project management - weeblyalihussainsarhan.weebly.com/.../5/0/3/2/50329879/projec… · web...

Names: Ali Sarhan 201101119Sawsan Shaker 201100250Salman Ismaeel 201100106Khalid Kamal 201101318

Class: 02Tutor: Ruth FitzGeraldSubject: Project ManagementWord Count: 5480 without reference list, and appednix

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Project Management

Group Assessment

Table of Contents1.0-Project Charter.....................................................................................................................................5

1.1-Business Need...................................................................................................................................5

1.2-Project Description...........................................................................................................................5

1.3-Project Rationale..............................................................................................................................5

1.4-Stakeholders Analysis.......................................................................................................................6

1.5 Assumptions & Constraints..............................................................................................................8

1.6-Risk Assessment................................................................................................................................9

2.0-Project Scope......................................................................................................................................11

2.1-Project Description.........................................................................................................................11

2.2-Business Needs & Project Rationale...............................................................................................11

2.3-Service Provided.............................................................................................................................12

2.4-In-Scope & Out Scope Statements.................................................................................................13

2.5-Deliverables & Milestones..............................................................................................................13

3.0-Work Breakdown Structure................................................................................................................15

3.1-Start of Planning Stage: Creating the Activity List..........................................................................20

3.2-Noticeable Updates on WBS...........................................................................................................20

4.0-Project Network Diagram...................................................................................................................21

5.0-Gantt Chart.........................................................................................................................................26

6.0-Personal Resource Matrix..................................................................................................................29

7.0-Budget.................................................................................................................................................30

7.1-Cost Estimation Approaches...........................................................................................................30

7.2-Estimation Methods Level of Certainty..........................................................................................31

7.3-Creating the Budget........................................................................................................................31

8.0-Project Start-Up Meeting...................................................................................................................32

8.1-Project Vision..................................................................................................................................32

8.2-Define Roles & Individual Commitments.......................................................................................32

8.3-Joint Commitments........................................................................................................................34

8.4-Team Leadership.............................................................................................................................34

8.5-Balance Communication.................................................................................................................37

8.6-Kanoo Development Center Logo..................................................................................................38

9.0-Variance Analysis................................................................................................................................38 of 103

9.1-Monitoring & Control Criteria........................................................................................................38

9.2-Elements of Variance Analysis........................................................................................................39

9.3-Variance Analysis Calculation.........................................................................................................40

9.4-Analysis Comparison......................................................................................................................41

10.0-Closing a Project...............................................................................................................................43

10.1-Administrative Closure.................................................................................................................43

10.1.1-Documented Product.............................................................................................................43

10.1.2-Team Contribution Recorded................................................................................................44

10.1.3-Lesson Documented..............................................................................................................44

10.1.4-Sign-off...................................................................................................................................46

10.2-Archive Created............................................................................................................................46

10.3-Contractors Closing.......................................................................................................................46

10.3.1-Performance Check................................................................................................................46

10.3.2-Contractors Sign-off Document.............................................................................................47

10.3.3-Data Archived........................................................................................................................48

10.3.4-Authorizing Payments...........................................................................................................48

11.0-References........................................................................................................................................49

12.0-Appendices.......................................................................................................................................50

12.1-Stakeholders Registry...................................................................................................................50

12.2-Stakeholders Communication......................................................................................................58

12.3-Risk Assessment............................................................................................................................61

12.4-Deliverables..................................................................................................................................68

12.5-Outline of WBS.............................................................................................................................77

12.6-Activity List....................................................................................................................................80

12.7-Project Network Diagram.............................................................................................................87

12.8-Critical Path Method Calculation..................................................................................................95

12.9-Personnel Resource Matrix..........................................................................................................98

12.10-Budget.......................................................................................................................................108

12.11-Cost Estimation.........................................................................................................................110

12.12-Variance Analysis Graph...........................................................................................................121

12.13-Project Team Sign Off Sheet.....................................................................................................123

12.14-Contractor Sign Off Sheet.........................................................................................................124

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12.15-Archive Structure......................................................................................................................125

Appendix 12.16: Application of Commercial Name...........................................................................126

Appendix 12.17: Application of Commercial Company Registration.................................................127

Appendix 12.18: Quotes.....................................................................................................................131

Quote 1: Clearance Agency.............................................................................................................131

Quote 2: Rental...............................................................................................................................132

Quote 3: Civil Engineer Cost...........................................................................................................133

Quote 4: Constructions...................................................................................................................134

Quote 5: Furniture and Equipment.................................................................................................135

Quote 6: Interior Design.................................................................................................................141

Quote 7: Telecommunication cost..................................................................................................142

Quote 8: Recruiting Agency............................................................................................................143

Quote 9: Web designer...................................................................................................................144

Quote 10: Social media cost...........................................................................................................145

Quote 11: Visual designer...............................................................................................................146

Quote 12: Printing cost...................................................................................................................147

Quote 13:Newspaper cost..............................................................................................................148

Quote 14: Event planner.................................................................................................................151

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1.0-Project CharterThe project charter is the starting point in the development of the project. It highlights the idea and vision of the project. The charter will help-initiate-the-project-and-identify its boundaries (Richer, 2014). The following-is the project charter for the project: Kanoo Development Centre.

1.1-Business Need

1.2-Project Description

1.3-Project Rationale

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This project is a development centre that focuses on preparing Bahrainis for the work-place by enhancing their essential workplace skills. Therefore, this centre will provide courses especially designed to make Bahrainis ready for the current market by enhancing some of employability skills for their workplaces. Furthermore, the centre will start by de-livering courses in communication, teamwork, planning & organizing and self-man-agement. The focus on these area is due to these skills being essential to build strong foundation for clients. Those are skills that employees start the beginning of their career journey and thus the project will design courses for these skills while providing the op-portunity to add other courses in the future.

This project is a training centre with a role of preparing Bahrainis for workplace by enhancing some essential skills explained above. It will provide quality certificates that approves those skills in order to be ready to meet market needs through effective and efficient work. There-fore, companies will have wide pool of qualified job-prospects and the prospects will have a better chance of being hired. This way this centre will fitful companies need, help reduce the unemployment, support Bahrain’s 2030 vision and EDB role of creating skilled workforce. As result, those will lead to increase the growth in Bahrain. Because of all that, this project is able to meet the business needs identified.

The market research and analysis done by the project management team has identified two main business needs that justify the importance of the project. Unemployed graduates and unfulfilled business needs. There are many qualified fresh graduates in Bahrain but most of them come from univer-sities that does not equip them with the much needed employability skills. Therefore, the current Bahraini market is in need for work-ready graduates. Since many companies do not find employees to fulfil their needs, they hire expats, which raises the un-employ-ability rate for Bahrainis. Economy Growth:EDB (Bahrain Economic Development Board) role is to help Bahrainis to do investments that will lead to economic growth for the country by creating skilled workforce. There-fore, this project will fulfil the need of economic growth in the country by qualifying the Bahraini workforce in the market and decrease the rate of unemployment, which is 4.3% in Bahrain. As result, this will support Bahrain’s 2030 Vision of developing country’s economy.

1.4-Stakeholders AnalysisStakeholders are those parties who will affect or be affected by the project. It is vital to identify the different types of stakeholders in-order-to-understand-what-parties must be satisfied, what type of communication required and what the significance of each-stakeholder in the project. Thus, without stakeholder analysis, the project can fail if the important stakeholders are not attend for properly.

1.4.1-Identifying Different Types of Stakeholders

The first step of stakeholders analysis is to identify the different type of stakeholders. The team has identified two main categories;

1) Primary stockholders: those stakeholders who have a close relationship with the project and they are the direct benefiters from the project. The following stakeholders have been identified as primary stakeholders:

Principle stakeholder (Kanoo Group Co): The group represent the project’s principle stakeholder because it is the investor and the end owner of the project outcome, the center (Mindtools, n.d).

Authorizing stakeholder (Yusuf Kanoo): The head of investment department at Kanoo group. He is the authorizing stakeholder because he is the controller of the resources needed for the project and have authority over it (Mindtools, n.d)

Team manager and his team: these are the individual who will be responsible for all steps of the project from initiating until closing (Mindtools, n.d). Ali Sarhan is the project manager and the team consist of (Khaled Kamal, Salman Isameel and Sawsan shaker).

2) Secondary stakeholders: those stakeholders who are important to the project but to a lesser degree and are not directly affected by the project success (Mindtools, n.d). The following are the project’s secondary stakeholders:

Trainees (these are the eventual customers, they are secondary because while the project must be conducted with the mind of providing quality service and attract customers, they will detriment the success of the project).

Tutors. Suppliers. Contractors. Staff. Governmental bodies ( ministries of commerce, civil defense and labor) Partners (City and Guild).

Not all of the above stakeholders will affect the project on the same level. Thus, it is important to analyze all stakeholders to understand their expectations from them, communication needed with them and their influence.

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This project is a training centre with a role of preparing Bahrainis for workplace by enhancing some essential skills explained above. It will provide quality certificates that approves those skills in order to be ready to meet market needs through effective and efficient work. There-fore, companies will have wide pool of qualified job-prospects and the prospects will have a better chance of being hired. This way this centre will fitful companies need, help reduce the unemployment, support Bahrain’s 2030 vision and EDB role of creating skilled workforce. As result, those will lead to increase the growth in Bahrain. Because of all that, this project is able to meet the business needs identified.

Below is an explanation on the grid categories (Mindtools, n.d.A):

1) Manage closely: people with high interest on the project success and have high influence on it. Therefore the team must be fully engaged with them and aim to satisfy them.

2) Keep satisfied: those with higher power but have less interest on the project. Thus, the team must aim to satisfy them but not overwhelm them so they do affect the project negatively.

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1.4.2-Stakeholder RegistryThe first method employed by the team members is the stakeholders’ registry matrix. This matrix list all the stakeholders on the left side, and on the top an analysis criteria in-cluding their position in the project, their requirements and exceptions, and their interest and influence in the project (Mindtools, n.d.A). This matrix helped the team to rank the stakeholders based on their importance. For a full view of the stakeholder registry refer to (appendix 1).

1.4.3-Stakeholder Position Grid:The gird classify stakeholders into 4 categories based on their interest on the project and their influence on it. Based on these categories the project team is able to identify how to manage each stakeholder (Mindtools, n.d.A). The following grid was created by using the analytical information gathered via the stakeholder registry:

3) Keep informed: those with high interest on the project’s success but have lower impact on it. Thus, it is enough for the team to keep them adequately informed about the project’s development.

4) Monitor: those with lower interest and lower power on the project. Therefore, the team must monitor them, but there is no need to take much effort to excessively communicate with them.

1.5 Assumptions & Constraints

Firstly, the project management has assumed the following: 1. A suitable location will be found with reasonable costs and size.2. The project team will have a collaborative relationship with the authorizing stakeholder3. That the project scope will be sufficient enough and will not be changed and the project

will not go outside the scope boundaries. 4. The team efforts will be sufficient in conducting the entire project. 5. Bahraini tutors with good qualification and experience in such skills will be found.6. The project will finish within the limited time (9 months) and budget (BD 135,000 –

165,000).7. The market research will indicate the feasibility of the project. 8. Government approvals, such as approvals from Ministry of Education and Ministry of

Commerce, will be acquired with no major problems.9. Suppliers will be available.

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Using this method, the team was able to identify which stakeholder is more important than other. For example, according to the grid, the team must focus and manage the au -thorizing stakeholder because he has high influence and interest in the project. This cor-responds with the fact that he controls the projects resources thus the team must man -age him in order for the project to succeed. The result of the analysis impacted the rela-tionship with the stakeholder such as the communication flow with them.

1.4.5-Stakeholder Communication The final step of the stakeholder analysis is to define the communication with them. This was done by the matrix showed in (appendix 2) that answers the questions of what in -formation is needed by who, when and why is it needed and how the information will be delivered to them. This matrix was vital because without it the team is more likely to have miscommunication with important stakeholders. it also esnured that communication are effetive as the team is able to plan the communication properly by knowing which stake-holdler wants to find what and by whyThe communication strategies were based on the importance of the stakeholder. Back to the example with the authorizing stakeholder, he has the most communication because the team wants to keep him up to date with the project and informed in order to ensure his satisfaction.

1.5 Assumptions & ConstraintsIn any project, there is a degree of uncertainty that can hinder the planning of the project. In order to plan the project successfully, the project management team had to decide on assumptions and constrains in order to use the known facts available to plan for the unknown (IUC.Edu, n.d)To elaborate, assumptions are likely conditions to happen, but they are not confirmed. While constrains are the limitations that the project must be conducted while baring them. They are not matters the project management team can ignore or reduce, but rather the plan the project by including them in order to make the plan realistic (IUC.Edu, n.d)

In any project, there is a degree of uncertainty that can hinder the planning of the project. In order to plan the project successfully, the project management team had to decide on assumptions and constrains in order to use the known facts available to plan for the unknown (IUC.Edu, n.d)To elaborate, assumptions are likely conditions to happen, but they are not confirmed. While constrains are the limitations that the project must be conducted while baring them. They are not matters the project management team can ignore or reduce, but rather the plan the project by including them in order to make the plan realistic (IUC.Edu, n.d)

Timeline, 9 months, as requested by Kanoo Co. could affect the quality of implementation. Some tasks that will absorb large portion of the allowed timeframe include:

1) Approvals from the government 2) Preparing the location 3) Promotional tools

Cost: Many costs could occur which may exceed the limited budget. Thus, the team might need to make some trade-offs to stay within the budgets. These costs include:

1) Costs of approvals2) Cost of premises preparations3) Costs of courses and acquiring suitable tutors. 4) Cost of marketing the centre.

Quality: there is a specific quality and scope the team must achieve within the specified timeline and budget. The team must deliver a project worthy to be affiliated with Kanoo Co. group, these quality must include:

1) Centre is able to deliver impactful courses to the trainees. 2) Centre must have skilled tutors.3) Centre must provide quality student services to trainees. 4) Centre must attract reasonable amount of trainees by the end of the 9 months.

1.6-Risk AssessmentRisks are future events that they if happen, they will hurt the project’s development. Thus it is vital to identify as many risks possible that surrounds the projects in order to set counter plans for them.

1.6.1-Risk Assessment & Risk Management of 103

The constraints too, were reviewed on a regular basis to see how they would affect the project. At first, the team focused only on time and cost as the main constrains during initiating. However, before starting the planning stage, the team realized that quality must be focused on as well because the quality demanded by the principle stakeholder can hinder the planning and implementation of the project because the team must de-sign the plan according to the quality required. Moreover, as the project moved into the planning stage, the team were able to identify more details under each category which was useful to understand the impact of each constrain.

This list has been under development through all the project phases starting from initiat -ing the project. Consistent review allowed the team to update the list to include more important assumptions such as the 7 th one. This is an assumption that was added upon updating the WBS. The team realized that this assumption had to be made in order to complete the project plan as if the assumptions was that the project is not feasible, then there is no need to plan for the project.

As for the constraints, the team has identified three elements that will limit the project. Time, cost and quality, which are collectively known as the Project management triangle. The following are explanation of these elements:

1.6.2-Risk Grid

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Afterwards, the information from this matrix is used to create what is known as the risk management grid. The grid is designed to qualify the each risk based on their level of oc-currence and magnitude on the project. The risk probability listed on the left side and has 5 categories and the magnitude (consequences) are listed on the top from insignificant risk to catastrophic risk (Mindtools, n.d.B). By fulfilling, the grid using the information in the matrix, the risk are either classified as extreme, high, moderate, or low. This helped the team to visually analyze and pay attention to risks.

Overall, the risk assessment did not indicate that the project is risky. As shown in the grid, most risks are either low or high without anything catastrophic with high probabil-ity. Nonetheless, the team continued to identify more risks throughout the project. Some adjustment was made as well as son additions. Most notably happened when the mall that was originally going to house the center had roof falling incident. The team had a risk stating that the mall could not be suitable for constructions; thus after the incident the team has decided to include the risk of safety in the mall and included mitigation strategy such as hiring an engineer to examine the place before renting.

The first thing that the project team have done is to identify as much risk possible and use them in a matrix showed in (appendix 3) (Mindtools, n.d.B). The matrix contained the type of risk, probability, impact as well as mitigation and contingency strategy if needed. During the assessment of risk, the team used both qualitative and quantitative assessments of probability and impact of each risk. This is in order to understand the dif -ference between each risk, something that quantitative categories might not be sufficient in doing so. Usually, it is only required to have contingency strategies for the dangerous risks. However, the team decided to have as much contingency strategies as possible be-cause even though a risk might seem to have low impact, there is always a chance that the risk is underestimated. Thus, the team wanted to ensure that every risks identified is counted for in the plan. Thus, the matrix enabled the team to assess risk, and set strate-gies to manage it.

2.0-Project Scope The project scope is an expansion of many elements stated in the Project charter but with more, in-depth detailed. It is vital to have the scope in order to ensure that the team and the authorizing/principle stakeholders agree on the project to be carried.

2.1-Project DescriptionThis project will establish a development center focused on delivering training courses for employees, students, fresh graduates and job seekers. This center will equip trainees with the necessary skills to be effective and efficient in the workplace. Furthermore, the courses provided by this center will focus on communication, teamwork, planning, organization, and self-management skills as well as providing customized courses for companies on these topics.

2.2-Business Needs & Project Rationale This project is suggested because it will address specific economic needs in Bahrain and will help this country to prosper. This center will do that by providing quality courses on the main employability skills mentioned above to trainees and thus, will meet the following needs:

I. Companies human-recourses needs and job seeker employment needs:

1) Companies could not fulfill all of their employment need using the current Bahraini employment market that forced them to use expats. Especially since many Bahraini industries are facing globalization, thus, companies are in need for employees who can be effective and efficient in this globalized world. Therefore, this center can give Bahrainis the edge to compete with expats and met the market's employment needs ( EDB, n.d).

2) students graduating (Mohan, Al-Dairy, & Vandewhele, 2014) and enter the employment market. Most of them are facing difficulties to have a job since they do not add value to companies in the grand scheme of things. Thus, job-hunting in Bahrain has become highly competitive and the employment rate is harder to decrease, which ultimately hurts the economy.

a. Support the Bahrain Economic Development Board (EDB) and the 2030 vision (EDB, n.d)

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In the business world, knowledge about something is useless unless you know how to apply it. There are many higher education institutes in Bahrain that provides quality knowledge to students; however, they do not provide them with the ability or the skills to apply this knowledge in the workplace environment. Today, these skills are known as (The Employability Skills). The fact that many graduates are not equipped with these skills, led to the creation of many issues such as:

The Bahrain Economic Development Board is a public organization responsible of manag-ing and supporting initiatives that relates to investments in Bahrain. One of these initia-tives is the 2030 vision that focuses on creating a dynamic framework for the Bahraini economic development. Both the EDB and specifically the 2030 vision has led to an in-creasing investment rate, thus, new companies has entered the Bahraini market. Conse-quentially, this amplified the need for skilled employees rather than employee with only the knowledge of their specialty to meet the need for new companies. Therefore, the proposed project has the ability to support the economy by supplying the economy with skilled workforce to make the 2030 vision a 2030 reality.

II. Distinguish from competitors ( Mohan, Aldairy and Vandelwehe, 2014)

2.3-Service Provided

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The courses will vary in duration and can be as short as 2 hours class or as long as 8 classes long. The certificates at the end of their respective courses that are certified and approved by the prestigious and well-known institute Uk’s city and guild. Due to the vast amount of possible courses that can be provided, the center will conduct regular market research and focus on the most wanted skills in the market. Furthermore, the center will have a capacity of 48 students, however, these courses are also available to be given in universities or companies upon demand. In this case, the center will conduct need analy-sis in order to customize the courses, which will run for a shorter period of 2-5 days only depending on the customers' needs. Moreover, in order to make sure of the center ef -fectiveness, a follow-up will be conducted 3 months after each course has been com-pleted. Based on that result, adjustment will be made to the content or the delivery for consistent quality improvement. This will also add value to the services provided from the customers' point of view.

2.3.1-Center CoursesThe following courses were chosen based on our market research. This section depends on the primary research consisting of surveys and interviews conducted with companies such as Bahbahni, Bin Hindi and Ahmed Sharif. Further interviews were conducted with Hassan Al Dariy, Philippe Vandelwheele and Jamil Mohan (Training specialist and a tutor in Bahrain Polytechnic. ( Mohan, Al Dariy & Vandwhelle, 2014) KDC will be partnering with City & Guilds, an English training institute based in the United Kingdom. The reason behind this simple is quite obvious as they are well known for their high level qualification services provided to both learners and employers. Not to forget that they encourage ex-panding and help others start up their own institutes, whether inside the United King-dom or internationally. Also, they have a wide range of courses available for their part-ners and at different levels. They will be a huge support to KDC to start up, especially be-cause of their high qualification and good reputation world widely.

At this stage, it is apparent there is a huge need for skillful employees. It is also undeni-able that there are in fact other training institutes in Bahrain, more or else, they are con-sidered the competitors. Some of them provide training for graduates and support them such as Tamkeen. However, Tamkeen courses are knowledge base instead of skill base like (insert name) center. Furthermore, some higher education institute also claims to provide training such as the Bahrain Training Institute (BTI), though, their courses are technical such as ICT coding and mechanic engineering courses. Granted, Bahrain Poly-technic does provide both knowledge and workplace employability skills to students. But, they do not provide standalone course, as they are not fully accessible. As result, there is a gap for the center to inter and provide unique service in the Bahraini training market. 2.3-Service ProvidedThe courses will vary in duration and can be as short as 2 hours class or as long as 8 classes long. The certificates at the end of their respective courses that are certified and approved by the prestigious and well-known institute Uk’s city and guild. Due to the vast amount of possible courses that can be provided, the center will conduct regular market research and focus on the most wanted skills in the market. Furthermore, the center will have a capacity of 48 students, however, these courses are also available to be given in universities or companies upon demand. In this case, the center will conduct need analy-sis in order to customize the courses, which will run for a shorter period of 2-5 days only depending on the customers' needs. Moreover, in order to make sure of the center ef -fectiveness, a follow-up will be conducted 3 months after each course has been com-pleted. Based on that result, adjustment will be made to the content or the delivery for consistent quality improvement. This will also add value to the services provided from the customers' point of view.

2.3.1-Center CoursesThe following courses were chosen based on our market research. This section depends on the primary research consisting of surveys and interviews conducted with companies such as Bahbahni, Bin Hindi and Ahmed Sharif. Further interviews were conducted with Hassan Al Dariy, and Jamil Mohan (Training specialist and a tutor in Bahrain Polytechnic. KDC will be partnering with City & Guilds, an English training institute based in the United Kingdom. The reason behind this simple is quite obvious as they are well known for their high level qualification services provided to both learners and employers. Not to forget that they encourage expanding and help others start up their own institutes, whether in-side the United Kingdom or internationally. Also, they have a wide range of courses avail-able for their partners and at different levels. They will be a huge support to KDC to start up, especially because of their high qualification and good reputation world widely.

Note 1: the center will charge a rate of 2.5 BHD/hour, which is based on City’s and guild prices, our surveys (how much the customers are willing to pay) and interviews with training specialists.

2.4-In-Scope & Out Scope Statements

2.5-Deliverables & Milestones Deliverables are major aspect for the project as without them many concepts and aspects cannot be made, for instance, the WBS. They are basically the outcome that the project team will create to provide the product for their customers at the completion of the project.

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In-scope statement: This project will consist of establishing a development centre that is able to function at the end of the project period of a period of 9 months starting from Wednesday April 5th, 2015 and ending at Tuesday December 15th, 2015. Based on this, the project scope will contain conducting market research, gaining governmental ap-provals and necessary requirements, finding a suitable location for the centre, preparing the physical location of the centre, establishing the management of the centre, hiring tu-tors and administrative staff, partnering with other institutes for courses, and marketing the center during the specified period.

Out-scope statement: The project ends after the 9 months thus the team is not respon-sible for managing the centre. Any issues arising after this period, such as the need to in-troduce new courses, hiring more staff, carry on more marketing effort are out of the scope. For constructions, interior designing, visual and web designing, the team is only responsible for hiring suitable contractors. Likewise, the team is responsible of controlling the budget, but all payments to contractors are done by the finance department in Kanoo Group co. Furthermore, the team is not responsible for training staff and tutors, but rather only recruiting them. In addition, the team is not responsible for any of the creation of an organization culture, only establishing the structure and mission, vision and values.

2.5.1 Cost, Time and Quality of the Deliverables

The table in (appendix 4) expresses each deliverable to be handled in terms of as Time, Cost and Quality that these deliverables must accommodate. At the beginning, many deliverables have been estimated as the project team was still in the ball-park estimation phase. However, some of the deliverables such as Equipment and furniture have been assigned the time and costs upon research and quotations and this makes the approach to those things definite estimation. Thus, it should be noted, that in the initiating stage many costs were estimated and during the Budgeting step of the planning stage, the estimations were definite.

The table presented in appendix 4 has been updated with the updates of the WBS. The Updates in the WBS will be discussed thoroughly in its specified section. Another important note to make is that while the total cost of deliverables may seem to not be within the allowed range of the budget, these are only the costs for the major deliverables while the budget will include over costs such as indirect costs and reserves.

2.5.2-PERT Analysis

In addition, some deliverables timings were definite such as approvals as their timing are established from the legal body’s official websites. Whereas, the other deliverables were based upon PERT calculations and this table will show some calculations made for them.

It is the estimation that yields the expected value as it stands for Program Evaluation Review Technique. It is useful to estimate the time and cost when the team is not sure of yet ( Tutorial Point, n.d), and will give a reasonable estimation of what is the time or cost will be. PERT was useful at many levels. At first, it was used to estimate some cost to provide a view for the project team and then was replaced with more accurate estimation of costs. However, PERT was still used as basis of planning time required for the deliverables as to be explained later.

ESTIMATION = (Optimizing value+(4∗Most likely value)+Pessimistic value)

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OPTIMIZING VALUE: Is the lowest expected value for the process analysis.

MOST LIKELY VALUE: Is the moderate expected value for the process analysis.

PESSIMISTIC VALUE: Is the highest expected value for the process analysis.

For the values estimations, research with relevant training center, as mentioned, was conducted.

APPLICATION: the following is an application of this formula in the (“Promotional tools” and market research as these values are not yet fixed. Thus, this is used to have a realistic estimation of what the time for (market research) and the cost of (promotional tools) are:

TIME estimation for the period it will take to finish the market research:

Optimizing value: 35 days of 103

Most likely value: 37 days

Pessimistic value: 39days

E=(35+(4 X37)+39)

6=37days

Therefore, it will take about 37 days to finish the market research fully.

COST of the promotional tools (it is not define and fixed cost because the prices of advertisements usually vary a lot and that is why it is beneficial to estimate it:

Optimizing value: BHD 32000

Most likely value: BHD 34020

Pessimistic value: BHD 36000

E=(32000+(4 X 34020)+36000)6

=BHD34020

3.0-Work Breakdown StructureIt is a hierarchical decomposition of the project, or in other words, the division and breaking down of the process included in the project scope into main tasks to follow in the project (Work-Breakdown-Structure,-n.d.). This step comes after agreeing and preparing the project scope. The WBS is prepared to achieve different tasks including:

Reflects in the project objectives and help in achieving them Creates a logical structure for the project Creates a method of control for the resources Clarifies the structure of the control of the resources Communicates the status of the project Helps in improving the communication among the project team members

The WBS has three different stages, Major Deliverable, Subdivision Deliverable and Work Packages. The Major Deliverables are the main title of the activities that will be achieved throughout the project. The Major Deliverables are then subdivided into more deliverables with more specific details while the work packages are the final activities that will be achieved. The Major Deliverables are achieved when the subdivision deliverables are achieved, which are firstly achieved after performing the work packages. Each one of those deliverables has a unique number, which is called “Unique Identifier”. Also, these deliverables do not consist of any verb or action when they are included in the WBS.

WBSs can be prepared using different methods that would result in similar results. The approaches include:

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Guidelines: This approach depends on businesses that provide rules and strategies to create the WBS.

Analogy Approach: This approach depends on comparing the WBS’ of similar projects. Top-Down Approach: This approach starts with the largest items (Major Deliverables) and

breaks it down into smaller items (subdivisions and work packages). Bottom-Up Approach: This approach starts with the smaller items and are grouped up to reach

the large items. Mind-Mapping Approach: This approach is about writing the tasks and then arranging them in a

linear structure.

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The approach that was chosen to follow in order to perform this WBS was the Top-Down Approach as the project management team first identified the major deliverables that need to be undertaken and then divided and further subdivided them into smaller tasks.

The WBS was created in different stages throughout the project. The first version created was quite vague with misplaced concepts and deliverables, which was then developed into a more coherent version on a board using sticky papers. This version was again further developed into the final version that was presented in the first presentation to the stakeholders, which is shown below. The project management team checked the accuracy of that WBS and concluded that it is as accurate as possible.

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3.1-Start of Planning Stage: Creating the Activity List

3.2-Noticeable Updates on WBS

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After establishing and finalizing all activities needed to finish the project, it was necessary to create the project network diagram, the critical path method and personal Resource Matrix. All of which require durations for each tasks. While it is impossible to decide on the duration for each task with 100% of accuracy, the team done extensive research by inquiring from similar training institutes (such as Berlitz, Bahrain Polytechnic and Al Mo-heet) and from individuals with experience in training centers. From them, it was possible to gather information of the durations. Afterwards, the found information were used in PERT formula (using pessimistic, optimistic and most likely durations) in order to esti-mate the duration for each activity. Appendix 6 contains an application of the PERT on each activity as well as the final estimation.

As seen, the WBS has been updated after checking for accuracy and the team realized that adjustments are necessary. The first change was the team decided to chance the or-der of deliverables in the WBS in order to have a better view on the order of that the de-liverables must be achieved on , which was beneficial in creating the activity list. Further-more, new sub deliverables were created especially in “promotional tools” section were matters such as digital marketing and printed media terms were used as the sub-deliver-ables that govern the work packages instead of having a list of all promotional tools un-der on sub-deliverable. This was done for a better accuracy of division and classification of work packages. However, the biggest change was the addition of the major deliverable “academic courses”. At first this was included as part of the approvals since the team re-quire the approval of the partner, city and guild. After further consideration it was obvi-ous that the courses were one the major deliverables and not simply a work package. It also involve more than gaining approval from “city and guild”, thus, it was necessary to have it as a major deliverable. Overall, the second version of the WBS represent the Scope more than the first version.

After creating a more accurate after creating the WBS, the team aimed to start the planning of the project by converting the WBS into an activity list. To do so, the WBS was turned into an outline format as shown in (See Appendix: 5). After that, the team reviewed the assumptions, constrains and risks in order to identify any updates (these updates are discussed in their respective section of the charter). This lead to updating the outline format after identifying new elements. Afterwards, the updated outline format was converted into activity list. The project activities are those activity necessary to achieve a specific work package, thus the activity list is a list that show the actions needed to achieve all the project’s packages and in relation, to achieve the project’s deliverables. The way to covert the outline to an activity list is to place an action verb before the work package. In many cases, the team had to create new steps to achieve the package. An example of that would be how to carry on the purchasing equipment; the team had to search for suppliers first. This does not show in the WBS because it is not a work package but it does show in the activity list because it is a necessary step to achieve the work package. It should be mentioned that the same unique identifier was used in the WBS, outline and activity list. Finally, after arriving at the final version of the Project Activity List (See appendix:6), an updated version of the WBS is established as shown below.

4.0-Project Network Diagram

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After updating the WBS and turning it into the Project Activity List, those activities are then used to create the project network diagram. The main purpose of the PND is to show the overview flow of the activities that need to be carried out throughout the project (Successful Project Management, n.d.). In preparation of the PND, we need to first identify the predecessors and dependents activities from the list. The predecessors are the activities that need to be accomplished before another activity is started, that is the dependent activity. So, basically, the dependent activity depends on the completion of its predecessors’ activities in order to be started (See Appendix:7). For the durations used in the PND table, PERT was used using the same formula explained in the scope sec-tion of this report (section: 2.6.2) and showed in appendix 6 After drawing up the PND and connecting the activities together in accordance to their dependencies, the Critical Path Method needs to be identified. The CPM is the longest line of activities in the PND which takes the most durations (Rouse, 2011). It can be calcu-lated either on the PND graph or by adding up the durations of each activity line throughout the project. There are 2 approaches to determining the CPM on the PND graph that is the forward pass and the backward pass. The forward pass is where the CPM is identified through activities from the BEGINNING of the project until the end while the backward pass is the opposite as it starts from the END of the project to the beginning. The table below clarifies how the CPM is determined (See Appendix:8):

Forward Pass

The following figure below is a part of the full PND. To calculate the CPM, we follow the table that was explained above. This is the beginning section of the diagram, meaning that the early start of the activities is 0. After adding the durations of those activities to their early starts, the early finishes are concluded. It is notable that the largest early finish is chosen to be the early start of the next activity (in this case it is 11).

Backward Pass

The following figure below is a part of the full PND. As for the backward pass, as noted the late finish and early finish should be equal by the end of the project. The duration is deducted from the late finish to arrive at the late start. It is also notable in this approach that the smallest late start is chosen to be the late finish of the activities before it (In this case it is 183).

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5.0-Gantt Chart

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It is notable that the durations used to form the Gantt chart are derived from the Per-sonnel Resource Matrix (PRM) to ensure consistency throughout the entire project. Those durations are taken as baselines (Set of stored values) for the activities to examine the performance of the project or whether it is on time or not when the project actually starts. The following is a section from the Gantt Chart prepared for this project. The fig-ure can relate to the shapes above as the 3.0 Acquire Rental Agreement is the group bar, the activities below it are task bars, the arrows between those bars are the dependency arrows and finally after all the activities have been achieved, a milestone would be ac-complished. After the Gantt chart was established, a very important step is to cross-ref-erence between the Gantt Chart and the PND to make sure whether the information is consistent and that there are no mistakes. To do that, we compared the section about 5.0 Acquiring Academic Courses in both Gantt and PND and reached the conclusion that they are consistent in their activities and duration.

The Gantt Chart is a visual representation of the overall project, showing the duration of each activity, their dependencies, resources they need and milestones. It is very beneficial for the project as it increases efficiency through tracking the activities of the project as well as providing deadlines for each one of those activities (Threlfall, 2013). It also helps in increasing communication and creativity within the project team. The left side of the Gantt Chart consists of the activities with their unique identifiers, the duration of those activities, the start and finish dates, predecessors and the resources required for those activities to be accomplished. The Top bar as the days of the week and the dates of which those activities will happen in. The following are the shapes used to establish the Gantt chart:

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Cross Reference:

Gantt Chart:

PND:

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6.0-Personal Resource MatrixPersonal resource matrix is a systematic approach of allocating resources based on the personnel whom will be associated in the project and it allocated the amount of time needed for each activity to be accomplished by the personnel (appendix 10).

To create this systematic approach matrix properly, four steps should be considered and they are as follows:

1. Placing all the activities at the left-hand side of the matrix. (For example: Activity 1.1)2. Placing all the personnel needed for the project at the top of the matrix. (For example: HR-

Project Manager- Ali Sarhan)3. Entering the time needed for each activity in relation to the personnel associated to complete

this activity and the results will be derived from the PERT estimations for each activity calculated. (For example: 10 for Activity 1.1.1)

4. The matrix will be followed-up with the personnel in this project and their superiors.

The table below shows a part of the PRM and how it looks after applying the steps to present it in a methodical way: (Refer to the appendix for the whole matrix)

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Step 3

Step 1

Step 2

The above table expresses all the PERT calculations made to estimate the time in days needed for each activity as per the activity list. The optimistic, most-likely and pessimistic values will be assigned for ach activity and then the PERT formula will be applied on these values. The estimated values of all activities within each deliverable will be aggregated to find the total estimated time for the deliverable.

7.0-BudgetBudget is an extremely important planning and controlling tool as it shows the expected cost of the project; which can be compared to the actual cost to control the costs level. Appendix 10 contain a view of the final budget of the project, and this section show the steps taken to create it.

7.1-Cost Estimation Approaches Before starting the budget, the team had to decide on how the cost will be estimated, and there are three ways to do:

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7.2-Estimation Methods Level of CertaintyThe estimation of cost went through different level of certainty using different method of estimation:

7.3-Creating the Budget

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In order to creating the budget, there are 6 steps to be followed(accounting Explained, n.d). :

Listing all work packages: the team analyzed all deliverables and deduced the work packages that will incur costs to the project. Then, they were listed horizontally.

Listing account cost categories: the work packages were further analyzed to find what type of costs will they incur ( for example, advertisement, administrative) and they were listed horizon-tally on the top to form the matrix.

Cost estimation: as stated, the team gathered evidence on the cost of each work package using research. Appendix 11 contains calculation of the cost of each work package and appendix 12 contains the quotations that were gathered. After finding the cost estimation of each package, it was placed in the matrix with the work package corresponding account cost category (match-ing the likes with the likes). (accounting Explained, n.d) These cost estimation only included Di-rect cost, ( the cost that can be easily traceable to the work package based on information gathered ( quotes). imprtant clarification should be made is that the costs included here are not about the cost of work packages, but the budget also includeds Project managemnt com-pensation. it should be noted that this compenations is not the total payment recievd by the tema mmebers, but rather the cost of effort the team memebers have done to achieve the work package. it is impotnat to add it here because if it is ignored, the the cost of the work packages will be underestimated. Adding indirect cost: indirect cost can exists in different areas and it might be difficult to pin-point with their exact value because indirect cost by their nature cannot be traced back to the final output in the project; thus it is difficult to allocate cost for them ). (accounting Explained, n.d) . however it is important to include them in the budget because they will incur and ignore them means the budget is not accurate. Therefore, a fixed indirect cost rate will be used . it ex-pected that approximately 10% of the direct cost. Thus, (BHD 135,786 X 10%= BHD 13,578.62 ).

The above result indicates that if all risk happened, then the project will incur extra cost about BHD 7,809. Thus, this amount will be added as reserve in case of expected risk occurrence. It also should be noted that this reserve is about 5% of the total estimate, which complies with the Project management norms of keeping contingency between 2-5%.

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Step 5 Adding reserves: As part of being careful about the future and to minimize the risk of finance shortage, the budget most also include reserves to be used in the future. These includes contingent and management reserves:

A) Contingency reserves:This is a backup or supportive funds that is going to be used for planned cost with uncer-tain time or cost, basically it will depends on how risky the project (Usmani, n.d). Thus, thse reserves Must be calcualted based on risk idetinfied. The project maneger is the one controling these reservers and will authorize using it when a risk occure. To do so, expected monetary value method will be used to give monetary value to each identified risk and based on that a percentage of contingency reserves will be calculated unsing the formula:

𝐸𝑥𝑝𝑒𝑐𝑡𝑒𝑑 𝑚𝑜𝑛𝑒𝑡𝑎𝑟𝑦 𝑣𝑎𝑙𝑢𝑒= 𝑝𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 𝑜𝑓 𝑜𝑐𝑐𝑢𝑟𝑟𝑒𝑛𝑐𝑒 𝑋𝑚𝑎𝑔𝑛𝑖𝑡𝑢𝑑𝑒The percentage of occurrence and magintude are taken from the risk Matrix in appendix (3). The table below shows the application of EMV formula for all risks identified

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Baseline: The Baseline is the total expected cost to be incur in the project. It can be found by adding the total cost estimate with the total contingency reserves. (Usmain, n.d) The reason be-hind that is both are expected costs and thus they form the baseline. Step 5- B Management reserve: These reserves will be put aside in case of unexpected emergency, where the project can survive without the need to exceed the budget or go over the allow timeframe. These will be taken out of the overall allowed budget and only used in case of emergencies. only the authrzing stakeholder is able to approve the usage of management reserver where he see it fiting. This project is not significantly risky, but nonetheless, management reserves is be accounted for. Thus, it has been decided that 5% of the overall baseline will be a suitable management reserve. (157,174 X 5%= 7468 HD). Only 5% was taken, because it was not forecasted that major events will happen that will disturb the project; thus it is not advisable to keep higher percentages locked as management reserve. At the Same time, many expetced risks were counted for in the contingency reservers. Thus, there are low amount of uncertincy and thus no need to have high rate of management resure. Adding the baseline with the management reserves result in the over budget of the project. The final step: no budget should be approved without validation. The team obtain vali-dation from Mr. Hamad Muhya Alu deen, a charted public accountant. He stated that he firmly believe that the budget has considered the different aspects of the project and is sufficient in controlling and conducting this project .

As seen from the final overall budget required (apppednix 10), it is around BHD 164,000 after including different aspects of the project and not simply the direct cost of the budget. Thus, the after applying bottom up approach and comparing it with the top down limits, it can be concluded that the budget is sufficient and within the allowed range ( the maximum being BHD165,000).

8.0-Project Start-Up Meeting8.1-Project Vision

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The main idea behind the project is to establish a center unique to other centers in term of courses it provides. There is no institute that offers soft employability skills as core courses, while there is Bahrain polytechnic that offers them integrated. The project vi-sion was agreed upon in the startup meeting based on these elements why is it needed (Rationale) what is it “Product” and how will it be achieved. The following table provides a summary of these three elements that formed the project vision:

8.2-Define Roles & Individual Commitments

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8.3-Joint Commitments Joint commitment is the duties needed by the team members to achieve the common goals (Paskalev, 2005). Thus, it is the duties, other than their main tasks, that the project team members have toward each other and the project outcome. The joint commitment that the team participates in was to give their best effort in order to accomplish all required tasks within the given timeframe and budget. The team was committed to arrive to the meetings on time and have agenda in advance before coming, in order to save and utilize the time effectively. Furthermore, all members were required to exchange ideas and experiences, as more brains are better than one. In addition, the team was committed to organize and plan their work so that everyone in the team understands the proposed ideas/tasks. Another example of the joint commitment is the leader achieving as a motivator motivated the group to work as a unit so the group called themselves the ‘’unstoppable’’ as they thought that this name represented their cohesiveness and dedication toward achieving the final output. Based on that, the team jointly committed to helping each when a member is in need for help, as the team members did not act on the basis that when someone finishes his tasks then his/her work is done. However, members volunteered for help only when they have the ability to do so. For example, is If the budget control needed help in calculations, the project manager due to his background on accounting was the one who helped him not someone who does not have the knowledge to so. Finally the group was committed to respect each other and solve any dispute with democracy in order to overcome it as the project manager kept reminding the group of project importance so they come back on track.

8.4-Team Leadership 8.4.1-Focusing on deliverables

The following section refer to how the team maintained focus on the deliverables of the project. The project manager kept reminding the team members about deliverables and made sure that everybody understood them to avoid mistakes that will lead to the deliverables being unachieved.

The project manager used the following methods to keep team members focused on deliverables by:

-Evaluating activities with all members participating in, this to make sure all the chosen activities are needed and necessary. An example about that would be scheduling meetings. If the manger with the member felt that the meeting is unnecessary and might lead to wasting time or socializing than the meeting will not schedule and time will be invested in carrying out important tasks.

-Evaluating options, as all members participate to have several options then test their outcomes on the project in order to choose best one which leads to better quality. This happened across the whole project duration. An example of that occur when the team had to choose between the different malls. The initial mall that was suggested in City center. However, while it had large traffic, it is noisy and not suitable for training center. Thus, the team looked for other options and decided to go with enema as the first option and Sultan as the second option ( this ended up being the final location due to safety issues with Enma); which is better overall because these malls have more business visitors, are more cost effective and has suitable environment.

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-The project manager kept asking the members what are they doing and how to make sure they are on the right path. This is also used to make sure that they believe that their tasks are important or not, in order to detect tasks that will waste time and does not help in achieving deliverables.

-The project manager kept reminding the team of project’s vision to motivate them to be productive.

8.4.2-Provide Feedback

Feedback is providing evaluation from the project manager of the work done or behaviors of the members to them in order to adjust and improve performance to achieve the common goal. All feedback provided by the project manager is constructive feedback that focuses on improvement not criticism. From that, the project manager provided either/or both a reinforcement feedback (focuses on high desirable behaviors and encourage its continuation), or the manager can provide as corrective feedback that highlights improvements needed. This feedback is always supported by evidence of performance criteria that shows the reason behind the need and how it can be improved.

Method of feedback:

-Informal Coaching: the project manager did an excellent coaching to the team, as whenever they had a meeting or even outside the meeting he was giving feedback on daily tasks. Those individual feedbacks were through ‘’WhatsApp chat’’, phone calls, face to face meeting and emails

-Work product reviews: the project manager was always comparing the team work products to the actual plan in order to give valid feedback for adjustment or improvement.

-Formal performance reviews: the project manager developed a timetable for formal meetings with each member individually to discuss their skills/behaviors that will lead to accomplish the project effectively. This was done on a bi-monthly basis to ensure that members stay on track. If the performance concern the whole team then it will be a meeting with all members rather than individual meetings.

Besides all of that, the project manager also made sure that other members provide feedback to his work and behaviors for consistent improvement.

8.4.3-Reward Results

Reward result are important to motivate the team members, having recognized that, the project manager has used two types of rewards. Intrinsic rewards that involve motivating the person by giving him recognition awards) while extrinsic involves awarding using monetary awards. ( Beel, n.d)

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8.4.4-Celebrate Success

It is important to celebrate whenever the team has accomplished a major deliverable in order for them to be motivated. This process occurred on several point of the project. For example, when all approvals were gained the team went to informal dinner. When the location was constructed, the team was invited by the project manager to the watch a film and go bowling. Finally, after completing the project the team went on a pool trip together to celebrate their success. While these are small matters, they helped the team become more familiar with each other and team cohesiveness became stronger.

8.4.5-Communicate Change

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The only constant thing in life is change, and thus, the project manager was keen in communicating any change in the project to the team members and relevant stakeholder (authorizing and principle stakeholder). Different communication methods are used for the stakeholder (thus refer to appendix 2 for the stakeholder communication planner). Any change will result in documenting it and updating relevant documents as well. For example, when the activity list was updated so was the WBS. As part of effective communication, the project manager that in each change communication (whether verbal or written) include the following

1) Explain Reasons behind change2) Impact of the change on the stakeholder 3) Plan to implement change (including extra time and budget required). 4) Provide analysis on the impact of the change on the whole project 5) Provide information on who is responsible for the change. 6) Ask for their feedback and them approving the change when needed.

To ensure effective communication to change, the project manager follows the who, what, when, how method for example when the team had to shit from Enma Mall to Sultan Mall. The team leader saw that the team needed to find about the change when it occurred by having a formal meeting to discuss it and the change that will incur.

8.5-Balance Communication

Refer to appendix 1 for a full communication plan regarding all stakeholders. The important note here is that team has accounted for different type of communication (internal and external) to ensure the communication is effective with the different stakeholder and the project is successful.

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8.6-Kanoo Development Center Logo

The logo is designed with consideration of standard principles of design that any logo should have. The colors are consistent with center branding, the red big ‘’K’’ is shaped like this to grab people’s attention.

In term of colors, Red and gray were used. Red is the color of the Bahraini flag, thus this gives the impression that the center is Bahrain ordinated. The use of gray on the word “Development” was deliverable because gray is usually a calming color (Empower, n.d) that suggest stability color to signify that the development offered is suitable.

Besides that, the big "K", which refers to "Kanoo", is holding and raising D, which is "Development”. This signify that Kanoo center will raise the development of trainees. The extended ‘’K’’ also shaped in a way that illustrates the path to success. Additionally, the logo is represented in English and Arabic, as one of logo designs principles requires that, not to forget that the target market are Bahrainis with Arabic mother language.

Because of all that, the logo is a clear gateway for the public to identify the center with. It is easy on the way and can holds meaning making it suitable for marketing purposes.

9.0-Variance Analysis9.1-Monitoring & Control CriteriaThese are systematic comparison procedures that occur to compare between the baselines set for the performance of activities with the actual real-time data that are collected after the performance of those activities. These controls are done by reporting issues, risks and progress and are set to ensure that the project is running properly and using their assets (physical assets, human resources, finances) effectively. The steps of performing these controls in a project are as followed:

Setting Baselines Plan: setting the forecasts that the project team estimates for time and costs. Measuring Progress: collecting data throughout the performance of the project. Comparing Plan & Actual: comparing between plan and actual data to identify variances. Taking Action: change plans if needed to continue the project.

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9.2-Elements of Variance AnalysisEarned-Value Management is an essential part of project management that is to measure the performance of the project throughout the implementing process (Dwivedi,n.d.). This measurement depends on the comparison between the planned and actual work to find the variances in the project. It is divided into 3 main elements, Planned Value, Earned Value and Actual Cost (Ellis, n.d.).

These elements defined above are used in the Variance Analysis that compares between the planned values and the actual values to determine the difference and the causes behind those differences (Accounting Coach, n.d.). There are different types of variances, including Schedule Variance and Cost Variance.

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9.3-Variance Analysis CalculationTo calculate the variances, some figures need to be collected for PV, EV and AC. The analysis will be implemented on two different months and their figures are as followed (Refer to appendix 12 for information about monthly costs):

After calculating those amounts, they are used in the variance analysis as followed:

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9.4-Analysis Comparison

Proposing a Change: PM team proposes a change in the project to the stakeholders. Summary of Impact: the impacts of the change will be summarized. Decision: the decision made to implement the change shall be made. Implementing a Change: performing the actual decision made. Closing a Change: finalize the change by documenting it in records.

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The process of change does not apply to all kinds of changes required within the project and the level of variance and its significance defines the need for it. The analysis of the variances are as followed:

Period (1): After 3 Months of Running the Project

Schedule Variance: After calculating this variance, it is noticeable that there is variance of (BD-1,758) between the EV and PV, meaning that the project is behind schedule as the figure is negative. This is the result of having EV lower than the PV that was anticipated. The reason behind the lower EV is that there was a delay in receiving the approval of Min-istry of Commerce even though all the payments were made on time. The approval was expected to be received on Wednesday 24 th June 2015, as clarified in the Gantt Chart, though it was delayed until after Thursday 2nd July 2015. This delay could have been sig-nificant to the project as the activity falls into the Critical Path which has no float at all. The project team then decided to try to speed up the upcoming activities in order to min-imize the effects on the delay on the entire project even though the project is planned to finish 2 weeks before the end of the 9 months specified by stakeholders. The PM team decided on trying to find contractors for Construction and Interior Design that could fin -ish their job faster than the period specified for them.

Cost Variance: There is also a Cost Variance in this period of (BD -1,901) between the EV and AC, meaning that the project is going over budget since the variance is negative. This is resulted by having AC that incurred higher than the EV. The reason after having a higher AC is because Derasat Research Center asked for more fees of research due to the depth level that the project management team required, which was still performed in the timeframe specified for them. This variance was seen to be insignificant for the entire project as the project management team had specified a good monetary value for the risk of going over budget. Therefore, no changes were made to the progress of the project.

After the variances were found by Salman Ismaeel, responsible of Budget Control in the PM team, they were communicated immediately to the project management team in order to discuss them and find solutions for any issues that could came up. The results of these variances and the decision made by the project management team were documented, whether a decision to change something was made or not, in order to keep an accurate detailed record of the project. Any changes were made as a result of these variances were communicated to the related parties. These changes include scope creep (going outside of the plan scope) and any changes to the progress of the project that may cause issues. If the results of those changes were significant enough to push the project finish date later, a process of change control has to be implemented. The process goes as followed:

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Period (2): After 6 Months of Running the Project

Schedule Variance: This variance showed a difference of (BD 3,182) between the EV and PV, as EV was more than PV for the period. This means that the project is ahead of schedule, which was resulted by the efficient and effective work of the Construction agency and finished their work days before the team specified for them. This was helpful for the project to cover up for the delayed caused in the first period because of the ap -proval of Ministry of Commerce. Since those activities had finished before their specific times, the project team did not hesitate to continue with their activities and hired a Web Designing agency in the same period (Costing BD 2,000), which is earlier than the period it was expected to be in. Hiring the web designer in this period rather than the one after is what resulted an increase in the EV for this period. This variance also provided extra time to cover the rest of the activities and plenty of time to check that everything has been es-tablished in accordance with the plan by the end of the 9 months. Therefore, no decision was made regarding this variance.

Cost Variance: The results of this variance revealed there was a difference of (BD 1,353) in the costs of this period. The difference between the EV and AC in this variance means that the project is running under budget. The reason behind this is that the project man -agement team decided to look for Construction and Interior Designers that could finish their job faster because of the delay caused by the Ministry of Commerce. As a result of that, we were able to find contractors that actually cost less than we had forecasted for the job, which decreased the AC for this period sharply even with the increase in costs re-sulted hiring the Web Designing Agency. This helped the project save up some cash from the budget to be spent over different aspect of the remaining activities that is the Pro -motional Tools. The decision made because of this variance was to use the budget saved in this period in expanding and improving the Opening Ceremony for the launch of the project.

10.0-Closing a Project10.1-Administrative ClosureThe project team was originally hired to carry out the project needed by the authorizing stakeholders within 9 months and a budget not exceeding BHD 165,000. Since the project is now completed the administrative relationship between the team and the authorizing and principle stakeholders must settle. This will include several matters:

10.1.1-Documented Product

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The aim of this project was to establish training focused on providing employability skills to create added value employees. The center, named the Kanoo Development center was created to be able to produce quality trainees so they become value-added employees.

The project was successful in producing a 280 sq meters training center located in Sultan Mall that provides soft skills courses in communication, planning and organization, self-management, and team work skills. The center location has 2 class rooms fully equipped with tables, chairs, computers, and active boards to deliver the courses to about 48 (24 each) students. These courses are provided by the respected academic institute “City and Guild”. Furthermore, 4 quality tutors who are experienced in work industries and in training were hired to deliver the courses alongside a qualified management team of five who will run the center from the point of closing the center. Moreover, a promotional plan was designed and implemented that covered areas of e-marketing ( social media and a website), flyers distributed in 4 different malls ( city, Centre, sultan and al-seef), advertisement in different magazine ( Al-waten, Al-waset, Alwaseet, Al-ayam and Gulf news) and an opening day with press conference. All that, to inform the Bahraini society and business environment about the center to attract trainees to it. All approvals were gained and the organization structure was designed making the center ready to function.

For the most part, the plan for the center remained the same. However, changes were inevitable on different levels. During implementation, some suppliers were changed due to locating suppliers that are more suitable (both in term of quality and cost). The most noticeable and impactful change however, was that in the original plan, it was decided to establish the center in Enma Mall due the location that attracts many workers in business industries to have business meetings there, as well as because it attracts many university students and it has suitable rental cost. All that made it a suitable location for the mall, however, an accident happened were the mall celling collapsed, making the mall a hazardous place. The project team was keen to track the news and so was informed on this matters via press information. Thus, for health and safety, the location was changed to sultan mall, a mall that attracts business visitors and have suitable rental cost. It is also safe for establishing the center because the team made sure to hire an engineer to inspect the mall before renting. It should be noted that no cost was wasted on ENMA mall because the team was keen on keeping up with the news and was able to discover the accident before signing the leasing contract with them.

10.1.2-Team Contribution Recorded All members of the team were active in instating, planning, implanting, controlling and closing the project. The workload was divided into the group members by the team leader and everyone was available to help a member when needed. The below table highlight little outstanding contribution carried by each member:

10.1.3-Lesson DocumentedThe project management team decided to carry out a lesson learnt session after each significant project phase and record them for future reference. The table below highlights the lesson documented in each phase:

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10.1.4-Sign-off

10.2-Archive Created

10.3-Contractors Closing Since the project required the team to hire contractors to fulfill specific needed, it is therefore necessary to bring the relationship with them to a closure.

10.3.1-Performance Check Before ending the relationship with them, the team had to review their performance to ensure that they have performed their duties properly. To so, the team has deduced criteria to evaluate the work of each contractor.

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An archive was created to store all documents that the team has created. This include all the documents created such as the project charter, Scope, WBS, BRM, BND, Budget, administrative and contractors closing documents. These documents are sent to the main branch of Kanoo group where they will be saved in their servers and are accessed via the group’s SharePoint. This will guaranty the safe keeping of these documents and accessibility at any time. Appendix (15) shows the archive structure that will be used in order to keep the documents accessible and organized.

Sign off sheets is a formal conclusion of the relationship between the project manage-ment team and Kanoo Co. group where the authorizing stakeholder on behalf of the principle stakeholder publicly state whether the project management team has created the project with the needed quality or not. The engagement team has obtained and signed with the authorizing stakeholder stakeholders that team has fulfilled all of their duties with the desire quality and therefore are free from any future liability. For a view of this sign off sheet refer to appendix (13-14).

10.3.2-Contractors Sign-off Document

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After reviewing the quality of their work, the team ended the obligation of their contracts by using a signing off sheet similar to the one used between the project management team and the contractors. This document will show if the team has agree that the con-tractors have met all of the requirement needed and thus, whether they are clear from any future liability. It must be signed by both parties (the team and the contractor) to show they agree on the end of the contractions obligation. There are 8 different contrac-tors, and this step was repeated for each contractor after confirming the review of his/her completing their tasks properly. Furthermore, as part of the controls, the project manager, the external relation manager and the contractor must all sign the document. Moreover, all sign off documents uses the same format as showed in (appendix 13-14) which is a sign off document with Noor Hussain, the web designer.

Mr. Khaled Kamal was responsible of delivering the feedback to all contractors after comparing the actual performance with the criteria and. consulting the team members, especially if the task is one member’s specialty (such as consulting Ms. Sawsan Shaker). For most part, all contractors performed well mostly due to the team making sure to communicate clearly with them at the start of the engagement with them and set disci-plinary actions in case they fail to fulfill their duties. Nonetheless, performance review al-lowed the team detecting issues with visual design related to the non-confirming sizes. Mr. Khaled informed Mustata Hassan who agreed to fix the size without any significant agreements.

10.3.3-Data Archived

10.3.4-Authorizing Payments

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For contractors to receive payments, the sign off sheet (signed by the project manager, the external relation manager (or marketer) and the contractor) that shows that the contracts has fulfilled his duties and deserve payments must be completed. Then, the budget controller will authorize the payments by sending the outstanding amounts due to contractors and needed information (such as contractors back account) to Kanoo group financial department in order to send payments to contractors. All of these procedures are done as part of budget control, in order to ensure that the project does not pay for a contractor who has not fulfilled all of duties or has not filled them with the needed quality. The following table shows the outstanding amount and the method required to send payments to contractors.

Contractors’ closure stage will lead to the creation of several documents that are vital for record keeping. Most noticeable documents are the performance-checks and sign off sheets. All these documents are kept in safe place alongside the other documents archived in Kanoo group SharePoint (structure showed above). Copay of some documents, however, will be sent to their respective contractors such as the sign off sheets and payments authorized (to be discussed below).

11.0-References

Accounting Coach. (n.d.).What is variance analysis? Retrieved from http://www.accountingcoach.com/blog/what-is-variance-analysis

Accounting Explained. (n.d). Direct and Indirect Costs. Retrievd from: http://accountingexplained.com/managerial/costs/direct-and-indirect-costs Beel, V. (n.d). team awards. Retirevd from: http://team-rewards.de/files/Project_Team_Rewards---eBook_Medium_Quality_%28c%29.pdf Cochran, S. ( 2013). providing feedback and avoiding feedback failure. Retrievd from:

Cost estimation. (n.d). Rtrievd from: http://www.navsea.navy.mil/supship/SOM/Ch_6_Cost_Estimating.pdfDwivedi, U. (n.d.). Earned Value Management Explained. Retrieved from http://www.projectsmart.co.uk/earned-value-management-explained.php

EDB. (n.d). 2030. Vision. Retrieved from: http://www.bahrainedb.com/en/about/Pages/economic%20vision%202030.aspx#.VKjOiiuUdZgEllis, A. (n.d.). Calculating budget at completion (BAC), planned value (PV), earned value (EV), and actual cost (AC). Retrieved from http://www.lynda.com/Business-Business-Skills-tutorials/Calculating-budget-completion-BAC-planned-value-PV-earned-value-EV-actual-cost-AC/162457/166672-4.html

Empower. (n.d.). The color gray. Retrieved from: http://www.empower-yourself-with-color-psychology.com/color-gray.html

http://www.brighthubpm.com/monitoring-projects/125744-three-methods-to-avoid-feedback-failure-in-project-management/IUC.Edu. (n.d). Assumptions and constrains. Retrieved from: http://www.luc.edu/media/lucedu/pmo/pdfs/additionalreading/Assumptions_and_Constraints.pdf

Mindtools. (n.d.A). Stakeholder analysis. Retrieved from: http://www.mindtools.com/pages/article/newPPM_07.htm

Mindtools. (n.d.B). Probability and impact analysis. Retrieved from: http://www.mindtools.com/pages/article/newPPM_78.htm

Mohan, J. Al Dairy, H. Vandewhelle, P. (2014). Training centers. Personal interview by Ali Sarhan.Paskalev, V.(2005). Joint commitments. Retrievd from: http://apps.eui.eu/Personal/Researchers/vpaskalev/_joint_commitments_and_individuals_-_v_3.5.pdf

Richer, L. (2014). Project charter. Retrieved from: http://www.brighthubpm.com/project-planning/5161-what-is-a-project-charter/

Rouse, M. (2011). Critical Path Method (CPM). Retrieved from http://whatis.techtarget.com/definition/critical-path-method-CPM

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http://whatis.techtarget.com/definition/critical-path-method-CPM

http://www.brighthubpm.com/project-planning/5161-what-is-a-project-charter/

http://www.brighthubpm.com/project-planning/5161-what-is-a-project-charter/

http://www.mindtools.com/pages/article/newPPM_78.htm

http://www.mindtools.com/pages/article/newPPM_07.htm

http://www.luc.edu/media/lucedu/pmo/pdfs/additionalreading/Assumptions_and_Constraints.pdf

http://www.empower-yourself-with-color-psychology.com/color-gray.html

http://www.empower-yourself-with-color-psychology.com/color-gray.html

http://www.lynda.com/Business-Business-Skills-tutorials/Calculating-budget-completion-BAC-planned-value-PV-earned-value-EV-actual-cost-AC/162457/166672-4.html

http://www.lynda.com/Business-Business-Skills-tutorials/Calculating-budget-completion-BAC-planned-value-PV-earned-value-EV-actual-cost-AC/162457/166672-4.html

http://www.bahrainedb.com/en/about/Pages/economic%20vision%202030.aspx#.VKjOiiuUdZg

http://www.bahrainedb.com/en/about/Pages/economic%20vision%202030.aspx#.VKjOiiuUdZg

http://www.projectsmart.co.uk/earned-value-management-explained.php

http://www.accountingcoach.com/blog/what-is-variance-analysis

Successful Project Management. (n.d.). The Network Diagram – Bringing order to project work flows. Retrieved from http://www.successful-project-management.com/network-diagram.html

Threfall, D. (2013). How Gantt Charts Will Help you Finish Your Next Project on Time and under Budget. Retrieved from http://teamgantt.com/blog/2013/12/26/how-gantt-charts-will-help-you-finish-your-next-project-on-time-and-under-budget/

Wally, D. (2014). Top-down or bottom up. Retirevd from: http://www.trinityp3.com/2014/02/top-down-or-bottom-up-budgetin

Work Breakdown Structure.com. (n.d.). Work Breakdown Structure (WBS). Retrieved from https://www.workbreakdownstructure.com/

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https://www.workbreakdownstructure.com/

http://teamgantt.com/blog/2013/12/26/how-gantt-charts-will-help-you-finish-your-next-project-on-time-and-under-budget/

http://teamgantt.com/blog/2013/12/26/how-gantt-charts-will-help-you-finish-your-next-project-on-time-and-under-budget/

http://www.successful-project-management.com/network-diagram.html

Stakeholders Register

Project Name: Kanoo Development CentreProject Phase: Initiating StageDate: Oct 12th 2014

12.0-Appendices12.1-Stakeholders Registry

Name of Stakeholder Designation Department Role in Project Type of Stakeholder Type of

Communication requirements from them

Mr. Yusuf Kanoo Head of Investment

Kanoo finance and investment

department

Centre higher management Authorizing

Face to face/ meeting/

telephone and emails

To provide a direct communication line and give quick and fast approvals when needed to implement the project in the timeframe without going against the agreement with Kanoo group. Furthermore, it is expected from him to provide a clear outline of what the team is allowed and not allowed to do while implementing the project to avoid any confusion. Finally, in case of any rejection to any request made by the team in relation to the project, he must provide clear explanation to the reasons behind the rejections so the team can re corporate and continue the project.

Kanoo Group parent company - investors Principle

Face to face ( meeting with the CFO/CEO whenever is necessary)/


To provide the full budget and any needed legal requirement in a set and Adequate time frame. To inform the team of their expectations clearly. To set with the teams any specific rules or limitation the team has while implementing the project.

Mr. Richard DicksonLesson

manager at sultan mall

Leasing manager lease owner secondary

Face to face/ telephone and

emails

To provide a full quotation of the rental after receiving the order. To make the premises available for the team as agreed upon. To not interfere with the center as long as it complies with all rules

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Name of Stakeholder Their Expectations Interests Influence on Project Outcome

Mr. Yusuf Kanoo

To carry the project and Deliver quality result while staying within the specified

budget and timeframe. To provide updates progress report and vital information about

the project

High: as part of Kanoo Group he has a high interest in the project being a success and therefore a high interest in any changes that occur in the project

High influence: As the authorizing stakeholder, he is one of the main project's stakeholders and basically has the power to stop the project or do not authorize specific matters which may lead the team to increase the project creep.

Kanoo Group

High: they are the end owners so they have high interests in

anything that occurs in the project to ensure its success

High influence because they are the ultimate owners of the center and they are the investors. The authorizing stakeholder is part of them, thus, they have full control over the project

Mr. Richard Dickson

To provide to him all information related to the project and necessary for lesson

contract. To respect the rules of the mall and requirements specified in the leasing

contract.

Low: he does not care how successful the project will be,

his only concern that the center is following the mall

rules and will pay the rent on time. Therefore he has a low

interest in the project

Low: because he can only influence the project by disagreeing to rent a spot in the mall to the center. However, there are other options for the place that will fulfill the same need; thus the influence Is not tremendous.

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Name of Stakeholder Designation Department Role in Project Type of Stakeholder

Type of Communication requirements from them

Mr. Jack Parker

partner relation officer

(UK City and guild)

partnership management

business partner secondary

telephone, Virtual and

video conferences and emails

To provide the full material of all courses agreed upon, as well as any related course updates. Furthermore, to acknowledge us as their partner and ligament provider for their certificates in front of their customers and advertise us as such

Staff Facility Centre management workers secondary



To carry out the different day to day activity at the center after the 9 months. These staff will act as the management of

the center and carry tasks such as accounting, HR, and other administration

tasks

Mr. Sajeda jassim/ Mr. ahmed Isa/ Mr. Salman

Ali/Mr. Abdullah Salman/ Ms. Sara Ali/

Ms. Fatima Khaled

Employees Teaching department Tutors secondary



To attend all their class, prepare any activities needed and answer student’s questions. It is also expected of them to be knowledgeable and updated with the course materials and to attend all meetings with the center management

Students Various - trainees/ customers secondary

Face to face ( class room teaching)/


To attend all classes and carry out all tasks required. To follow the center code of conduct and to pay the fees on time.

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Mr. Jack Parker

To provide to him all information related to the project including the teaching strategies, target market and other information required by

the contract. To respect the contract signed and provide

updates report on the courses and trainees on regular periods.

Medium-low: his interests is focused on the fact that the center will provide their course, thus, they want the project to be a success to increase their reputation. However, they are not affected hugely by the success or failure of the project thus they have a medium-low interest.

Medium Influence: The center courses will not create but instead it will provide courses from the prestigious world training and language center. Thus, Mr. Parker is able to determine the nature of the partnership (if any). In case approval aren't granted, the center will have to spend time, money and effort to develop courses or choose another institute to provide the courses, albeit they are most likely to be of lesser quality.

StaffTo provide a full explanation of

their duties, rights and responsibilities within the center.

High: because they are directly affected by how successfully the

project. As if the team is successful in completing the center within the 9 months and within the budget, they

will have jobs. That is why their interest is high.

Low-influence: because while they will run the center after the nine months, they can be replaced easily. The team is responsible for hiring and will target suitable staff that have degrees on administrative areas (accounting, management, and marketing act.). These major are easily found, thus if the team found the staff hired not suitable they can easily replace them.

Mr. Sajeda jassim/ Mr.

ahmed Isa/ Mr. Salman Ali/Mr.

Abdullah Salman/ Ms. Sara Ali/ Ms.

Fatima Khaled

To provide a full explanation of their duties, rights and

responsibilities within the center. To provide explanations of the

courses attached with the courses descriptors

High: just like the other staff members, they too have high

interest because they are financially affected by it. The more successful the project is, the more class they have and more money have make.

And vice versa

Medium influence: because they are the one delivering the courses and the will determine the quality courses. But they can be replaced when needed; while this might waste resources, it will not be lethal to the project's future. However, they have higher influence then the rest of the staff because it is one of the team’s objectives is to deliverable a center with quality courses. Thus, the tutors are those that will ultimately determine the quality of the courses (through) delivery.

StudentsTo provide the needed courses material, tutors and equipment in order have informative classes.

Low: there main interest is to receive the certificate after passing the course. Thus, they do not have

significant interest on the success of the center itself; financially or

otherwise.

Medium-low: their influence came from the fact they represent the only sources of demand, so if they do not represent a huge demand, the center will fail. Albeit a huge impact, they do not have the same influence on the project during the period of 9 months which is what the scope of this project is. Thus, they have medium impact, because the team must also be aware to create an appealing center and sufficient marketing campaign to attract. Other than that, the potential future customers cannot impact the project hugely.

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Name of Stakeholder Designation Department Role in Project

Type of Stakeholder

Type of Communication requirements from them

Equipment Suppliers - - Suppliers secondary

Face to face/ meeting/ telephone and emails

To deliver the goods and products with the needed quality and on time.

The clearance agency The interior designer, the construction company, the visual designer, the web designer, the recruiting agency and the event planner

Contractors - workers secondary


To provide the needed work with the needed quality within the needed timeframe.

Mr. Fatema ahmed approvals manager

Ministry of commerce ( Department of commercial registration)

approval provider secondary

Face to face/ telephone and emails

To provide the team with information about the full requirements need to receive an approval. To provide the team with an approval needed for the center to be acknowledged as a commercial center where it will be legal for the company to carry out business to make profit.

Ms. Sajeda Ahmed Approvals manager

Ministry of commerce ( commercial name registry)



To provide the team with all information about the requirements needed to register the name of business and will allow the center to create its own brand and carry out the business.

Mr. Majed Majeed Inspector

Civil defense ( safety inspection department)



To provide the team with information about the full requirements need to receive an approval. To provide the team with an approval needed for the center to be acknowledged as a safe place that complies with all safety laws in Bahrain without any delays after all requirement have been met

Ms. Ali Hameed approvals manager

Ministry of labor

approval provider

secondary Face to face/ telephone and emails

To provide the team with information about the full requirements need to receive an approval. To provide the team with an approval needed for the center to provided courses acknowledge by the Bahraini industries. finally, is expected to

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provide the approval to open the center and a training institute when all requirements are met without any dely.


Equipment Suppliers

To provide products specifications required, delivery information and make payments on time.

Medium-Low: they are only interested in the center in the sense that the center will be able to pay the bills; that is why they have somewhat medium interest in the center

Low: because the suppliers tasks will be to deliver mostly fixed assets. In case these assets are not of quality; the team can return it and change the suppliers. This will waste time but it won’t have huge impact on the success of the center

The clearance agency The interior designer, the construction company, the visual designer, the web designer, the recruiting agency and the event planner

To provide all information about their tasks, deadlines and needed quality. To provide feedback when needed or asked for. To Respect the terms of their contract and make payment on time

Medium: while they are, just like the suppliers, want the center success in order to receive their payments; they have higher interest because they will be responsible for the center designed and physical place; thus the more the center is known the more their work will be known and their reputation and business will bloom

Medium-low: while they have influence that can waste time if their tasks are not done with the deadlines with the wanted quality. The team can monitor them or change them when possible to adapt.

Mr. Fatema ahmed

To submit all needed information required in the application form. To follow the Bahraini law requirement.

Low: because they are not interested on whether the center is successful or not as they are not directly affected by it. There only interest is for the center to follow all laws before providing the approval

Medium-low Influence: Their influence is due to their ability to delay the approval process or disapprove of the project; which lead to cancelation. However, after analysis, this influence is not huge as they follow the rules of Bahrain law, thus they themselves do not control the process and cannot disapprove the project as long as all requirements are met ( which the project does), Thus, they have medium-low impact.

Ms. Sajeda Ahmed

Mr. Majed Majeed

Ms. Ali Hameed

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Name of Stakeholder Designation Department Role in

ProjectType of

StakeholderType of

Communication requirements from them

Mr. Khaled Kamal Manager - Project

teamTeam member


Mr. Khaled Kamal: he is responsible for the communication of external parties such as faculties, suppliers and contractors. He is also responsible for the recruitment of the center employees.

Mr. Salman Isameel Manager -

Project team ( budget control)

Team member


Mr. Salman Ismail: he is responsible for costing and budget controlling with all needed analysis and calculations. He must monitor the performance to make sure that the project is still within the specified budget.

Ms. Sawsan Shaker Manager -

Project team ( marketing

Team member


Ms. Sawsan Shaker: is responsible for the marketing aspects of the projects. This will include the initial market research as well as the promotional plan and the public relations matter

Mr. Ali Sarhan

Project manager - Team

leaderProject manager


Project Manager (Ali Sarhan): the project manager is responsible for managing the team within the boundaries of the project scope. He must lead the development of the project plan, resources and risk management. The project manager must also provide apparels and permission to related parties so they can initiate the work. He must also monitor the project progress and maintain a copy of the projects documentations. Furthermore, he must have a direct contact with Mr. Yusuf Kanoo and he is responsible for filing the progress reports. Mr. Sarhan must lead the team and solve any in-team conflicts in order to have a successful project implantation.

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Mr. Khaled Kamal - High: the project team will be paid upon the finish of the 9 months period and the

realization of the center has been completed. However, they do not have

financial interest in the success of the center thereafter. nonetheless, they do want to

produce successful project because it is their tasks and they have interest in their reputation as the success of such huge

project will boost their reputation; thus they have high interest in this project success

Medium high: they are influence are high because they ultimately are the ones who that will realize the project

and present it to the public; thus setting the first step towards its

success or failure. However, they don’t have the ultimate authority as

this set with the authorizing stakeholder. Thus, they have medium

high not extremely high influence

Mr. Salman Isameel -

Ms. Sawsan Shaker -

Mr. Ali Sarhan -

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12.2-Stakeholders Communication

Stakeholder with the information need Type of information needed Why do they need the

information When is it needed Communication method Provider

Yusuf Kanoo

Progress reports

Being the authorizing stakeholder, he must be kept updated with all aspect of the project as he will control the project's resources.

Bi-monthly Hardcopy and email

The project manager Ali Sarhan

Risk management report

Whenever a significant risks occur and is solved or need approval from Mr. Yusuf to be solved

Hardcopy of the report, email and a meeting

Project charter, Scope, Gantt chart, activity chart, WBS, personal resources matrix and budget ( cost planning)

initiating and planning stage Hard copy and email

The need of using management reserve

whenever the need of doing so arises Hard copy and email

Project team report on the implementation of the project.

after the implementation stage Hardcopy of the

report, email and a meetingKanoo Group CEO

the CEO represent the principle stakeholder and must be reasonably updated with the project to make him satisfied.

Progress report every 2 months

Mr. Richard Dickson ( leasing manager)

the project bank account ( for payment), project approvals and project information ( such as activity) and size of needed rental and the period

necessary for leasing contracts and agreements

while in negotiating with him and before signing the leasing contract

Hardcopy and a meeting Mr. Khaled Kamal

management staff/ tutors

the centre agenda, courses structure in order for them to

understand what is required for them and thus perform their tasks properly

before signing the contract with the centre ( during the job interview)

hardcopy of the centre overview, meetings

Mr. Khaled Kamal

Their expected payment and duties (job description) and the entries of the job contract.

a copy of the contract and the job description

Mr. Khaled Kamal

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StudentThe courses available, courses descriptions, courses duration and courses fees.

In order to inform them of the services provided by and attract them.

periodic ( whenever they are subjected to the promotional tools)

promotional tools ( e-marketing and social media, brochures and advertisements)

Ms. Sawsan Shaker ( within the 9 months only)

The contractors: The clearance agency The interior designer, the construction company, the visual designer, the web designer, the recruiting agency and the event planner

Their specific tasks and Quality needed. And any information needed for them to carry their tasks, timeframe allowed, budget allowed, terms of agreement and her payment agreement.

in order for them to understand what is required for them and thus perform their tasks properly

During negotiating with them before signing the contract

Email, hardcopy , information report and meetings

Mr. Khaled Kamal, Ms, Sawsan Shaker

Feedback of their work on periodic basis Mr. Khaled Kamal, Ms, Sawsan Shaker

Suppliers

Purchase order, credit payment information, and other special requirement ( such as delivery and installation), date of delivery needed and location

in order to deliver the specified order

When making an order and signing it with the supplier

Hardcopy/ software format produced by the supplier and filled by the project team representative

Mr.Salman Isameel, Khaled Kamal

Mr. Fatima ahmed ( approval officer in the ministry of labor)

courses provided, premises locations, training plans and other matters included in the application form

Needed in order to apply for approval

when applying for the approval

Hardcopy with the approval form

the clearance agency

Ms. Sajeda Ahmed ( ministry of commerce approval officer for commercial name)

the commercial name wanted, activity, owners and other matters included in the application forum

Mr. Ali Sami ( ministry of commerce approvel officer for commercial regirsty)

Company activity, agenda, field of business, location, budget among other matters covered in the application forum

hardcopy of all the needed documents and the filled application form

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Mr. Majed Majeed ( civil defense inspector)

material used to create the centre in the mall, safety measurements and policies taken, safety plans in case of emergencies

during his inspection before opening the centre

hardcopy of the polices, plans and all needed information; given during the meeting with him after the centre Is ready and before his inspection

Mr. Khaled Kamal

Mr. Jason parker ( Uk city and guild)

The center equipment, tutors, type of trainees, courses wanted and any special customization required

this part of their partnership application in order for them to ensure the quality of the centers that provide training

when applying for the partnership

Email and Webcam meeting Mr. Khaled Kamal

Khaled Kamal, Sawsan Shaker, Salman Isameel ( the project team)

Any important information provided by the investor and/or the authorizing stakeholder (Yusuf Kanoo). Aim and goal of the project Status updates report, expectations for them and their payments term. Their specific duties and Feedback about their contribution.

The team member must be informed with the latest updates and their tasks in order to carry the project properly

Weekly (from the start of the project until its openings).

Email, telephone, hardcopy of documentations needed such as reports and mostly face-to-face communication during the meeting

Mr. Ali Sarhan the manager.

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12.3-Risk AssessmentNo Risk Type Level Mitigation Strategy Contingency plan Responsibility

of1 Budget not

being sufficient to cover the whole project due to the size of the scope.

Financial Major (BHD)5800 with Rare probability (3%)

Placement of budget control systems to reduce inefficiencies.

Reduce the trade-off between quality and cost when purchasing needed equipment by carefully skimming the market.

Constant analysis of the budget to detect and reduce a necessary cost.

Reduce the project scope in order to fit the budget, though this will be the last resort when all mitigation strategy fail

Mr. SalmanIsmaeel.

2 The 9 months not being sufficient to the project implication

Time-ScaleMajor (BHD) 3000 with Unlikely probability (9%)

Delegate tasks and hire external contractor whenever possible.

Carefully monitor the progress to avoid any scope creep.

Set deadlines for each tasks to avoid any time wastage

In the case that the team noticed that the timeframe is about to be exceeded more staff will be hired to help finishing tasks.

Mr. Ali Sarhan

3 Inability to receive all needed approvals

Compliance Major ( major because it leads to delay but it term of monitory value it has is low impact )

With rare (2%) probability

Contact all ministries and gather all information related to information before starting any project application

Make sure all aspects of the project are in compliance with the Bahraini law before filing any application.

Make sure all the needed documents for the applications are produced and ready.

In case of a rejection of an approval request, the team must locate the reason behind the rejection and adjust it to apply again within matters of few days to avoid backlog in the progress.

Mr. Khaled Kamal

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4 Inability to find qualified Bahraini tutors

Quality Major ( BHD5900 with moderate chance of happing (25%)

Provide specific job description for the position of a tutor.

Use employment agencies

Search in companies for tutors with working experiences (head hunting)

The project team is focusing on supporting Bahrainis on different level. However, if Bahraini tutors where not found to deliver the courses with the wanted quality and then the team will recruit non-Bahraini tutors. In case non-are found, the team will have to train tutors to increase their competency so they are able to deliver the course.

Mr. Khaled Kamal

5 No sufficient initial demand

Operational Insignificant risk with a moderate probability (20%)

Sufficient market research to decide on how to attract trainees and the suitable pricing strategy.

Wide marketing campaign that will start for a noticeable period before the end of the project period.

Partner with universities to attract as much as possible from their students.

Associate the center with other famous and trusted training bored such as Tamkeen.

Monitoring of the market place and provide promotional incentives whenever

No contingency plan except to monitor the marketing camping to identify whether it is lacking in advertising the center.

Ms. Sawsan Shaker.

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are needed.6 Contractors

unable to carry out the tasks with the needed quality.

Quality based Moderate ( BHD 2000 risks with moderate occurrence

Check their previous work before hiring

Provide a clear outline of what is needed.

Agree with them before hand and confirm their understanding of the tasks.

Keep a close eye of their activity, to inform them if any adjustments are needed through the updates reports they must file

If not everything works, the team can easily hire other freelancers instead. This will be possible since the team will be updated frequently on the output quality; thus they can use other freelancers to control the damage. However, this is not a favorable option since it will still waste recourses.

Mr. Khaled Kamal

7 Scope creep Managerial / scope based risk

Minor ( if controlled ) with almost certain occurrence

Work closely with the authorizing stakeholder to define the projects’ objectives.

Have contingencies plans and change implementation mechanisms.

However, the team will analysis all additional development in order to avoid hugely expanding the project scope without a solid need. While implement the changes that are necessary to the scope.

None- scoop creeps are bound to happen and one can only reduce the risk’s impact as stated. The team must be careful which changes they must implement as small changes become a huge change over time and will result in a large scoop creep that alter the scope and render most team plans useless.

Mr. Ali Sarhan mainly and the project team.

8 Inability to come in an agreement with city and guild to provide their courses in the Centre.

Strategic/ quality

Major ( BHD 2900) risk With moderate chances

Have the application form beforehand and make sure all partnership requirements are satisfied before applying.

Have meetings within (most likely virtual due to distances) to increase the chances of

If everything else fails to convince them of the partnership, the project team will have to look for another development centre. However, this will still harm the quality as City and guild course are of high quality and the

Mr. Khaled Kamal

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agreeing this partnership and convince them that the Centre is a great place to represent them.

Provide to them reasons why the courses will be successful in Bahrain (using the market research data).

Provide to them the level of tutors in the Centre to ensure them of quality delivery.

exact type of course that will give the Centre a competitive edge. Other places of lesser, albeit still good, quality courses to partner with is Liamoon

9 Poor team dynamic

Managerial Minor ( BHD 500, due to the contingency strategies require cost) and is unlikely chances ( 4%)

The team manager will aim to create and interactive and open team-working platform that encourages honest communication between members

Team members will be involved in the decisions making processes.

Rulers are set to solve any conflicts between the team members ( the manager will meet with both to listen to their complains and then try to reach a middle ground

All team members are professional who are used to work in these type of projects within teams; which itself mitigate this risks.

As a final option if the manager met with the conflicting parties and solution were reached then the manager will make a decision in which they must follow. In case one member is purposely causing problems; the manager will give me verbal, then written warnings. If that did not work, then the manager will replace the problematic member.

Another contingency strategy is that project manager can provide incentive to motivate the team to work together.

Mr. Ali Sarhan

10 Poor communication with stakeholders

Tactical Major (BHD 4000 and isUnlikely (%12)

Establish clear, direct and defined communication line between the team and each major

In case of problematic issues with specific stakeholder that cause many issues. Then the team will

The management team ( especially the external

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stakeholder. Use communication log

to track down communication; to manage the process proactively to solve any misunderstanding quickly.

Check if all stakeholders have received the message clearly by asking for their feedback on the communication.

Have a meeting with the authorizing stakeholder and the principle stakeholders to identify exactly what is required by the team.

Provide the principle and authorizing stakeholder with a defined in-scope statement were they will provide feedback on whether the in-scope statements address their wanted outcome.

meet with the stakeholder to analysis the problem and then decide on a strategy to reduce miscommunication.

communication person of the team, Mr. Khaled Isameel)

11 Over or under estimating the working plan

Timeframe/ financial and managerial.

Major (BHD5000) with likely chance of occurrence (21%)

Assign sufficient time and effort in researching, planning and defining all necessities before deciding on the final working plan.

Double check the plan during the initial planning stage and before implanting it or presenting it to the authorizing stakeholder.

Have contingency plans

If the plan is not effective as a tool to implement the project and is causing problems; then the project team must re-evaluate it and identify the weaknesses (under or over estimations) areas and adjust the plan. This therefore might involve hiring new staff to help finishing tasks. This,

Mr. Ali Sarhan

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to make the original plan fixable to reduce negative impact on the project.

Always have extra time when setting deadlines to avoid time-lags and work overload.

Have time and budget control systems to ensure the project is following the set time and budget allocated and do not exceed them.

albeit reducing the impact should this risk occur, It will also waste the team time and effort.

12 Work overload caused by only having 4 members in the group

Managerial/ time-frame

Major (BHD 5000) with likely chance of occurring ( 25%)

Decided on a specific in-scope activates that are needed for this project.

Avoid all out-scoop activities and look for scope creep.

Delegate tasks to team members and provide to them a clear tasks to carry out.

Use grant chart to keep track of tasks and thus avoid having two huge tasks due on the same time by the same person.

Adjust the due date of some tasks if possible when facing overload.

Carry out consistent feedback sessions to locate if a member is having tasks overload to avoid low quality output.

None-if all mitigation strategies were followed then the team must endure and help each other to finish the in-scope tasks within the time frame. This will be done by hiring more staff to help them.

Mr. Ali Sarhan.

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13 The mall not being fit for construction/ unsafe mall conditions.

Safety risk Catastrophic (BHD 38,000 with rare (3%) chance of happing

Search for information about the mall in local news to see if there is any history of unsafe constructions.

Examine the mall working plan with the privet constructor we are hiring to find if there is any risks concerning constructions.

If any proof is found about the mall being unsafe, then the mall will be changed immediately.

Khalid kamal.

14 Insufficient market research

Marketing risk

Major (BHD3900) risk with Unlikely (5%) for it to occur

-if this risk was found out in early stages, the team can redo the market research effectively this time (e.g. since majority of people who undertake surveys do it unwillingly, the distributor can explain the aim of it and walk them through the questions to create interest) this will help to reduce the inaccurate answers.

if the risk occurred in later stage, the team has to redo the entire market research because there is a risk of majors issues if the market research is insufficient.

Ms. Sawsan Shaker

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12.4-DeliverablesDeliverables are major aspect for the project as without them many concepts and aspects can’t be made, for instance, the WBS. They are basically the outcome that the project team will create to provide the product for their customers at the completion of the project.

The table below expresses each deliverable to be handled in order to come-up with final outcome in terms of some objectives such as Time, Cost and Quality that these deliverables must accommodate. At the beginning, many deliverables have been estimated as the project team was still in the ball-park estimation phase by PERT calculations. However, some of the deliverables such as Equipment & furniture have been assigned the time and costs upon research and quotations and this makes the approach to those things definite from the beginning. Moreover, other deliverables have been updated to be definite costs as they were planned in the budgeting phase. In addition, the time for some deliverables were definite such as approvals as their timing were inherited from the legal body’s official websites. Whereas, the other deliverables were based upon PERT calculations upon researched durations and this table will show some calculations made for them.

Based on the in-scope of this project, these deliverables have been produced throughout the project development: (This table was updated upon the final WBS)

Milestones Deliverables Objectives

Time Cost Quality

Approvals - Ministry of Labor

- Ministry of commerce (Commercial registry & name)

41 days BHD 300 (approvals and clearance services)

We have obtained all the legal approvals to establish an institute, certificate and safety measures assurance.

Marketing research

- Feasibility study:

PEST Analysis Surveys Interviews

O = 35M = 37P = 39E= (35+(4*37)+39)/6 = 37 days

BHD 2000 The research will be made by Derasat that will involve heavy analysis of all relevant information and clearly identify the feasibility market for the centre using a sufficient sample of research ( random, wide ) and must involve clear reason about the suitability of this project. The research must also use sample that is sufficient enough to represent the population

The PEST analysis will neutralize

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the risk as we will gather the relevant information to address the political, economic, social and technological issues. Added to that, surveys will be conducted to obtain the information that will lead us to focus on the right core demographically and academically as the questions will be built on these basis. Finally, interviews will be made by us with tutors that have the experience in employability skills, employment center employees that have the knowledge of operating such centers and the citizens themselves in order to outline what skills they really lack.

Promotional tools

- Digital Marketing SEO Website Social

mediao Instagramo Twittero Facebook

- Printed media Flyers Newsp

apers- Public

relations Press

release Opening

ceremony

O = 57M = 59P = 61E= (57+(4*59)+61)/6 = 59 days

Optimistic value: BHD 32000Most likely value: BHD 34020Pessimistic: BHD 36000E= (32000+(4*34020)+36000)/6 = BHD 34020

The promotional tools should be relevant in all terms such as culture, not offensive and attractive to satisfy the customer requirements besides the press release should take place at the opening ceremony to insure optimal exposure. The newspapers and the social media will be the main tools that will make the advertisements reach faster and efficiently as they are both reviewed on regular basis.

In addition, SEO will be another supportive medium as the search engines are utilized every day, thus, the advertisement will attain our target effectively. Therefore, all tools employed must aim to the maximum attract of trainees to the center.

The invitation of relevant bodies such as legal bodies (Ministry of

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commerce and Ministry of labor), professors, press and the principal stakeholders. This will give importance, hugeness and reputation to the event due to the characters invited to it besides reporting it to spread the awareness.

Conducting human resource activities

- Recruitment agencies. Local

tutors Administr

ative staff:o Marketingo HRo Accountin

g (Cashier)o Manager.o Courses

coordinator

o Receptionist

- Rewards plan

19 days BHD 3000 ( including using the services of hiring agency)+BHD 2726(Employing staff for 1 month that are needed to facilitate the operations before the official commencement of the business)=BHD 5726

- All prospects must meet the minimum job requirements.- All prospects must go through

background and reference check before entering the interviews

- Clean record and certificate of good conduct (tutors and staff).

- Tutors:- All prospects applying for

tutor’s position must teach one MOCK class in order to ensure quality training.

- At least 2 years’ experience in a teaching faculty, and/or real working environment experiences (Tutors).

- Rewarding system will be introduced and the employees will get the rewards based on this system and Bahrain labor law. Moreover, the system will be revised and reviewed before introducing them in order to limit all the impurities.

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- Staff: They must have in their

respective field (accounting, Hr, ect)

Two years experiences at least as the post they are apply for.

Academic Material

- Partnership (Course material & Academic resources)

43 days BHD 6113 (City and guild) will design courses in the employability skills customized to the need of the Bahraini economic needs and level of competence as this will cover the gap of the Bahraini graduates not being skilled workforce. Thus, the citizens hiring and acceptance will grow and decrease the unemployment rate among the Bahrainis.

Planning Management Structure

- Mission, Vision and Values

- Rules and policies

- Organizational structure

17 days - Maintain the structure and title positions correctly in order to control the hierarchism of the center mentioning them in the centre’s mediums.As for the mission statement, include them in the center’s website, posters in the center and in advertisements in order to deliver our message quickly, appropriately and efficiently.Finally, the rules and policies will be designed in order to maintain order and decided on the nature of the relationship the centre has with staff, tutors, trainees and other important stakeholders to avoid any future issues.

Rent - Spaces for classes

- Spaces for offices

15 days BHD 5210( 1month rent) x 5 months = BHD 26048

In one months, the team must find and rent a place in a mall that is strategic enough to attract trainees and the space is sufficient enough to carry on lessons. A

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place sufficient enough for the center management offices must also be found and must be able to handle about 5 offices. In addition, the mall that will be chosen is highly reputed in the country besides it is reachable by the majority governorates of the kingdom and that emphasize its strategic location.

Premises Preparations

- Furniture Tables Chairs Reception

counter Reception

chair set Coffee

table Office

chairs Waste bins File

cabinets Desktop

supply organizer

Office desks

File trays Kitchen

cupboard set

Wall clocks- Equipment

Printers Desktop

computers Active

boards Water

coolers Microwave

100 days Furniture & Equipment (BHD 11433)Interior Designer ( BHD 8000)+ constructions ( BHD 2520)Telecommunication services (BHD 498)= BHD 22451

The team will purchase quality furniture and equipment that will have a long sturdy life, safe and reliable. This way, the centre will be ready to function without any breakdowns in furniture and equipment. Having quality items also reflect a positive image for the centre. The following is the specification of the items in details to ensure optimal quality;FurnitureTables and chairs set

• Width: 24''• Height: 23.5'' - 30.5''• Depth: 18''• Weight: 24 lbs.

• GREEN Guard certified.• 5 years lifetime.Reception counter

• Width: 42 in• Height: 45.5 in• Material: Walnut wood

Plexi-Glass and silver frame• 7 years life.

Reception Sofa-chair set• Color: Beige• Material: Bovine leather• Width: 93 cm• Height: 92 cm• 5 persons sofa• 3 years life.

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Coffee machine

Refrigerator

Cash register

Credit register

Safe Telephone Partitions

- Preparation Interior Constructi

ons- Services

Telephone internet

connection

Coffee table• Color: brown• Material: Rubber wood,

Glass and Cherry veneer• Width: 91 cm• Height: 48 cm• 2 years life.

Office chairs• Color: Black• Material: Faux leather,

Mesh and Metal.• Width: 59 cm• Height: 111-121 cm• Adjustable and moving

chairs to fit different positions.

• 3 years life.Waste bins

• Color: Black• Material: Quart metal• Width: 15.75''• Height: 18''• Depth: 15.75''• Can hold about 20 cm

square of trash.File cabinets

• Color: Black• Width: 11''• Height: 23.25''• Depth: 15''• Weight: 30 lbs.• Collection: Steel Multi

Drawer Storage Cabinets• 5 years life and fire proof

to ensure safeness.Desktop Supply organizer

• Color: Black• Material: Leather• Depth: 5''• Weight: 1.5 lbs.

Office desks

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• Color: Black• Material: Med-density

fiberboard and Melamine chipboard

• Width: 65-80 cm• Height: 75 cm• 5 years life.

File trays• Color: Black• Material: Mesh• Width: 10.8''• Height: 11''• Depth: 14.3''• Weight: 3.31 lbs.

Kitchen cupboard set• Color: Brown• Material: Aluminum• Length: 120 cm• Depth: 20 cm• 8 years life.

Wall clocks• Color: Black/ white dial• Width: 13.27''• Height: 2.07''• Depth: 13.27''• Weight: 1.98 lbs.• Adjustable time, with

international timing options.

• 1.5 years life.

EquipmentPrinters

• Brand: Samsung• Color: Black and white• Paper input: 250• Network: Fax and Wi-Fi• Print resolution: 9600 x

600 dpi• Capacity: 512 MB• Print rate/ min= - 18 Black

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-10 Color papers 3 years life.

Desktop computers• Color: Black• Brand: HP• Processor: Intel, core i7• OS: Windows 8• Storage: 500 GB Hard drive• 6 years life.

Active boards• Brand: Promethean• Model: Active Board 300

Pro• Board size: 87”• Interactivity: Active pen• 8 years life.

Water coolers• Color: White• Brand: SUPER GENERAL• 18 months life

Microwave• Brand: Whirlpool• Color: Black• Capacity: 30 liters• Grill included• 3 years life.

Coffee machine• Brand: Fagor• Color: Black• Power: 900 W• Filter• Ease of clean and use• 2 years life.

Refrigerator• Brand: Videocon• Color: Red• Single door• Capacity: 310 liters• Cool booster• Door lock• 6.5 years life.

Cash register of 103

Brand: SharpColor: Black

• 7000 Price Look Ups• 8 line display• Dual receipts• 32GB SD card• Computer connectivity• 6 Coin compartments

and 5 bill compartments

• 40 clerk IDs, simplified programming

Credit card registerWill be provided from the same center’s bank account (NBK) and will be programmed with optional security lock. It will also be able to produce receipts.Safe

• Brand: Sentry• Color: Black• Electronic lock

TelephoneBrand: PanasonicColor: BlackSpeakers and conference call capabilitiesEasy to send calls in the office.

Interior designersDesigning: Najat Ahmed will be hired as an interior designer. She has designed places such as Kanoo health Centre, Al-ta’woon school and is currently working with the BIFB. She has 3 years worth of experience, however, her pervious projects shows the quality of her work.Partitions: will be acquired based on the theme that will be occupied by the interior designs besides. Specifications:

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1) Sound proof adjusted.2) Withstanding of heat and

water.3) Wood based.

Constriction contractor: Ahmed Ali, is a well-known contractor that has previously worked in big projects such as schools , villas and shops. He is known for his quality delivery on the timeframe set. This is why he was chosen.Telephone and internet servicesCompany: BatelcoNetwork: Optic fiber connections which make the connectivity stronger

TOTAL COST BHD 96,658

Note: The total cost found upon this table is a part of the direct cost of the budget as the project planned budget is within the limits allocated by the authorizing stakeholder. Moreover, the Project team compensation will be added to complete the direct costs of the project besides contingent & management reserves that will sum-up the planned budget (Refer to the budget matrix in the appendices).

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12.5-Outline of WBS1.0 Approvals

1.1 Ministry of Commerce

1.2 Ministry of Labor

1.3 Civil Defense

1.4 City & Guilds (Partnership)

2.0 Market Research

2.1 PEST Analysis

2.2 Surveys

2.3 Interviews

2.4 Feasibility Study

3.0 Promotional Tools

3.1 Public Relations

3.1.1 Press Release

3.2 Advertisements

3.2.1 Social Media

3.2.1.1 Instagram

3.2.1.2 Twitter

3.2.1.3 Facebook

3.2.2 Newspaper

3.2.3 Flyers

3.2.4 SEO

4.0 HR Activities

4.1 Recruiting Agencies

4.1.1 Local Tutors

4.1.2 Administrative Staff

4.1.2.1 Receptionist

4.1.2.2 Course Coordinator

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4.1.2.3 Manager

4.1.2.4 Accountant

4.1.2.5 Marketer

4.1.2.6 HR

4.2 Reward Plan

5.0 Management

5.1 Organizational Structure

5.2 Mission, Vision & Values

5.3 Rules & Policies

6.0 Rent

6.1 Mall

6.1.1 Classes

6.1.2 Offices

7.0 Premises

7.1 Furniture

7.1.1 Chairs

7.1.2 Tables

7.1.3 File Cabinets

7.1.4 Kitchen Cup Set

7.2 Equipment

7.2.1 Desktop Computers

7.2.2 Classes Equipment

7.2.3 Cashier Equipment

7.2.4 Telecommunication Equipment

7.2.5 Kitchen Equipment

7.2.6 Partitions

7.3 Preparation

7.3.1 Interior Design

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7.3.2 Constructions

7.4 Services

7.4.1 Telephone Services

7.4.2 Internet Services

8.0 Project Management

8.1 Project Charter

8.2 Scope Statement

8.3 Work Breakdown Structure

8.4 Project Activity List

8.5 Project Network Diagram

8.6 Gantt Chart

8.7 Personnel Resource Matrix

8.8 Budget

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12.6-Activity ListActivity List of Kanoo Development Center Project

1.0-Carry out Marketing Research

1.1-Create the feasibility study to exam the suitability of the center project in Bahrain

1.1.1-Contracting with Derasat, Bahraini Research Center.

1.1.1.1-Meet with the Derasat to provide an outline of what research is needed and agree on the deadline and overall cost of information needed.

1.1.1.2-Signing of the contract with them after all terms has been agreed upon.

1.1.1.3-Provide the Derasat with all needed market information, the nature of the center and the type of training it will provide after the agreement with them is done.

1.1.1.4-Receive all needed market information from the Derasat.

1.1.2-Conducting Surveys (month 1)

1.1.2.1-Prepare the survey’s questions.

1.1.2.2-Gather a sufficient and random sample to have a sufficient and reliable data.

1.1.2.3-Analyze the surveys data.

1.1.3-Interviews conducted by the project team members

1.1.3.1-Allocate and arrange suitable interviews (employees from companies, students from universities and employees from different training institutes. (Week 5)

1.1.3.2-Interview the located prospect (Tutors, employees in companies and students) with

1.1.3.2.1-Tutors to understand the suitable ways to deliver the courses.

1.1.3.2.2-Employees in employment centers in order to discover how they are operating such centers.

1.1.3.2.3-Employees in companies to understand the Bahraini corporate word needs.

1.1.3.2.4-Students to see what they are requiring, which will help identifying the needs.

1.1.4- Review the research and input them into database to make a decision on the target market.

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2.0-Obtain Approvals

2.1-Hire a clearance agency.

2.2-Obtain approval from Ministry of Labor.

2.2.1-Apply to the ministry of commerce to create a commercial name for the center by filling the (COMMERCIAL NAME REGISTRY) form and provide all needed documents

2.2.2-Obtain initial approval from the Ministry of Education (Development center) by meeting with the development institute affairs manager (MS. Hameeda Al Hassan) so she redirects us to the ministry of labor.

2.2.3-Applying to the Ministry of Labor by submitting (ESTABLISHING DEVELOPMENT CENTER FORM) form and provide all needed documents after the initial approval has been obtained from the ministry of education

2.2.4-Obtain the ministry of labor final approval after all legal requirements are met.

2.3-Obtain approval from Ministry of commerce by submitting the forms from the Ministry of Labor and Ministry of Education in the second month.

2.3.1-Apply to the ministry of commerce to create a commercial name for the center by filling the (COMMERCIAL NAME REGISTRY) form and provide all needed documents (week 7).

2.3.2-Obtain the approval for the commercial name after meeting all requirements

2.3.3-Apply to the ministry of commercial to finish the center commercial registry as required by the law by filling the (COMMERCIAL REGISTRY) form and provide all needed documents after the commercial name approval has been met

2.3.4-Obtain the final approval for the commercial registry after meeting all requirements

3.0-Acquire Rental Agreement

3.1-Agree on the space needed for the center: 2 Classrooms, Manager Office, Employees Office, Meeting room, Pantry (small kitchen).

3.2-Search for suitable mall for rental (consider price, capacity number of visitor).

3.3-Agreement with the mall about the rental

3.3.1-Examine the safety measurement of the mall and its suitability for adjusting constructions required for the center’s location.

3.3.2-Inquire about the mall policies.

3.3.3-Agree with the mall management on the fees, payments method and any other conditions they have

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3.3.4-File the agreement to the authorizing stakeholders for approval.

3.3.5-Sign the contract with Sultan.

4.0-Prepare the Premises

4.1-Agreeing with needed preparation services companies.

4.1.1-Hire Interior Design

4.1.1.1-Search for suitable interior designer

4.1.1.2-Sign the contract with the interior designer.

4.1.1.3-Enable the interior designer to examine the location

4.1.1.4-Create the interior designer plan (including needed tools, furniture etc.)

4.1.2-Hire Constructions Company

4.1.2.1-Search for suitable construction company

4.1.2.2-Sign the contract with the construction company

4.1.2.3-Discuss the center location and needed adjustment with him (with the interior designer involvement) to create the construction plan.

4.2-Constructing the center location

4.2.1-Carrying Physical constructions

4.2.2-Implanting the interior designing plan

4.2.3-Purchase all the needed materials for both designer and constructor.

4.3-Obtain approval from the Civil Defense that approves the safety measures of the premises by arrange a meeting with the inspector after the place at the mall has been rented and the plans of designing and constructions are finalized by the contractor and the interior design (week 19).

4.4-Acquiring needed furniture (including delivery).

4.4.1-Chairs

4.4.2-Tables

4.4.3-Cabinets

4.4.4-Kitchen set

4.5-Acquiring need equipment (including delivery)

4.5.1-Desktop Equipment

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4.5.2-Classes Equipment

4.5.3-Cashier Equipment

4.5.4-Telecommunication Equipment

4.5.5-Kitchen Equipment

4.6-Obtaining telecommunication services from a local service provider company

4.6.1-Find suitable telecommunication company

4.6.2-Agree with the company to acquire internet and telephone lines via signing a contract.

4.6.3-Install the telecommunications line

5.0-Acquire Academic Courses

5.1-Identify the course to be provided based on the market research.

5.2-Search for suitable training institutes to provide the courses.

5.3-Obtain partnership with the institute

5.3.1-Identify the institute requirements for partnership (City & Guild).

5.3.2-Apply for a partnership by filling the registry form after all legal requirements for the establishment have been met (except for the ministry of civil defense approval as this is not concerned with the establishments rather the safety of the place) therefore in week 16

5.3.3-Obtain the initial approval from them (20 days after the application “week 19”)

5.3.4-Carry out the virtual video conference with City & Guild as required by them after their initial approval

5.3.5-Provide them with market data, needs and analysis as well as other quality control requirements needed to attain their final approval

5.3.6-Obtain their final approval and gain access to all of their recourses approximately one month since the application and send them the needed courses that they must customize for the center

5.3.7-Receive their custom-made courses (descriptor), access to resources and certificates to be given to graduated trainees.

6.0-Planning Management Structure

6.1-Deciding on the organization structure.

6.1.1-Decide on the business structure that the center will operate on.

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6.1.2-Decide on the structural relationship between the Centre and Kanoo Group.

6.1.3-File the structure to the authorizing stakeholder for acceptance.

6.1.4-Carry out any adjustment needed by the stakeholders to finalize the structure.

6.2-Deciding on Mission, Vision and Values statements.

6.2.1-Create a mission statement, vision statement, and specific set of organizational values that the center will carry while in business.


6.2.3-Carry out any adjustment needed by the stakeholders to finalize the mission, vision and values statements.

6.3-Setting the rules and policies

6.3.1-Create a clear and define organizational rules that all employees, students and tutors must follow


6.3.3-Carry out any adjustment needed by the stakeholders to finalize the rules.

6.3.4-Create a written document for the finalize rules and policies.

7.0-Conducting Human Resource Activities

7.1-Creating reward plans using the total reward model for each position (week 16) “as soon as approvals are attained in order to proceed with recruitment.

7.2-Recruiting needed employees.

7.2.1-Identify needed staff and tutors including their numbers, quality and skills.

7.2.2-Identify costs limit for the salary.

7.2.3-Finding a recruitment agency and provide them with the needed requirements (week 16).

7.2.4-Draft employment contracts on accordance with the Bahraini labor law 2001 (week 16).

7.2.5-Meet with the prospects (whenever they are available from week 17 until week 25 and sent by the recruitment agency.

7.2.6-Hiring the best prospects to fitful the HR needs from tutors and administrative staff (accounting, HR, Marketing, manager, course coordinator and receptionist) (week 26).

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7.2.7-Inform the employees of their roles and responsibilities as well as the center rules and policies (orientation day)

7.3-Send the employees to Kanoo Group main office for training.

8.0-Establishing Promotional Tools

8.1-Identify the most suitable marketing medias

8.2-Create Digital Marketing Campaign

8.2.1-Creating a website for the center

8.2.1.1-Hire a web designer

8.2.1.2-Explain to the web designer the idea behind the center and what is required to do and provide all the needed information.

8.2.1.3-Create the final website to be used

8.2.2-Create social media account and makes them public in order to make them more reachable by potential customers: Instagram, Twitter, Facebook.

8.2.3-Apply Acquisition Strategy (Search Engine Optimization)

8.2.3.1-List the keywords.

8.2.3.2-Use Google AdWords to see the popularity/costs of the keywords.

8.2.3.3-Use Google AdWords to make Google advertisements.

8.3-Creating Flyer

8.3.1-Design flyers that represent the center

8.3.1.1-Hire a visual designer

8.3.1.2-Provide the visual designer with the needed information so he may carry out the design

8.3.1.3-Create the flyer

8.3.2-Rent Stands in the publicly attended malls

8.3.2.1-Identify best malls with the highest attendance rate in Bahrain

8.3.2.2-Decide on suitable rental space for advertisements corners

8.3.2.3-Agree with the mall on the space needed, days needed and the overall cost.

8.3.3-Printing flyers

8.3.3.1-Decide on the number of flyers wanted

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8.3.3.2-Locate a printer with sufficient quality and appropriate price range

8.3.3.3-Agree with the printer on the price and number of flyers needed.

8.3.4-Distributing the flyers

8.3.4.1-Decide on suitable timeframe in each day to distribute the flyers

8.3.4.2-Decide on suitable number of workers to distribute the flayers

8.3.4.3-Hire temporary employees to distribute the flyers (using the same recruitment agency) and provide them with instructions so they can distribute the flyers.

8.3.4.4-Distrubuting the flyers in the locations chosen.

8.4-Newspapers Advertising campaign

8.4.1-Search for the most popular newspaper in Bahrain within the targeted demographics

8.4.2-Agree with the newspaper on the days, cost and position of the advertisement.

8.4.3-Create different advertisements for Newspapers, and include the social media/website accounts to it(week 20)

8.4.4-Putting the advertisement in the newspapers chosen.

8.5-Facilitating public relations

8.5.1-Decide on suitable mediums and specific channels to be used for public relations.

8.5.2-Organize a press release before the opening day with different newspapers and Television/ radio stations (Bahrain TV and Bahrain FM) to raise awareness of the center (week 36).

8.6- Preparing for the opening ceremony

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12.7-Project Network Diagram

Project Network Diagram of Kanoo Development Center Project

Activities Dependencies

Duration (Days)

1.0-Carry out Marketing Research 371.1-Create the feasibility study to exam the suitability of the center project in Bahrain 1.1.4 37

1.1.1-Contracting with Derasat, Bahraini Research Center. 1.1.1.4 10

1.1.1.1-Meet with the Derasat to provide an outline of what research is needed and agree on the deadline and overall cost of information needed. - 2

1.1.1.2-Signing of the contract with them after all terms has been agreed upon. 1.1.1.1 1

1.1.1.3-Provide the Derasat with all needed market information, the nature of the center and the type of training it will provide after the agreement with them is done. 1.1.1.2 3

1.1.1.4-Receive all needed market information from the Derasat. 1.1.1.3 4

1.1.2-Conducting Surveys 1.1.2.3 6

1.1.2.1-Prepare the survey’s questions. - 1

1.1.2.2-Gather a sufficient and random sample to have a sufficient and reliable data. 1.1.2.1 3

1.1.2.3-Analyze the surveys data. 1.1.2.2 2

1.1.3-Interviews conducted by the project team members 11

1.1.3.1-Allocate and arrange suitable interviews (employees from companies, students from universities and employees from different training institutes. - 1

1.1.3.2-Interview the located prospect (Tutors, employees in companies and students) with

1.1.3.1

-

1.1.3.2.1-Tutors to understand the suitable ways to deliver the courses. 2

1.1.3.2.2-Employees in employment centers in order to discover how they are operating such centers. 3

1.1.3.2.3-Employees in companies to understand the Bahraini corporate word needs. 3

1.1.3.2.4-Students to see what they are requiring, which will help identifying the needs. 2

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1.1.4- Review the research and input them into database to make a decision on the target market.

1.1.1/1.1.2/1.1.3 9

2.0-Obtain Approvals 41

2.1-Hire a clearance agency. - 1

2.2-Obtain approval from Ministry of Labor. 2.2.3 24

2.2.1.Apply to the ministry of commerce to create a commercial name for the center by filling the (COMMERCIAL NAME REGISTRY) form and provide all needed documents 2.1 5

2.2.2-Obtain initial approval from the Ministry of Education (Development center) by meeting with the development institute affairs manager (MS. Hameeda Al Hassan) so she redirects us to the ministry of labor.

2.2.1 1

2.2.3-Applying to the Ministry of Labor by submitting (ESTABLISHING DEVELOPMENT CENTER FORM) form and provide all needed documents after the initial approval has been obtained from the ministry of education

2.2.2 1

2.2.4-Obtain the ministry of labor final approval after all legal requirements are met. 2.2.3 17

2.3-Obtain approval from Ministry of commerce by submitting the forms from the Ministry of Labor and Ministry of Education in the second month. 2.3.4 16

2.3.1-Apply to the ministry of commerce to create a commercial name for the center by filling the (COMMERCIAL NAME REGISTRY) form and provide all needed documents.

2.1 1

2.3.2-Obtain the approval for the commercial name after meeting all requirements 2.3.1 5

2.3.3-Apply to the ministry of commercial to finish the center commercial registry as required by the law by filling the (COMMERCIAL REGISTRY) form and provide all needed documents after the commercial name approval has been met

2.3.2 2

2.3.4-Obtain the final approval for the commercial registry after meeting all requirements 2.3.3 8

3.0-Acquire Rental Agreement 153.1-Agree on the space needed for the center

2 Classrooms Manager Office Employees Office Meeting room Pantry (small kitchen)

- 2

3.2-Search for suitable mall for rental (consider price, capacity number of visitor). 3.1 4

3.3-Agreement with the mall about the rental 3.3.5 9

3.3.1-Examine the safety measurement of the mall and its suitability for adjusting constructions required for the center’s location. 3.2 2

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3.3.2-Inquire about the mall policies. 3.2 1

3.3.3-Agree with the mall management on the fees, payments method and any other conditions they have 3.3.1/3.3.2 4

3.3.4-File the agreement to the authorizing stakeholders for approval. 3.3.3 1

3.3.5-Sign the contract with Sultan. 3.3.4 1

4.0-Prepare the Premises 100

4.1-Agreeing with needed preparation services companies. - 15

4.1.1-Hire Interior Design 4.1.1.4 7

4.1.1.1-Search for suitable interior designer - 1

4.1.1.2-Sign the contract with the interior designer. 4.1.1.1 1

4.1.1.3-Enable the interior designer to examine the location 4.1.1.2 1

4.1.1.4-Create the interior designer plan (including needed tools, furniture etc.) 4.1.1.3 4

4.1.2-Hire Constructions company 4.1.2.3 8

4.1.2.1-Search for suitable construction company - 1

4.1.2.2-Sign the contract with the construction company 4.1.2.1 1

4.1.2.3-Discuss the center location and needed adjustment with him (with the interior designer involvement) to create the construction plan. 4.1.2.2 6

4.2-Constructing the center location - 61

4.2.1-Carrying Physical constructions 4.1.2 40

4.2.2-Implanting the interior designing plan 4.1.1 16

4.2.3-Purchase all the needed materials for both designer and constructor. 4.2.1/4.2.2 5

4.3-Obtain approval from the Civil Defense that approves the safety measures of the premises by arrange a meeting with the inspector after the place at the mall has been rented and the plans of designing and constructions are finalized by the contractor and the interior design (week 19).

4.2 10

4.4-Acquiring needed furniture (including delivery). 4.1.1.4/4.2 5

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4.4.1-Chairs

- 54.4.2-Tables

4.4.3-Cabinets

4.4.4-Kitchen set

4.5.Acquiring need equipment (including delivery) 4.2 5

4.5.1-Desktop Equipment

- 5

4.5.2-Classes Equipment

4.5.3-Cashier Equipment

4.5.4-Telecommunication Equipment

4.5.5-Kitchen Equipment

4.6-Obtaining telecommunication services from a local service provider company 4.2/4.6.3 4

4.6.1-Find suitable telecommunication company - 1

4.6.2-Agree with the company to acquire internet and telephone lines via signing a contract. 4.6.1 2

4.6.3-Install the telecommunications line 4.6.2 1

5.0-Acquire Academic Courses 43

5.1-Identify the course to be provided based on the market research. - 1

5.2-Search for suitable training institutes to provide the courses. 5.1 8

5.3-Obtain partnership with the institute 5.3.7 34

5.3.1-Identify the institute requirements for partnership (City & Guild). 5.2 1

5.3.2-Apply for a partnership by filling the registry form after all legal requirements for the establishment have been met (except for the ministry of civil defense approval as this is not concerned with the establishments rather the safety of the place)

5.3.1 10

5.3.3-Obtain the initial approval from them 5.3.2 1

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5.3.4-Carry out the virtual video conference with City & Guild as required by them after their initial approval 5.3.3 1

5.3.5-Provide them with market data, needs and analysis as well as other quality control requirements needed to attain their final approval 5.3.4 9

5.3.6-Obtain their final approval and gain access to all of their recourses approximately one month since the application and send them the needed courses that they must customize for the center

5.3.5 5

5.3.7-Receive their custom-made courses (descriptor), access to resources and certificates to be given to graduated trainees. 5.3.6 7

6.0-Planning Management Structure 16

6.1-Deciding on the organization structure. 6.1.4 1

6.1.1-Decide on the business structure that the center will operate on. -

16.1.2-Decide on the structural relationship between the Centre and Kanoo Group. -

6.1.3-File the structure to the authorizing stakeholder for acceptance. 6.1.1/6.1.2

6.1.4-Carry out any adjustment needed by the stakeholders to finalize the structure. 6.1.3

6.2-Deciding on Mission, Vision and Values statements. 6.2.3 6

6.2.1-Create a mission statement, vision statement, and specific set of organizational values that the center will carry while in business. -

66.2.2-File the structure to the authorizing stakeholder for acceptance. 6.2.1

6.2.3-Carry out any adjustment needed by the stakeholders to finalize the mission, vision and values statements. 6.2.2

6.3-Setting the rules and policies 6.3.4 9

6.3.1-Create a clear and define organizational rules that all employees, students and tutors must follow 6.1/6.2 5

6.3.2-File the structure to the authorizing stakeholder for acceptance. 6.3.13

6.3.3-Carry out any adjustment needed by the stakeholders to finalize the rules. 6.3.2

6.3.4-Create a written document for the finalize rules and policies. 6.3.3 1

7.0-Conducting Human Resource Activities 197.1-Creating reward plans using the total reward model for each position “as soon as approvals are attained in order to proceed with recruitment. - 2

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7.2-Recruiting needed employees. 7.2.7 15

7.2.1-Identify needed staff and tutors including their numbers, quality and skills. - 2

7.2.2-Identify costs limit for the salary. 7.2.1 2

7.2.3-Finding a recruitment agency and provide them with the needed requirements 7.2.1/7.2.2 2

7.2.4-Draft employment contracts on accordance with the Bahraini labor law 2001 7.2.1 2

7.2.5-Meet with the prospects (whenever they are available from and sent by the recruitment agency. 7.2.3 5

7.2.6-Hiring the best prospects to fitful the HR needs from tutors and administrative staff (accounting, HR, Marketing, manager, course coordinator and receptionist) 7.2.5 1

7.2.7-Inform the employees of their roles and responsibilities as well as the center rules and policies 7.2.6 1

7.3-Send the employees to Kanoo Group main office for training. 7.2 2

8.0-Establishing Promotional Tools 59

8.1-Identify the most suitable marketing medias 1.0 1

8.2-Create Digital Marketing Campaign 1.0/8.1 14

8.2.1-Creating a website for the center 8.2.1.3 10

8.2.1.1-Hire a web designer - 1

8.2.1.2-Explain to the web designer the idea behind the center and what is required to do and provide all the needed information. 8.2.1.1 1

8.2.1.3-Create the final website to be used 8.2.1.2 8

8.2.2-Create social media account and makes them public in order to make them more reachable by potential customers.

Instagram Twitter Facebook

- 1

8.2.3-Apply Acquisition Strategy (Search Engine Optimization) 8.2.4.3 3

8.2.3.1-List the keywords. - 1

8.2.3.2-Use Google AdWords to see the popularity/costs of the keywords. 8.2.4.1 0.5

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8.2.3.3-Use Google AdWords to make Google advertisements. 8.2.4.2 1.5

8.3-Creating Flyer 1.0/8.3.4.3 22

8.3.1-Design flyers that represent the center 8.3.1.3 8.2

8.3.1.1-Hire a visual designer - 5

8.3.1.2-Provide the visual designer with the needed information so he may carry out the design 8.3.1.1 0.2

8.3.1.3-Create the flyer 8.3.1.2 3

8.3.2-Rent Stands in the publicly attended malls 8.3.2.3 2.2

8.3.2.1-Identify best malls with the highest attendance rate in Bahrain - 1

8.3.2.2-Decide on suitable rental space for advertisements corners 8.3.2.1 0.2

8.3.2.3-Agree with the mall on the space needed, days needed and the overall cost. 8.3.2.2 1

8.3.3-Printing flyers 8.3.3.3 2.2

8.3.3.1-Decide on the number of flyers wanted - 0.2

8.3.3.2-Locate a printer with sufficient quality and appropriate price range 8.3.3.1 1

8.3.3.3-Agree with the printer on the price and number of flyers needed. 8.3.3.2 1

8.3.4-Distributing the flyers 8.3.4.4 10.2

8.3.4.1-Decide on suitable timeframe and location in each day to distribute the flyers -0.2

8.3.4.2-Decide on suitable number of workers to distribute the flyers 8.3.4.1

8.3.4.3-Hire temporary employees to distribute the flyers (using the same recruitment agency) and provide them with instructions so they can distribute the flyers 8.3.4.2 2

8.3.4.4-Distrubuting the flyers in the locations chosen. 8.3.4.1/8.3.4.3 8

8.4-Newspapers Advertising campaign 1.0/8.4.4 10.5

8.4.1-Search for the most popular newspaper in Bahrain within the targeted demographics - 1

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8.4.2-Agree with the newspaper on the days, cost and position of the advertisement. 8.4.1 0.5

8.4.3-Create different advertisements for Newspapers, and include the social media/website accounts to it 8.4.2 3

8.4.4-Putting the advertisement in the newspapers chosen. 8.4.3 6

8.5-Facilitating public relations 1.0/8.5.2 6

8.5.1-Decide on suitable mediums and specific channels to be used for public relations. - 1

8.5.2-Organize a press release before the opening day with different newspapers and Television/ radio stations (Bahrain TV and Bahrain FM) to raise awareness of the center

8.5.1 5

8.6- Preparing for the opening ceremony 1.0 6

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12.8-Critical Path Method Calculation

Activities Total Path

1.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.

2 4.2 4.3 4.4 8.1 8.3 8.6 189

1.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.

2 4.2 4.3 4.5 8.1 8.3 8.6 189

1.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.3 8.6 1881.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.3 8.6 1881.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.3 8.6 1881.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.3 8.6 1871.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.3 8.6 1841.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.3 8.6 1841.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.3 8.6 1831.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.3 8.6 1831.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.3 8.6 1831.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.3 8.6 1821.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.2 8.6 1811.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.2 8.6 1811.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.3 8.6 1801.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.3 8.6 1801.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.2 8.6 1801.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.2 8.6 1801.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.2 8.6 1801.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.3 8.6 1791.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.3 8.6 1791.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.3 8.6 1791.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.2 8.6 1791.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.3 8.6 1781.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.4 8.6 1781.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.4 8.6 1781.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.4 8.6 1771.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.4 8.6 1771.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.4 8.6 1771.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.2 8.6 1761.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.2 8.6 1761.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.4 8.6 176

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Calculations to indicate the longest path (duration) required to finish the project ( I.E the critical path)

1.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.2 8.6 1751.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.2 8.6 1751.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.2 8.6 1751.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.2 8.6 1741.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.4 8.6 1731.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.4 8.6 1731.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.5 8.6 1731.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.5 8.6 1731.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.2 8.6 1721.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.2 8.6 1721.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.4 8.6 1721.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.4 8.6 1721.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.4 8.6 1721.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.5 8.6 1721.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.5 8.6 1721.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.5 8.6 1721.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.2 8.6 1711.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.2 8.6 1711.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.2 8.6 1711.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.4 8.6 1711.1.3 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.5 8.6 1711.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.2 8.6 1701.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.4 8.6 1691.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.4 8.6 1691.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.4 8.6 1681.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.4 8.6 1681.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.4 8.6 1681.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.5 8.6 1681.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.5 8.6 1681.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.4 8.6 1671.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.5 8.6 1671.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.5 8.6 1671.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.5 8.6 1671.1.2 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.5 8.6 1661.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.4 8.1 8.5 8.6 1641.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.5 8.1 8.5 8.6 1641.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.4 8.1 8.5 8.6 1631.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.5 8.1 8.5 8.6 163

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1.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.2 4.2 4.3 4.6 8.1 8.5 8.6 1631.1.1 1.1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1.1 4.2 4.3 4.6 8.1 8.5 8.6 1621.1.3 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.3 8.6 1521.1.2 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.3 8.6 1471.1.3 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.2 8.6 1441.1.1 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.3 8.6 1431.1.3 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.4 8.6 1411.1.2 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.2 8.6 1391.1.2 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.4 8.6 1361.1.3 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.5 8.6 1361.1.1 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.2 8.6 1351.1.1 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.4 8.6 1321.1.2 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.5 8.6 1311.1.1 1.1.4 2.1 2.2 2.3 5.1 5.2 5.3 7.1 7.2 7.3 8.1 8.5 8.6 1271.1.3 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.3 8.6 1251.1.2 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.3 8.6 1201.1.3 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.2 8.6 1171.1.1 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.3 8.6 1161.1.3 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.4 8.6 1141.1.2 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.2 8.6 1121.1.2 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.4 8.6 1091.1.3 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.5 8.6 1091.1.1 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.2 8.6 1081.1.1 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.4 8.6 1051.1.2 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.5 8.6 1041.1.1 1.1.4 2.1 2.2 2.3 6.1 6.2 6.3 7.1 7.2 7.3 8.1 8.5 8.6 100

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