Project Responsibilities:
To work in tandem with the Bill of Materials (BoM) department in successfully generating and structuring the part numbers for BY831 (Bentley Mulsanne) and BY624 vehicle configuration with the help of SAP based environment called TIsyncro.
Maintain a constant effective communication between designers of different department to meet up with the deadlines.
Organise training to the relative department’s employees to inform and trained on the changing policies and methodologies of the department and project respectively.
To provide an interface between functional managers, BoM, Digital Mock-Up (DMU) department and the CAD (Computer-Aided Design) Department to ascertain that the flow of information if unambiguous and accurate.
Organise a product review meetings with the customers and the managers of relative departments.
To mitigate the issues escalated from the BoM and different functional departments.
To provide support in creating Client’s requirement based reports.
5. Competencies demonstrated: (please refer to the APM Body of Knowledge, Competence Framework)
The purpose of this assessment is to identify where my competence lies just now in relation to skills and professional studies. This assessment will reflect on previous/current work and courses and should help to identify my current level of skill. It is a detailed analysis of how I feel about my skills and competencies in relation to project management.
Technical competence:
The technical competence involved learning of 3D modelling software CATIA, LCA (Life Cycle Application) tool to structure the parts of BY831 (Mulsanne) and BY624 vehicle configuration.
Context of Project Management (PM):
In the context of Project Management, the technical competence involved developing skills on PM tools like MS Project and MS Visio. This has enhanced my skills on resource planning and appropriate scheduling of Projects.
Behavioural competence:
Behavioural competence involved developing robust behavioural skills by working for two managers with two leadership styles, strong communication skills ensuring details and expectations of the project are met to the highest standard, and constant interaction with functional managers of different departments catered to the enhancement of behavioural and interpersonal skills.
Context of Project Management:
Behavioural competence in the context of Project Management involved developing team building and leadership skills, time management skills by working on team placement project that involved working in a synergistic manner in order to avoid antagonistic behaviour as an individual.
Section 3: CPD Self- Assessment Form
This assessment addresses the experiences and knowledge gained/ shared by studying MSc Project Management at The Robert Gordon University (RGU).
K= knowledge; E = experience
ONLY TICK ONE ‘K’ AND ONE ‘E’ FOR EACH COMPETENCE
Competencies
Happy with my current level of
For my current role in the Team Project I need to increase my
For my future career I need to increase my
K
E
K
E
K
E
Project management
√
√
√
Programme management
√
√
√
Portfolio management
√
√
√
Project control
√
√
√
Project sponsorship
√
√
√
Project office
√
√
√
Project success and benefits management
√
√
√
Stakeholder management
√
√
√
Value management
√
√
√
Project management plan
√
√
√
Competencies
Happy with my current level of
For my current role in the Team Project I need to increase my
For my future career I need to increase my
K
E
K
E
K
E
Project risk management
√
√
√
Project quality management
√
√
√
Health, safety and environmental management
√
√
√
Scope management
√
√
√
Scheduling
√
√
√
Resource management
√
√
√
Legal awareness
√
√
√
Project life cycles
√
√
√
Concept
√
√
√
Definition
√
√
√
Implementation
√
√
√
Handover and closeout
√
√
√
Project reviews
√
√
√
Organisation structure
√
√
√
Organisational roles
√
√
√
Methods and procedures
√
√
√
Competencies
Happy with my current level of
For my current role in the Team Project I need to increase my
For my future career I need to increase my
K
E
K
E
K
E
Governance of project management
√
√
√
Communication
√
√
√
Teamwork
√
√
√
Leadership
√
√
√
Conflict management
√
√
√
Negotiation
√
√
√
Human resource management
√
√
√
Areas of strengths identified
Gaps identified
Scope Management
Project lifecycle
Teamwork
Project Management Plan
Leadership and Communication
Organisational Roles
Conflict Management and Resolution
Project Management Office
Health and Safety and Environmental Management
Programme and Portfolio Management
Project Management
Negotiation
Project Risk Management
Organisational Structure
Analysis of Project Success and Benefit analysis
Methods and Procedures
Value management
Project Risk Management
Human Resource Management
Technical Competence on Project Portfolio Management (PPM) software i.e. Primavera
Professional Certifications like APMP, CAPM, PRINCE 2 and so on.
Section 4: Development Plan
DEVELOPMENT PLAN
Based on the contents of your current CV and your responses to the CPD Self Assessment Form (Review) in which you have identified the areas in which you need development, please complete your Development Plan.
Where do I want to be in 5 years?
The Postgraduate degree in Project Management has provided me with enough of robust information on managing complex projects within the Project Management constraints of scope, time, cost and quality. I would like to carry on with these skills and be an effective, efficient and smart Project Manager with team building and leadership skills to manoeuvre complex environment of managing range of complex projects.
How will I achieve my aim?
I would like to achieve this aim through Continuing Professional Development in terms of having professional certifications indicating enhancement of technical and behavioural competence. I would also believe that development of interpersonal skills, living in a pleasant ambience would substantially add some benefits in realising my aim successfully.
What current skills and knowledge gaps prevent me from achieving my aim?
Value management
Project Risk Management
Human Resource Management
Technical Competence on Project Portfolio Management (PPM) software i.e. Primavera
Professional Certifications like APMP, CAPM, PRINCE 2 and so on.
Out of aforementioned knowledge gaps, Professional Certification is one of the most important knowledge gaps that need to be fulfilled and would substantially provide an opportunity to stand ahead in the competition from other Project Management practitioners.
5.0 LEARNING AND REFLECTION RECORDS- FORMAL EDUCATION
5.1 Learning and Induction from the Induction Programme
Induction Programme
Learning
In the induction programme, a basic overview about the university was addressed i.e. infrastructural facilities, introduction of staff members pertaining to the course, the cultural values that would be gained through interaction between students of diverse cultural background. Also, I was able to learn the basic rules and regulations to be followed in the city/ country and one of the members from the Grampian police had addressed about the social laws and regulations and the Grampian fire service had addressed about the health and safety measures, fire incidents and so on. There were general and academic induction programmes and I was able to learn in both academic and professional way. Also this programme consisted of providing valuable guidance to students to make use of library and other RGU facilities. Infozone provided ample guidance in getting the opening of bank account, health guidance and also about NHS service. International Student Advisors provided/ provides continual support on immigration and visa information.
Reflection
Through this induction programme, I have had an opportunity to reflect this learning by adhering to the rules and regulations of the city/ country and the lessons learned through working in teams on different academic coursework including project technical implementation can be implemented in future endeavours as well ranging from different complex projects and improve behavioural skills including ethics.
5.2 Learning and Reflection for Academic Activities for First and Second Semester of MSc Project Management
Module 1: Project Fundamentals
Learning
In this module, an overview of the basic nature of managing general projects was addressed, not specifically focussed on one type of project. I was able to get a basic insight into the concept of projects and Project Management and learnt the basic difference between projects and Business As Usual (BAU). The module used the concept of project life cycle as the organisational guideline, and provided a brief understanding on the contents of different phases of a project like project initiation, project planning, project execution, project control and project closure that covered the whole process of project management activities like, Project Management Plan, change management, project quality, Stakeholder Management, risk management and many others. From these activities, I basically learnt the concept of business case and its development and its importance as the primary deliverable of initiation phase of project life cycle. In a nutshell, I conclude from my learning that the principles of project management are applicable at all levels of the project hierarchy, ranging from individual work packages through to the provision of responsibility.
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Reflection
This module provided me a lot of insights into different elements of Project Management and I was able to put all these theoretical elements into practice by doing a team project on the construction of Heathrow Terminal 5. Firstly, this project provided me a robust experience of working as a team of varied culture and secondly, it provided an opportunity to understand the application of different project management activities in the practical environment (construction of Heathrow Terminal 5). This project also provided me an opportunity to implement all the learning on the fundamentals of projects and project management into practice and share knowledge between the team members by providing a detailed business case and the project management plan for the project. Having known with the basic principles of project fundamentals module, this learning can be reflected on future endeavours involving all the areas of Project Management.
Module 2: Project Planning and Control
Learning
This module provided a basic overview of core activities of the planning phase of the project. I learnt about the fundamentals of project planning like scope management, how to create Work Breakdown Structure (WBS) for the allocation of resources to projects, and an overview to create cost estimation and budgeting and apply IT led resource scheduling and allocation techniques with the help of Gantt chart and Critical Path Method (CPM). Alongside these things, I was able to get a basic insight into critical evaluation of key project monitoring and control techniques and their impact on the successful completion of projects. Finally, I learnt different quality systems and requirements of the project in order to add value to the client and the business as a whole.
Reflection
This module provided me a basic insight into different elements of Project planning and control and I was able to put all these theoretical elements into practice by doing a team project on the relocation of oil and gas company office. The project involved relocating the employees of different departments and their possessions to a bigger office space. We, as a team, got involved in preparing a project plan to ensure that this project is completed on time, within budget and would not affect the smooth flow of work and interrupt the operations at the existing building. More emphasis was given on project scheduling and provided a detailed Gantt chart indicating deliverables and milestones with a detailed resource histogram depicting the resources. Also, the allocation of resources for different tasks was depicted with the help of Work Breakdown Structure (WBS). This project provided me a robust experience of working as a team of varied culture and secondly, it provided an opportunity to understand the application of different project planning tools and techniques in this project and having known with these basic tools and techniques, this learning can be reflected on future endeavours as well.
Module 3: Project Organisation and Behaviour
Learning
In this module, basically an overview of organisational learning with roles and responsibilities was addressed and three types of organisation structures were dealt in detail i.e. Functional based, Matrix based and Project based Organisational structures and I learnt that more emphasis would emphasis would be given to project-based and matrix-based organisation structure for the effective implement of Project Management for the successful completion of projects. I also learnt behavioural issues in projects and how these issues would impact in maintaining robust relationship with the client and the constant interaction between conflict management and negotiation in projects and project management environment. During the discussion on behavioural issues in the project environment, emphasis was laid upon the socio-cultural aspect of Project Management and I learnt that the constant development of antagonistic behaviour of the individuals and lack of synergistic behaviour within the teams or in general the organisation structure would affect the project/ programme managers and including the team leader to manage the teams and would result in ambiguities within the team members with lack of knowledge sharing and result in the unsuccessful completion of projects. Hence I learnt that the role of effective leadership right from the strategic level down to the operational level is essential in problem solving and decision making process and develop efficient communication on the technical and socio-cultural aspects of project management within the team members leading to effective organisational learning.
Reflection
I was able to reflect on the learning that I got from the project organisation and behaviour module in the form of team project on International Thermonuclear Experimental Reactor (ITER). The basic reason for choosing this project to put all the theoretical elements into practice is due to its sensitive nature because this project, in the real environment, involved international stakeholders from seven different nations intend to develop fusion energy for peaceful purposes. The purpose was to provide a transformational organisational structure in order to mitigate behavioural issues and manage conflicts within the Organisation.
Module 4: Commercial Realties for Project Management
Learning
This module provided a descriptive learning on the qualitative and quantitative analysis of the project at the initiation phase of the project life cycle. The qualitative analysis included environmental analysis that in turn included three types viz., SWOT (Strengths, Weaknesses, Opportunities and Threats), PESTEL (Political, Economical, Social, Technological, Environmental, Legal) and Porter’s Five Forces Model. Quantitative analysis included investment/ financial appraisal and consisted of four types i.e. Payback Period (PBP), Accounting Rate of Return (ARR), Net Present Value (NPV) and Internal Rate of Return (IRR).
The qualitative analysis provides a detailed overview of merits and de-merits of undertaking a project taking micro, meso and macro factors into consideration. However, quantitative analysis provides a detailed overview on the financial aspects of the project i.e. Return on Investment (ROI). I was able to get a basic insight into procurement and supply chain issues and legal issues in the context of projects and project management. This module provided a basic overview of different types of dispute resolution techniques used in the project environment between the stakeholders.
Reflection
Based on the learning, I have had an opportunity to work on a hypothetical project. This project is aimed at building a multi-speciality veterinary hospital in Aberdeen and providing all the modern sophisticated medical facilities to the domesticated animals in order to eradicate all sorts of endemic and fatal diseases and provide a healthy environment. The project involved in providing a detailed qualitative and quantitative analysis, contracting strategy, procurement plan and dispute resolution techniques in the context of projects and project management. Learning through this module can be implemented in future real time endeavours that range of complex projects.
Module 5: Project Strategy and Leadership
Learning
In this module, the meaning of strategy was dealt and an overview of the link between strategy and projects was addressed. I learnt that how strategic decisions at the top management level/ strategic level would impact the projects and project management and learnt the concept of Strategic Project Management (SPM). I learnt the concept of Project Portfolio Management that was viewed as a tool/ method of prioritising and selecting portfolio of projects for their successful completion by linking the projects with the Organisation’s overall business strategies. I learnt the difference between Project Management, Programme management and the Project Portfolio Management and the interdependency between them and the overall business strategy. In order to ascertain successful completion of portfolio of projects through decisions taken at the strategic level, the concept of strategic leadership, Project Management Office and project governance were dealt with prime importance. I learnt that the gap of governance between the corporate governance/ corporate level (strategic level) and the Project Management can be avoided by introducing the concept of Governance of Project Management (GoPM) framework that links the strategic and the tactical/ operational level. However to ascertain successful GoPM, I learnt that the three important elements i.e. Organisation structure, people and the flow of information within the framework should be organised well. I also viewed Project Management Office (PMO) as the core department within the business function that maintains the tools, techniques and methodologies of Project Management and also responsible in upgrading the tools and methodologies of PM.
I learnt the concept of maturity model and its impact on all the areas of Project Management (PM) and viewed maturity in the context of PM as part of organisation’s diverse culture and not just a tool/ methodology for managing projects and learnt the concept of Organisational Project management Maturity Model (OPM3) developed by PMI and got an insight into how this model correlates Project, Programme and Portfolio Management. I got a basic insight into the Strategic Human Resource Management (SHRM) and how it is going to impact the success of portfolio of projects and the project strategy including the overall business strategy. I also learnt the concept of global teams and their impact on the performance of projects due to varied culture and how this socio-cultural aspect of Project Management should be managed in order to arrive at the desired project outcome. Finally I learnt the concept of Project Performance Management and their impact on meeting project/ organisation goals and objectives in an effective and efficient manner and I also got an insight into how stakeholder commitment is directly linked with project performance management and their alignment with the business strategies.
Reflection
Based on the learning, I have had an opportunity to work on a real team project. The aim of the project was to analyse, plan and develop the overall strategy for the management of the company’s project in order to meet the company’s budget, schedule and quality parameters set out at project approval but also deliver optimum value to the company. In the project, we assumed the role of engineering directors that had been tasked with proposing a new strategy for the efficient management of the company’s business operations. Though the project was carried out from the university without being there at the client organisation, this project gave us a good exposure in implementing all the elements of project strategy and leadership module into practice and can also be implemented in future professional endeavours.
Module 6: Risk and Safety Management
Learning
In this module, I learnt the concept of risk and risk management in the context of Projects and Project management. I learnt to identify, analyse and critically assess risks throughout the phases of the project life cycle. Risks in terms of organisational structure, culture, stakeholders and so on were addressed in the context of projects and project management and learnt on how strategic decisions of the management would be risk-driven in terms of delivering the projects successfully. I learnt more about sensitive projects. It was dealt that projects tend to become sensitive depending on the level/ intensity of risk involved in the project and based on this, I learnt that quantitative and qualitative risk assessment tools and techniques can be used depending on the type of projects and the level of risk involved. I also learnt that how organisation would look at individual’s attitude towards technical and socio-cultural risks involved in projects in the context of project management.
I also learnt the concept of Health Safety Security Environment (HSSE) and the awareness of legislative and statutory requirements and integrate health, safety and environmental policies into Project Management Plan (PMP). I did learn about how performance of HSSE can be effectively and efficiently monitored for successful management of risks and how organisational structure and their responsibilities can affect the successful implementation of effective risk and safety measures within the organisation.
Reflection
This module gave me the exposure in implementing all the elements into practice. I completed individual coursework on risk and safety management in the transportation of spent fuel in the United Kingdom. This project focussed on the key risks involved in the transportation activity at the back end operations of the nuclear power plants, key legislative requirements and health & safety measures for the transportation of spent nuclear fuel, decisions concerning top management on the transportation issues and proposal of new strategy for the ongoing monitoring of risk and safety management. In a nutshell, the learning through this module gave a basic insight into different elements of risk and safety management and can be reflected on future endeavours as well i.e. in the real work environment
Module 7: Supply Chain Management
Learning
This module provided a basic overview on different supply chain frameworks, supply chain tools and techniques used in the area of supply chain management, design of supply chain strategies and modelling and simulation techniques in the SC. Devising of supply chain structure or supply chain network diagram provided a basic overview of understanding the flow of information (material and financial flow) among stakeholders along the upstream and downstream of the SC.
Reflection
This module provided me a robust exposure in implementing all the theoretical elements into good practice by doing two courseworks on the module. In the first coursework, the aim was to regulate the variation of demand and supply of electricity with the optimisation of Supply Chain strategies and to bring in coordination and integration among the trading partners within the Supply Chain. This involved analysing the current SC model of the chosen organisation on node by node basis with regards to their existing SC strategies, tools & techniques, SC issues and the SC response on these issues. A new SC model was proposed for the chosen organisation with optimised SC strategies, tools & techniques and improvement in the response of SC. In the second coursework, the aim was to identify and analyse humanitarian supply chain issues at the micro, meso and macro level, identify the current technology application in the humanitarian supply chain of the chosen case study and identify the typical stakeholders that impact the SC response. As time is the main constraint of any humanitarian SC, Corporate Social Responsibility (CSR) plays a major role in eliminating unethical practices and improves the SC response.
Hence the learning from this module can be reflected on future endeavours i.e. real time projects in the diversified area (from retail, engineering and so on to rehabilitation projects/ humanitarian based SC projects).
Module 8: Professional Body of Knowledge in Project Management
Learning
This module gave an opportunity in learning all the knowledge areas of Project Management, specifically Association for Project Management (APM). This gave me a good exposure to attempt the exam conducted by the university that is tantamount to APM’s APMP exam. The module addressed on all the knowledge areas that covered all the previous modules (seven) on Project Management. This module also provided me the guideline in preparing for the APMP exam to get the professional certification. This module also provided a good exposure in knowing different PM standards and bodies.
Reflection
The examination conducted by the university on this module would be the stepping stone to many future professional certification exams to boost the CV and ensure continuous professional development through lifelong learning and stand ahead in the competition among other project management practitioners to get hands-on experience on future endeavours on a range of complex projects.
6.0 LEARNING AND REFLECTION RECORDS- PROFESSIONAL ACTIVITY
Activity 1: Student Membership for APM and PMI
Learning
Holding the student membership for Association for Project Management (APM) and Project Management Institute (PMI) has provided me a basic insight into the happening of events/ seminars/ workshops on different genres of Project Management and I could keep myself updated on the current tools and techniques used in the management of range of complex projects.
Reflection
By holding the membership for APM and PMI, I have had an opportunity to learn many areas of Project Management through their website, journal articles and e-letter (The membership is still very much valid). As a matter of fact, these learning could be reflected on future career development in the field of Projects and Project Management and provides ample opportunity in doing the certification exams like APMP, CAPM and so on and avail for full-time membership. This also provides an opportunity in networking with other Project Management practitioners and share knowledge on different areas of Project Management.
Activity 2: Participation in CPD Activities
Learning
In this session, I learnt about the step by step process of developing the portfolio of Continuing Professional Development (CPD). This session was conducted by one of my Project Management module coordinators in the academic environment and was part of the Project Technical Implementation (Team Placement Project) module. The module coordinator addressed all the sections and elements of CPD and explained the importance of CPD in the development of one’s career.
Reflection
The basic understanding of the process of CPD could be reflected on the career development and be considered as the stepping stone to boost the Curriculum Vitae (CV) and provide a platform in achieving the professional certification and mark it as the evidence of enhanced professional competency and can stand ahead in today’s global competition with respect to other Project Management practitioners.
Activity 3: Leadership Style of Workplace Supervisors
Learning
In my previous employment, I was happened to work with two managers at Bentley Motors Limited, Crewe, UK. I have had an opportunity to perceive different leadership style of these managers.
Manager A:
I worked under Manager A for about 6 months and got to learn about the Autocratic style of leadership wherein leaders have more powers over their team members. Also the contribution to the process of decision making was limited.
Manager B:
I worked under Manager B for 9 months and learnt about the Democratic style of leadership and had an opportunity to contribute to the process of decision making as a team and the level of enthusiasm was optimal.
Reflection
Based on the real-time professional experience with the managers of my previous organisation, and having had a great opportunity in perceiving two different styles of leadership, I would like to reflect these professional learnin
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