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  • Project Planning and Control Assignment 1

    Module title	Project Management, Leadership and Skills: Planning and Control
    CRN	53406 / 53411 / 53413
    Programmes
    MSc Digital Business
    MSc International Events Management
    MSc Operations Management
    Level	7
    Assessment title  Assignment 1 : Project Planning and Control
    

    Creating a detailed business case, project plan, and schedule including use of Microsoft Project (or equivalent), and discussion of other relevant issues.

    ASSIGNMENT BRIEF

    You have recently been appointed by an investment company who wish to relaunch the Yang Sing Hotel (see Case Study Introduction below) under a new name after recently buying the building but they have concerns over the problems that caused the Yang Sing Hotel to close.

    Your assignment is to write a report on the prospective New Yang Sing Hotel as a project – considering what is likely to go well and what not so well. Your report should therefore focus on the project management aspects including the key risks e.g. loss of money and overrunning its schedule and not meeting the performance requirements expected from a project of this type.

    You will need to produce a detailed business case and project plan, and any recommendations to the Project Board that you consider appropriate. You may want to use some of the sub-headings below, but that is entirely up to you: this is not a template.

    Introduction - identify the major planning problems with the Yang Sing project and suggest how project management techniques might have helped to mitigate these problems.

    Discuss in your report, the following for your suggested project:

    Project objectives

    Performance Measurement/ Management of quality

    Stakeholder analysis

    Activities to be carried out and scheduling including any milestones: your project plan must include a schedule created with Microsoft Project (MSP) or equivalent.

    Resources to be used including project budget

    Constraints and Risks

    Communications to be used

    In addition please discuss the following in your report:

    Possible success/ failure factors for this project

    Considerations concerning future operations

    Include a List of References at the end of the document presenting all the sources used.

    ASSESSMENT CRITERIA

    Please note that you are being assessed on your understanding of Project Management and not the discovery of the ‘correct answer’.

    The marking scheme is as follows:

    20% of marks for the project plan.

    50% of marks for the business case.

    20% of marks for the conclusions and recommendations.

    10% of marks for presentation, structure and referencing.

    ASSIGNMENT CASE STUDY INTRODUCTION

    The assignment contains information from news and other sources. We have sought to make this as close as possible to a live project brief. You may wish to conduct relevant research but please do not contact anyone involved without first contacting your module tutor.

    Yang Sing hotel Manchester

    Advertisement for the hotel

    The Yang Sing Oriental offers 48 individually designed bedrooms and suites inspired by the cultures of Japan, China, India, Thailand and beyond fused together in a grade II listed building in the heart of Manchester. We offer a level of service never seen before in the city. Guests can tailor make their service using the online booking system, selecting from our extensive personalised menus from pillows and Japanese silk duvets to your complimentary bathroom products and even which scent will fill your room.

    A boutique Hotel which was refurbished from a former paper mill, the hotel extends over seven floors and includes 48 individually designed bedrooms, bar, lounges, breakfast and spa rooms and is located in a prominent position on the corner of Princess and Portland streets, close to the China Town area within Manchester city centre. The conversion of the mill to a hotel cost £4 Million.

    This building is a Grade II listed “Manchester” warehouse, with cast iron internal columns, timber beams and masonry external walls. The building had been left vacant for a number of years and extensive repair works were required to prevent further deterioration (to remove dry and wet rot, leaking roof, leaning parapet brickwork etc.), before plans to convert into hotel were developed.

    Structural conversion works included removing the original central staircase and lift; constructing a new lift and stair-core, repair and strengthening works to timber floor beams; adaption and strengthening works to roof trusses to allow formation of mezzanine floor to top floor suites; formation of new plant room at roof level; repair of cast iron column, and enhancing stability of external masonry walls. The considerable work required meant that rebuilding and redesign work went over budget and over time.

    Yang Sing Closes

    Manchester Evening News, 2/3/2009

    Yang Sing Oriental, the luxury Manchester city centre boutique hotel, closed its doors today less than eight months after it opened - victim of the deepening economic crisis. The company will be placed into the hands of a liquidator.

    Managing director Gerry Yeung, who realised a long-standing ambition when he launched the £8m project in a listed building in Princess Street last July, said: “It is a tragedy. My team are amazing and one of the saddest outcomes of this is that 30 people will be made redundant. Together we have created the best hotel in Manchester and business was growing. Everyone who stayed here loved it, but we couldn’t have picked a worse time to open a luxury hotel: with a global banking crisis, credit crunch, and the worst recession since the 1930s.”

    “I have committed an additional £1m of my personal money to the Yang Sing Oriental since it was launched, but with room rates being massively discounted across the luxury hotel market, and with no end to the recession in sight, the business is just not sustainable.”

    The nationally renowned Yang Sing Restaurant, located next door and run jointly by Mr Yeung and his brother Harry for more than 30 years, is unaffected by the hotel’s closure.

    The Yang Sing Oriental offered 48 individually designed bedrooms and suites inspired by the cultures of the Far East, with rack rate tariffs ranging from £179 - £569 per night.

    A statement on the hotel’s website said: “Gerry Yeung and his amazing team at Hotel Yang Sing Oriental deeply regret to inform you that, despite their hard work and best efforts, Yang Sing Oriental Ltd has been placed into liquidation.

    “As a result of this, Hotel Yang Sing Oriental closed its doors on Monday 2nd March 2009.

    “We thank you all most sincerely for your support and the generous and wonderful reviews that you have kindly sent to us. It has been an honour and a privilege to welcome you to the hotel over the past eight months. We are so glad that you have enjoyed staying with us.”

    Critics were impressed by the hotel after its launch. The international travel website TripAdvisor rated the Yang Sing Oriental Number 1 of 147 Manchester hotels in its Popularity Index.

    A newspaper travel writer said: “Manchester is a world class destination and has the accommodation to match. It [Yang Sing Oriental] is incredibly stylish, luxurious and laid back...”

    Guest feedback on the Late Rooms website showed that 98 per cent of visitors would recommend the hotel and would return.

    The hotel was full at the weekend, but guests were taking advantage of rate cuts of up to 50 per cent which are now becoming commonplace across the industry.

    Gerry Yeung, the boss of the city centre boutique hotel, told Manchester Confidential that there were a combination of factors all rooted in the economic crisis which have led to the failure of the business.

    “We’re operating at 60% capacity at the moment which isn’t too bad but the problem is we can’t get the room rates we need. Even at 60% we’re discounting. In another economic time I believe we would have been fine, but we opened just as things start to get bad globally. We were ambitious too, we wanted to provide very individual accommodation, with 24 hour room service and five star customer service generally.”

    Funding for the hotel was provided by the Yeungs, private investors and Natwest Commercial Banking. Total losses are estimated in the region of £7 Million.

    Completing your submission

    You will also need to take the following into account when completing your assignment:

    Quality of executive summary (does it give a brief complete summary of your paper for an executive to read?)

    Allocation of credit and sources used (have I included references and citations to the material I have used?)

    Clarity of argument and integration of different components of the report

    Overall report presentation including spelling and grammar

    Word processed (letter size 12, times new roman, 1.5 space), fully referenced (Harvard Referencing System)

    You are required to follow the University’s regulations regarding plagiarism and citing sources and references used. Assignments may not be submitted late. Marking penalties for late submission will follow the University regulations for PMC and late submission. Lecturers are not able to give extension.

    NB:

    Please add the course name and your student identity number to the title page.

    Ensure you put your word count on your title page as well.

    University lateness and plagiarism rules apply.

    Please follow a report format. Therefore, you should have a title page, contents page, sections and sub sections, page numbers, appendix section etc. Please note if you are uncertain on how to present and structure a report then visit the university library website or ask for assistance.

    Please do use diagrams, illustrations, tables, graphics etc. wherever these are helpful, and remember that these do not count towards your word limit. If you do use these, please do not put them in the appendices if they are part of your discussion. Appendices are the appropriate places to put supporting material, however, remember if the reader is satisfied with the main points of your discussion, the supporting information within the appendices may not even be reviewed.

    Please try to use theory explicitly at all stages, but do not spend too much time describing a theory. While you must be explicit about the theories, models, techniques etc. that you use, you can assume that the reader is familiar with them. What the reader requires is evidence of your ability to understand and apply the theory and learn from in order to support the development of your findings and/or ideas.

    You must cite all sources on which you have relied, for example textbooks, journal articles, web pages etc. using the Harvard Bibliographic referencing system. If you do not cite all sources, then you may be accused of plagiarism, and that may endanger your success in passing the module. If you are in any doubt about how to reference your work, please obtain guidance from the library and/or your academic librarian(s) for this module.

    Assessed intended learning outcomes: Knowledge and Understanding

    On successful completion of the module the student will be able to:

    1. Apply knowledge of the theory and practice of project planning and control and the use of Project Management methods and techniques.

    2. Critically evaluate the use of techniques in leading, planning, control and process management.

    3. Demonstrate a sound understanding of the importance of Project Management in the development and maintenance of sustainable and global organisations operating in complex market environments

    4. Develop knowledge and application of the techniques of estimating, forecasting and resource management

    5. Critically appraise project outcomes for the purpose of improvement

    Assessed intended learning outcomes: Practical, Professional or Subject Specific Skills

    1. Leads by example - as high levels of self-awareness, emotional and social intelligence, empathy and compassion, and able to identify mental well-being in others. Work collaboratively enabling empowerment and delegation - acts with humility and authenticity, is credible, confident and resilient.

    2. Judgement and Challenge - Takes personal accountability aligned to clear values. Demonstrates flexibility and willingness to challenge when making decisions and solving problems - instils confidence demonstrating honesty, integrity, openness, and trust.

    3. Courage & Curiosity - is confident and brave, willing to innovate, seeks new ideas and looks for contingencies. Manages complexity and ambiguity, comfortable in uncertainty, and is pragmatic.

    4. Valuing Difference - engaging with all, is ethical and demonstrates inclusivity, recognizing diversity, championing, and enabling cultural inclusion. Empowers and motivates to inspire and support others.

    5. Professional Reflects on own performance, demonstrates professional standards in relation behaviour and ongoing development. Advocates the use of good practice within and outside the organisation.

    Assessed intended learning outcomes: Transferable Skills and other Attributes

    1. Work independently and with others in analysing and presenting solutions to Project Management planning, control and process problems.

    2. Locate, synthesise and critically evaluate recent/current information from a wide range of published literature in Project Management

    3. Communicate effectively through a variety of media to different audiences.

    4. Make decisions in complex and unpredictable situations using tools and techniques appropriate to the module.

    5. Use terminology associated with the subject area accurately and in a way, which demonstrates sophisticated knowledge and understanding.

    Module Aims

    The overall aim of the module is to allow students to explore approaches and methods required to leading and manage complex projects.

    To develop an understanding of the planning, control and other processes utilised in the effective operation of project management

    To appreciate and develop leadership skills for the management of organisational projects and the change and resource processes required for effective project management

    Word count

    The maximum word count is 3000 words (+/- 10%). Your word count is from the introduction to conclusion sections. Therefore, it does not include title page, contents page, reference section, appendices etc. If the assignment exceeds these limits; the work in excess of 3000 is not marked.

    Late submission:

    All work submitted late will be capped at the pass mark of 50%, there is no sliding scale.

    Feedback arrangements

    You can expect to receive feedback

    Two working weeks (excluding University Seasonal Closing) after the submission date.

    Marks and written feedback will be available on the RKC campus

    You will be informed per email about the availability of the feedback

    Please email your RKC tutor should you require specific feedback following the release of your results.

    Support arrangements

    You can obtain support for this assessment by attending your module lectures, seminars and drop in sessions. The seminars and drop in session provide you with good opportunities to ask questions to provide clarity and direction on the subject and addressing the assessment brief.

    You can e-mail the tutor and visit the module forum for the regular updates that can directly support your learning in the subject and in developing your assignment.

    askUS

    The University offers a range of support services for students through askUS.

    Good Academic Conduct and Academic Misconduct

    Students are expected to learn and demonstrate skills associated with good academic conduct (academic integrity). Good academic conduct includes the use of clear and correct referencing of source materials. Here is a link to where you can find out more about the skills which students require http://www.salford.ac.uk/skills-for-learning.

    Academic Misconduct is an action which may give you an unfair advantage in your academic work. This includes plagiarism, asking someone else to write your assessment for you or taking notes into an exam. The University takes all forms of academic misconduct seriously. You can find out how to avoid academic misconduct here https://www.salford.ac.uk/skills-for-learning.

    Assessment Information

    If you have any questions about assessment rules, you can find out more here.

    Personal Mitigating Circumstances

    If personal mitigating circumstances may have affected your ability to complete this assessment, you can find more information about personal mitigating circumstances procedure here.

    Personal Tutor/Student Progression Administrator

    If you have any concerns about your studies, contact your Personal Tutor or your Student Progression Administrator.

    Level 7 undergraduate Generic Grade Descriptors for ‘Knowledge’

    Outstanding - 100-90: Outstanding knowledge. Theory is linked to practice to an exceptional level and may be used to formulate new questions, ideas or challenges.

    Excellent – 80-89: Integrates the complexity of a range of knowledge and excellent understanding of its relevance.
    Excellent depth of knowledge in a variety of contexts. Coherent and systematic application of theory to practice

    Very Good – 70-79: Comprehensive knowledge demonstrating very good depth and breadth. Clear insight into links between theory and practice. Demonstrates ability to transfer knowledge between different contexts appropriately. Consistently accurate level of knowledge in depth and breath.

    Good – 60-69: Consistently relevant accurate knowledge with good depth and breadth. Clear and relevant application of theory to practice. Good identification of key themes. Good demonstration of depth and breadth of knowledge.

    Fair – 50-59: Mostly accurate knowledge with satisfactory depth and breadth of knowledge. Sound integration of theory and practice with satisfactory identification of key themes. Fair demonstration of depth and breadth of knowledge.

    Adequate – 40-49: Basic knowledge with occasional inaccuracies appropriate yet basic integration of theory and practice. Superficial depth or limited breadth with unsatisfactory identification of key themes. Basic knowledge demonstrated with some inaccuracies.

    Unsatisfactory – 30-39: Limited evidence of knowledge. Inappropriate links between theory and practice.
    Inadequate identification of key themes.

    Poor – 20-29: Inconsistent or inaccurate knowledge. Limited and inappropriate or inaccurate links between theory and practice. Poor identification of key themes.

    Very Poor – 10-19: Virtually no relevant knowledge demonstrated. Fails to adequately demonstrate links between theory and practice. Very poor identification of key themes.

    Extremely Poor – 1-9: Totally inadequate demonstration of required knowledge. Not able to link theory to practice. No appropriate themes identified.

    Criterion / Mark range

    90-100

    80-89

    70-79

    60-69

    50-59

    40-49

    0-39

    Overall level (indicative – not for grading)

    Standard comparable to journal publication

    Standard comparable to conference paper publication

    Distinctive work for Masters level

    Merit work for Masters level

    Acceptable for Masters

    Below Masters pass standard

    Significantly below Masters pass standard

    Scope

    Outstanding clarity of focus, includes what is important, and excludes irrelevant issues.

    Excellent clarity of focus, boundaries set with no significant omissions or unnecessary issues.

    Clear focus. Very good setting of boundaries, includes most of what is relevant.

    Clear scope and focus, with some omissions or unnecessary issues.

    Scope evident and satisfactory but with some omissions and unnecessary issues.

    Poorly scoped, with significant omissions and unnecessary issues.

    Little or no scope or focus evident. 

    Understanding of subject matter

    Outstanding with critical awareness of relevance of issues. Outstanding expression of ideas.

    Excellent with critical awareness of relevance of issues. Excellent expression of ideas.

    Very good with critical awareness of relevance of issues. Outstanding expression of ideas.

    Good with some awareness of relevance of issues. Ideas are expressed, with some limitation.

    Basic with limited awareness of relevance of issues. Limited expression of ideas.

    Poor with little awareness of relevance of issues

    Little or no understanding of subject matter is demonstrated.

    Literature

    Comprehensive literature review. Evaluation and synthesis of source material to produce an outstanding contribution.

    Excellent independent secondary research. Sources are evaluated and synthesized to produce an excellent contribution.

    Very good independent secondary research. Sources are evaluated and synthesized to produce a very good contribution.

    Good secondary research to extend taught materials. Evidence of evaluation of sources, with some deficiencies in choice and synthesis.

    Limited secondary research to extend taught materials. Limited evaluation of sources, deficiencies in choice and synthesis.

    Little or no extension of taught materials. Poor choice and synthesis of materials.

    Poor use of taught materials. No synthesis.

    Critical analysis based on evidence

    Standard of critical analysis – showing questioning of sources, understanding of bias, independence of thought

    Excellent standard of critical analysis – excellence in questioning of sources, understanding of bias, independence of thought

    A very good standard of critical analysis. Sources are questioned appropriately, and a very good understanding of bias, showing independence of thought

    Critical analysis with some questioning of sources, understanding of bias, independence of thought.

    Analysis evident but uncritical. Sources are not always questioned, with limited independence of thought.

    Little or no analysis.

    No valid analysis.

    Structure of argument, leading to conclusion

    Well structured, compelling and persuasive argument that leads to a valuable contribution to the field of study, paving the way for future work.

    Argument has excellent structure and persuasiveness, leading to very significant insights and relevant future work.

    Well-structured and persuasive argument Insightful conclusion draws together key issues and possible future work.

    Structured and fairly convincing argument leads to conclusion that summarises key issues.

    Argument has some structure and development towards conclusion with limitations in summary of issues.

    Argument is unstructured, no recognizable conclusion.

    No evidence of argument or conclusion.

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