Table of Content

Question 01:..............................................................................................................................2
A. Project Stakeholders..............................................................................................................2
B. Stakeholder Prioritisation Matrix..........................................................................................3
C. Communication Management Plan........................................................................................3
D. Risk Register.........................................................................................................................5
Question 02:..............................................................................................................................8
A. Network Diagram..................................................................................................................8
B. Two-Pass method..................................................................................................................9
C. Identifying Paths and Duration:...........................................................................................10
D. Define the term “slack”? Which of the activities in this project have slack?......................11
Question 03:............................................................................................................................11
A. Calculating Project Performance Metrics............................................................................11
B. Estimating Time to Complete, Estimate at Completion, and To-Complete Performance
Index.........................................................................................................................................11
C. Interpretation and Project Management Actions.................................................................11
Question 04:............................................................................................................................12
Reflecting on Project Experiences: A Gibbs Reflective Cycle................................................12
Question 01:

A. Project Stakeholders

Internal External

Management Team Chefs

Affected by Project Team (Developers & Produce Suppliers

project process QA)
Operations Staff Food Delivery Platforms

Finance Department

Management Team Chefs

Affected by Operations Staff Produce Suppliers

project result
Finance Department Food Delivery Platforms

IT Support Team Customers (End Consumers)

The MyKitchen Booking Information Systems Development Project involves a diverse group
of internal and external stakeholders, each with unique interests and impacts on the project.
Internally, the management team is focused on strategic alignment, cost efficiency, and
maximizing return on investment, while the project team is responsible for delivering a
functional, high-quality system within set timelines. The operations staff and finance
department both seek a system that enhances workflow efficiency and accurate tracking—
operations staff for booking management and finance for financial reporting. Additionally,
training facilitators are interested in ensuring the system is user-friendly for quick staff
onboarding, and the IT support team aims for a reliable, low-maintenance system post-
launch.

Externally, the primary users, chefs, rely on an intuitive, efficient system to manage kitchen
bookings and focus on food preparation, while produce suppliers look forward to an easy
ordering process to supply products to chefs efficiently. Food delivery platforms such as
UberEats and Deliveroo are indirectly affected, as a well-organized booking system will
improve order accuracy and scheduling, benefiting end customers. Finally, customers, or end
consumers, expect timely meal deliveries and consistent food availability, both of which a
streamlined booking system can help facilitate. Addressing these varied interests will be
essential for ensuring the system’s overall success and stakeholder satisfaction.

B. Stakeholder Prioritisation Matrix

Stakeholde Power Interest Influence Impact Urgenc Legitim Total Priority

r y acy

Project 3 4 3 4 4 4 22 Key
Team
Operation 2 4 2 3 3 3 17 Key
Staff
Manageme 5 4 5 5 5 5 29 Key
nt
IT 3 3 3 3 3 3 18 Key
Department
Chefs 2 5 3 4 4 4 22 Key
Produce 1 3 2 2 2 2 12 Seconda
Suppliers ry
Delivery 2 2 2 2 2 2 12 Seconda
Partners ry
Customers 1 4 1 3 3 3 15 Seconda
ry
In this project, stakeholders are prioritized based on their power, interest, influence, impact,
urgency, and legitimacy. Management holds the highest priority with a total score of 29,
reflecting their strong influence and decision-making power in project success. Project Team
and Chefs follow with scores of 22, as their high involvement and impact are critical to
achieving project outcomes. IT Department and Operation Staff are also key stakeholders,
scoring 18 and 17 respectively, due to their roles in implementing and supporting the system.
Produce Suppliers, Delivery Partners, and Customers are secondary stakeholders, with lower
scores between 12 and 15, indicating their moderate but necessary involvement in ensuring
smooth operations and customer satisfaction. This prioritization guides the project’s
engagement and resource allocation strategies effectively.

C. Communication Management Plan

Stakeholder Project Info Stakeholder Info Methods Timing

Needs Needs
Project updates Feedback on Regular Weekly, as
and status reports project progress meetings, email, needed
Task assignments and issues. instant
and deadlines. Suggestions for messaging
Changes to improvements or
Project Team
project scope or alternative
schedule. approaches.
Risk assessments Availability for
and mitigation meetings and tasks
plans
Operation Training Feedback on Regular Monthly, as
Staff materials and system usability meetings, email, needed
schedules for the and functionality. help desk
new booking Reported issues or
system. bugs.
System updates Suggestions for
and changes. system
Troubleshooting improvements.
guides and
support
information.
Regular system
performance
reports.
IT Department System Technical expertise Regular Weekly, as
requirements and and support. meetings, email, needed
specifications. Infrastructure technical
 Technical requirements. documentation
documentation Security
and support assessments and
information. recommendations.
Integration
requirements
with existing
systems. Security
and compliance
requirements.
Chefs System training Feedback on Online training Initial
materials and system usability modules, email, training, as
tutorials. System and functionality. help desk needed
updates and Reported issues or
changes. Help bugs. Suggestions
desk support for system
information. improvements.
System
performance
reports.
Produce Information Feedback on Online training Provides
Suppliers about the new system usability modules, email, suppliers with
ordering system. and functionality. help desk the necessary
System training Reported issues or information
materials and bugs. and support to
tutorials. Suggestions for use the
Help desk system ordering
support improvements. system
information. efficiently.
Delivery Information Feedback on Email, API As needed
Partners about the system integration documentation,
integration with and performance. help desk
the booking Reported issues or
system. bugs.
 API Suggestions for
documentation system
and technical improvements.
specifications.
Help desk
support
information.
Customers Information Feedback on food Website, social Regularly
about the new quality, delivery media, email
delivery service time, and overall
and ordering customer
options. experience.
Marketing
materials and
promotions.
The Communication Management Plan for MyKitchen’s Booking System Project ensures
that all stakeholders receive timely, relevant information. The project team gets regular
updates on tasks, risks, and deadlines, while operation staff receives training and support
materials, with monthly feedback sessions. The IT department is engaged weekly on
technical requirements and security. Chefs and produce suppliers receive training, updates,
and a support channel for usability feedback. Delivery partners get integration and API
support, and customers are informed of new services through online channels, with feedback
gathered to improve service quality. Tailored communication methods ensure each group’s
needs are met.

D. Risk Register

Date Description Probabilit Impact Owner Potential Potential Progres

Raise y Causes Response s on
d Action
2024- System High Project delays, Project Technical Agile N/A
11-06 Development increased Manager difficulties, development
Delays costs, loss of inadequate methodology,
revenue resources, contingency
unforeseen planning,
challenges regular status
updates

2024- System Medium Data loss, Security Cyber-attack, Robust N/A

11-06 Security reputation Officer unauthorized security
Breach damage, legal access, weak measures,
liabilities security regular
measures security
audits,
employee
training
2024- User Medium Project delays, QA Insufficient Rigorous N/A
11-06 Acceptance system defects, Manager testing, poor testing, user
Testing user user interface feedback,
Failures dissatisfaction design, bugs iterative
development

2024- Insufficient High User errors, Training Lack of Comprehensiv N/A

11-06 User system Manager training e training
Training underutilizatio materials, materials,
n, decreased inadequate hands-on
efficiency training time, training
poor training sessions, user
delivery support

2024- Vendor or Low Delayed Procuremen Supplier Diversified N/A

11-06 Supplier deliveries, t Manager failures, supplier base,
Issues increased financial contingency
costs, system instability, plans, strong
disruptions supply chain vendor
disruptions relationships

2024- Unforeseen Low Project delays, Project Natural Business N/A

11-06 Circumstanc increased Manager disasters, continuity
es costs, system political plan, risk
 failures instability, assessment,
economic flexible
downturn project
planning
2024- Data Quality Medium Inaccurate Data Poor data Data N/A
11-06 Issues reports, Analyst entry, data validation
incorrect inconsistencie rules, data
decisions, s, missing cleaning
system failures data processes, data
quality checks
2024- Inadequate Medium System Performanc Poor system Performance N/A
11-06 System slowness, e Engineer design, optimization
Performance frequent insufficient techniques,
crashes, user hardware regular
dissatisfaction resources, monitoring,
network capacity
issues planning

2024- Resistance to Medium User adoption Change Fear of Effective N/A

11-06 Change issues, system Manageme change, lack communicatio
undervaluation nt Lead of n, change
, decreased understanding management
efficiency , perceived strategies, user
inconvenience involvement.

2024- Integration Medium System Integration Compatibility Thorough N/A

11-06 Issues with failures, data Specialist issues, API integration
Third-Party inconsistencies changes, data testing, API
Systems , delayed go- format documentation
live discrepancies , flexible
integration
strategies

This risk register outlines key risks for the project, their potential impact, causes, and
proposed responses to mitigate adverse effects. System Development Delays is identified as a
high-risk area with the potential to cause project delays and cost overruns, managed by
adopting an agile approach and maintaining regular updates. System Security Breach, User
Acceptance Testing Failures, Insufficient User Training, Data Quality Issues, Inadequate
System Performance, Resistance to Change, and Integration Issues with Third-Party Systems
are medium-risk issues, each requiring specific responses like security audits, rigorous
testing, comprehensive training, and performance optimization to ensure smooth system
functionality and user satisfaction. Vendor or Supplier Issues and Unforeseen Circumstances
are categorized as low-risk but still have contingency plans in place to handle potential
disruptions. This structured approach allows for proactive risk management to support project
success.
Question 02:

A. Network Diagram
Activity A (8 days): Developing the initial version and configuring the availability input.
This starts the process and serves as the foundation for all further operations.

Activity B (12 days): input for availability. This entails giving employees the opportunity to
input facility availability into the system, depending on the original development's needs.

Activity C (5 days): Function for Booking Input. The interface will allow chefs to reserve
equipment and space.

Activity D (8 days): creating reports on availability. To generate availability reports that

display the resources that are available, this will rely on the data entry function (B).

Activity E (7 days): Making Reports on Reservations. The operations team receives

reservation data based on availability and booking input.

Activity F (9 days): Execution of Booking Command. Handles chef booking requests for
necessary culinary equipment and spaces.

Activity G (6 days): Implementation of the Solution. The implementation of the system for
real-world application starts after the availability and booking inputs.

Activity H (10 days): Finalization and Training. Completes the setup and trains operation
personnel to manage the system's booking procedures.

B. Two-Pass method

Step 1: Early Start (ES) and Early Finish (EF)

Using a forward pass, we calculate ES and EF for each activity:
Activity A:
ES = 0
EF = ES + Duration = 0 + 8 = 8
Activity B:
ES = EF of A = 8
EF = ES + Duration = 8 + 12 = 20
Activity C:
ES = EF of A = 8
EF = ES + Duration = 8 + 5 = 13
Activity D:
ES = EF of B = 20
EF = ES + Duration = 20 + 8 = 28
Activity E:
ES = EF of D = 28
EF = ES + Duration = 28 + 7 = 35
Activity F:
ES = max (EF of C, EF of D) = max (13, 28) = 28
EF = ES + Duration = 28 + 9 = 37
Activity G:
S = max (EF of D, EF of E, EF of F) = max (28, 35, 37) = 37
EF = ES + Duration = 37 + 6 = 43
Activity H:
ES = EF of G = 43
EF = ES + Duration = 43 + 10 = 53
Step 2: Late Finish (LF) and Late Start (LS)
Using a backward pass, we calculate LF and LS for each activity:
Activity H:
LF = EF = 53
LS = LF - Duration = 53 - 10 = 43
Activity G:
LF = LS of H = 43
LS = LF - Duration = 43 - 6 = 37
Activity F:
LF = LS of G = 37
LS = LF - Duration = 37 - 9 = 28
Activity E:
LF = LS of G = 37
LS = LF - Duration = 37 - 7 = 30
Activity D:
LF = min (LS of E, LS of F) = min (30, 28) = 28
LS = LF - Duration = 28 - 8 = 20
Activity C:
LF = LS of F = 28
LS = LF - Duration = 28 - 5 = 23
Activity B:
LF = LS of D = 20
LS = LF - Duration = 20 - 12 = 8
Activity A:
LF = min (LS of B, LS of C) = min (8, 23) = 8
LS = LF - Duration = 8 - 8 = 0

C. Identifying Paths and Duration:

The possible paths in the network diagram are:

Path 1: Start → A → B → D → E → G → H = 8 + 12 + 8 + 7 + 6 + 10 = 51 days
Path 2: Start → A → B → D → F → G → H = 8 + 12 + 8 + 9 + 6 + 10 = 53 days
Path 3: Start → A → C → F → G → H = 8 + 5 + 9 + 6 + 10 = 38 days
Since WBS identifies the shortest amount of time it takes to complete a project, the critical
path is the longest path in project networks. The entire project is set back if any of these
activities along this chain are set back also. Hence, the component with the total duration of
53 days is the most important for this project and it is the second path.

Explanation of Critical Path:

The critical route is needed in project management as it where the schedule of in…
Based on fact the critical path presents the sequence of the related activities which affects
project completion, the critical route actually has much contribution to the project
management. This is because the time line of activities on the critical route does not in any
way provide room for any form of slippage; any delay that is found within the critical
activities has an impact on the whole project. In the management of a given project to ensure
that it is completed on the agreed time, this critical path has to be managed and followed
(Project Management Institute, 2021).
D. Define the term “slack”? Which of the activities in this project have slack?

Slack, or float, is the number of time units that an activity may be schedule and still not affect
the overall finish of the project. Being off the critical path mean slack activities can be
planned in any way possible As a result, Slack activities can be planned in any way.

Question 03:

A. Calculating Project Performance Metrics

Cost Variance (CV) = EV - AC = £74,500 - £79,850 = -£5,350

Negative CV indicates cost overrun.

Schedule Variance (SV) = EV - PV = £74,500 - £64,000 = £10,500

Positive SV indicates ahead of schedule.

Cost Performance Index (CPI) = EV / AC = £74,500 / £79,850 = 0.933

CPI less than 1 indicates cost overrun.

Schedule Performance Index (SPI) = EV / PV = £74,500 / £64,000 = 1.164

SPI greater than 1 indicates ahead of schedule.

B. Estimating Time to Complete, Estimate at Completion, and To-Complete

Performance Index

Estimate to Complete (ETC) = (BAC - EV) / SPI = (£245,000 - £74,500) / 1.164 = £145,258

Estimate at Completion (EAC) = AC + ETC = £79,850 + £145,258 = £225,108

To-Complete Performance Index (TCPI) = (BAC - EV) / (BAC - AC) = (£245,000 - £74,500)
/ (£245,000 - £79,850) = 1.08
TCPI greater than 1 indicates that the remaining work will need to be done more efficiently to
meet the original budget.
C. Interpretation and Project Management Actions

Interpretation of Figures:
 Cost Overrun: The negative CV and CPI less than 1 indicate that the project is currently
over budget.
 Ahead of Schedule: The positive SV and SPI greater than 1 indicate that the project is
ahead of schedule.
 Increased Project Cost: EAC is lower than the BAC, pointing to the direction that the
total cost of the project may not have been overestimated. However, the TCPI has shown
that the remaining work needs to be done more efficiently in so that the budget of the
original plan can be achieved.

Actions:
 The following is a finance strategy: Conduct a comprehensive cost analysis to determine
the efficiency of the organisation in expenditure to see if there is good opportunities on
cutting cost on some expenditures that may not necessarily affect quality.
 If need justify the necessity of changes in the distribution of certain resources so that
costs are reduced.
 If there is any area that some work is not really necessary then it could be worthy to
consider reduction in its coverage.
Information to Stakeholders:
 The project is right on schedule duration wise, but the budget is anticipated to be over by
about £17,612.
 There probably will be no need for extra input on time but costs need to be controlled
even better than in the current model.
 Report on new corrective actions to put some check on the costs and be in line with the
planned budget as much as possible.

Question 04:

Reflecting on Project Experiences: A Gibbs Reflective Cycle

Introduction
Currently as an experienced project manager I have had the opportunity to manage several
projects in different fields. One of the measures that can be told apart specifically was a
project of introducing a new ERP system in a global manufacturing firm. As it will be seen
this project was different and different skills, good coordination, proper planning, and
leadership skills were required.
Key Challenges and Lessons Learned
Some of the issues that were noted consisted to a significant extent of difficulties connected
with the complexity of the chosen ERP system. The system contained a significant number of
modules and special functions, which were different and complex. In order to overcome this
challenge, we decided to implement the project in phases which would make it easier to
manage the project. This was possible due to the fact that in this approach we are able to
prioritize on the most important features first before escalating to others.
The second major factor was external stakeholders’ expectations management. Their
concerns were presented from the executive and department head point of view as well as
from the end-users’ perspective. In order to control these expectations, we put into practice
principles of open communication, status reports and feedback from stakeholders. We also
ensured that the major stakeholders were involved in capacities that were suitable for
decision-making to fostering ownership.
Managing Conflicting Priorities and Stakeholder Expectations
One of the project challenges that we faced over the course of the project was issues of
conflicting interest and expectations. For instance, the finance department was willing to give
priority to reporting capabilities of the finance department, whereas the operations personnel
wanted planning of production and inventory management. To deal with these challenges, we
incorporated all stakeholders in a sequence of workshops to enable them determine their
priorities as well as the takeoffs. We also came up with detailed project plan with appropriate
time line and appropriate transnational milestones needed to complete the project.
Resolving Conflict and Maintaining Team Cohesion
Disputes are bound to occur in any endeavor or project in particular. In one case, two
members got into a conflict over which solution was appropriate in handling a given task. In
order to solve the conflict we conducted the mediated communication, which allow the
members of the team to share their attitudes and opinions freely. We stressed that it is
necessary to find an optimal solution for all of the project rather than to strive for personal
satisfaction. We also tried to listen to the people actively and searched for reasons behind the
conflict as well. In the case of conflict, it clearly showed that by promoting respect as well as
being willing to listen or give an explanation we can easily settle the differences that we
encountered while working as a group.
My Role and Contributions
A lot of responsibilities as a project manager includes managing the project throughout its
different phases, from initiation to the closing phase. As the project manager I had the role of
determining what needed to be done in the project, how it needed to be done and sourcing for
the funds needed to have it done. The aspects I am flexible with in this role involve
communication skills, problem-solving skills and, detail-oriented skills.
I have always been able to build good relationships with important stakeholders in the
project. I paid much attention to what they had to say, responded to their complaints, and
updated them on progress. We also maintained a positive and cooperative team atmosphere
ensuring all individuals are recommended to communicate and work together.
Reflection on Personal Growth
From the aspect of the projects that I have worked in, I can appreciate the roles of planning,
risk and stakeholders management significantly. It has also taught me the importance of
teamwork culture when dealing with a group of workers in an organization.
What has changed a lot in me I would say is my flexibility. As the business world is
becoming more unpredictable, projects in today’s business scenario are more often changing
in nature. Overcoming these challenges has been made easier by the need to embrace an
organizational culture that is flexible and adaptable.
Project management tools and techniques like the Gantt chart, critical path analysis and risk
management matrix, are also major areas in which I have developed mastery. I thankfully say
that these tools have enabled me to design and implement projects on a better way.
Future Goals and Development
You see, as a person and as a project manager, I am only with my company for a year but I
am more than willing to learn more. I intend to get more certification in project management
like the PMP or PRINCE2 in order to gain more experience on my field. I would also like to
enrich my tuition in some of the nascent technologies that are quickly rising to become
significant including artificial intelligence and machine learning.

For that reason I understand that leadership, communication and negotiation skills are also
relevant when working with project management. I will endeavour to enhance these skills
mainly through training, coaching and practitioner the job.

Conclusion
It has been beneficial to think about my project management experiences, I have learned a lot
from it. It has enabled me to know regions that I am good at, areas of improvement and what
to do in future not make similar mistakes. Through constant accumulating of knowledge and
experiences, I am quite sure that I shall be able to undertake and head successful projects that
shall yield value to organizations.