officer to manage and be accountable for the

quality control processes in a project.

Planning and controlling standards for quality are fundamental in both the

design and construction phases of a project. Quality assurance involves the

economic studies to select the types of materials and methods to be included in

design and controlling processes, making certain that the works are carried out

in accordance with the contract specification and drawings.

Methodology ranges from computerized documentation, technical design, tosampling and testing products and structural dimensioning in the field. A proper

and well-documented quality assurance plan should be submitted to the clients

consultant for approval. A good quality assurance plan will assure the client of

your ability and provide confidence to the level of control and inspection

conducted by the clients representative. Quality assurance is always

considered as the in-plant representative of the customer. Quality assurance is

also the agent for improvement of the processes and product.

Maverick SM (May 02, 2004)


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Time planning schedule

This is so called milestone schedules contain such information as summarised as

below:

Project start date

Project end dateOther time planning schedule

Deliverables or reports

Other major milestone such as review authoritys matter, survey, design,

procurement, testing and so on should also be identified and schedule.

The planning schedule shall allow the project manager to manage all the works, track

the planned and actual progress, taking contingencies measures to meet the date

line and etc. Scheduling tools namely CPM, PERT, Gant chart and others are usually

used.

Risk Management Planning

For risk to be managed it must first be identified and recognized and then the

likelihood of its occurrence and its consequences can then be assessed and steps

taken to minimize its impact by deflecting to another party (e.g. buy insurance, sub-

contracting), mitigating its impact by reducing the probability of occurrence, or

accepting the consequences should the risk occur.

Risk management plan identifies as many risk events as possible, minimizes their

impact, manages responses, and provides contingency funds to cover risk events

that actually materialized. Risk management is a preventive process designed to

ensure that surprises are reduced and that negative consequences associated with

undesirable events are minimized. The challenge of project risk management is in

identifying the risk retained and recognizing the fact that a risk, which is transferred

under some circumstances, may be retained under others. Basically, transferring risk

does not reduce risk, but places the risk at the foot of another party. In some cases,

transfer can significantly increase risk because the party to whom it is being

transferred may not be financially capable of supporting the risk.

The Contract Form is the first reference by which risk will be assessed, therebyapportioning risk in a way, which is considered acceptable in the industry. In the

event of dispute, it will be the first source of reference for an analysis of the

respective rights, duties and liabilities of the parties.

A building contract is a trade-off between the contractors price for undertaking the

work and his willingness to accept a degree of risk. If the contractor is to carry certain


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specific risk, he should expect to see them reflected in his contract by an increase in

the contract price. It must be recognized that standard forms of contract do have

provisions for excusing the contractor from many risks affecting the project. It is often

the misconception among developers that irrespective of the form of contract chosen,

once the lowest tender has been accepted, the contract signed between the

contractor and developer, all the risk of failure will be transferred to the contractor.

At such, many developers tends to indulge in pernicious editing of the standard

forms of contract to redress the balance of risk, ultimately, it will result in an

interpretation by the courts by virtue of implied terms that neither party had intended.

In principle, a standard form of contract is to serve the industry to which it relates and

it must produce an apportionment of risk, which is broadly regarded as efficient within

that industry, or at least, to the extent that it is not, the inequalities should be capable

of being identified and financially evaluated. Exaggerated expectations of the

standard forms of contract and the failure to appreciate the strength of a claim (due to

difference of appreciations of the facts of law and the illusion of certainty) are all

common sources of disputes.

Maverick SM (May 02, 2004)

Resource planning

During staff acquisition phase, existing staffs are assigned to the projects after the

project site organizational chart is submitted to project sponsor for approval. In the

event of shortage, the management would outsource by advertisement or the project

manager may recommend others known to him for employment particularly previous

colleagues in the same industry or his friends with relevant education qualification

and experiences.

In the other hand, acquisition for materials and equipments are normally handled by

the purchasing department and the machinery department. The project manager

shall have to make formal request for them. Sometimes, the available resource may

be insufficient or untimely and the project manager has to bargain and negotiate with

the key functional managers.

Communication planning

Project communication management plan is a document, which provides a detailed

method of collecting and filing documents, a distribution structure and the method of

accessing and updating information for the particular project.


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Successful project execution is almost impossible unless there is an effective

communication system. If communication breaks down, it offers a potential barrier to

information flow. Typically a project communications fall into the following categories

Project correspondence

Audiovisual presentation

Project reporting, meetings,

Training

Listening.

Performance reporting is part of the project communication system.

Performance reporting that include status reporting, progress reporting and

forecasting are mandatory for every project which is stipulated in the conditions of

contract. Project managers would be required to submit templates of the progress

report format to the client for acceptance.

Upon agreement of the sample format, the project manager would be required tosubmit biweekly or monthly reports, which would also include progress photographs

of work-in-progress. Producing a concise and well-presented biweekly/monthly

progress report is the best way for project managers to set the standard for reports

on the project. It is also a good instrument to check on how the project is going. The

main purpose of the report is to inform the key stakeholders as to how the work is

progressing and to keep a running history of vital project activities.

Project forecasting predicts future project status and progress based on past

information and trends. Earned Value analysis (EVA) can be used to estimate the

budget at completion based on how the project is progressing.

In the other hand project meetings are integral progress review elements of a project.

Meetings help determine delays (that have occurred) and achievements according to

the baseline plans. It is also important to get the entire project team members

together at scheduled times to talk and listen about the project. Meetings can help

team members to know where the individual parts fit into the collective aim of the

group, and where individual success can contribute to team success.

Conclusion

A good project manager should be able to plan and manage all planning activities as

discussed above.

Empm5103 - Assignment _pt A

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