8.

INFORMATION VALIDITY
Information validity plays the role of cornerstone in any project and is inseparably
associated with the Business Case for any project.

Development of Business Case

The development of business case for this project was conceived during the
initiating phase which is prior to the tender works. It is the responsibility of Project
Manager and other people to scrutinize the project requirements and other available
resources. The following result not only helps to know if the project is good to go i.e.
in terms of scale, its inherent characteristics to complete, specifications associated
with deliverables but also regarding the fact associated with justification of the
process in terms of benefits and also with broader company strategy.

Assessment, review and justification of Business Case

Throughout the Project Life Cycle:
In the Initiating Stage, the Business Case was presented to our Company Board and
then justified as well which resulted in the submission of tender for works.
Over the Project Planning Stage, the primary basis for the decision associated with
schedule, cost and resource was Business Case
Throughout the execution phase various aspects of the project are overviewed and
reviewed and finally the outcomes are met in the ordinary reporting.
In the Closing stage, if there is some sort of deviation and discrepancy from the
initially proposed Initial Business Case, all the review and reassessment need to be
carried out which are part of Closing Stage reports as well as lessons learned.
Figure 8. a An illustration of Project Life Cycle
9 SCRUTINY
All the responsibility and scrutiny arrangements in this project is bestowed
upon the Project Board. The people and department that are responsible for
implementation of scrutiny throughout Project Lifecycle are Project Manager,
External Auditor, PMO Officer and Quality Assurance (QA). The whole process is
performed with audits during the lifecycle of the project. All the details related to
the audit plan along with categories are present in the Project Audit Report. Besides
the project control reports are the benchmark to confirm that the project is carried
out in accordance to the rules and specifications that are the basis of requirement
of any contract.
Refer PPMP20010 Project Audit and Termination Report Assignment Section 3
Refer PPMP20010 Project Controls Report Assignment Section 3

10 STATUS REPORTING
The required status reporting for this company fall under the jurisdiction of
Project Manager. On the basis of the nature of the project, the report can be
generated on biweekly, monthly or quarterly basis. The Project Sponsors along with
the stakeholders are given updates on the financial aspect, progress and status of
the our project with the help of EVM Reports. The Project Controls the status of
accounting period, audit verifying process and elaboration of the project.
Reference PPMP20010 Project Status Report All Section 3
Reference PPMP20010 Project Control Report Section 3

11 IMPROVEMENT
It is the foundation principle of our company that for the acquisition of better results
and outcomes, constant improvements are essential and transparent discussion and
release of Project Information.
For the project, we discussed and adopted the Six Sigma DMAIC methodology,. The
aim and objective of this approach is to better the production, total quality of
individual and team regarding productivity with high degree of attention on
reduction of cost.

Figure 11 a. DMAIC Phase Model( Source: TRACC Publication)

12 STAKEHOLDER ENGAGEMENT
It is vital to have engagement of stakeholder to make sure that stakeholders are
totally aware of the time and type of dedication and contribution that are expected
from them. Further, it helps a project manager to sort out the involvement of
stakeholders and degree of involvement during the time when project moves in a
lifecycle. The engagement of the stakeholder increases when the project comes to
culmination stage i.e. when it is time to handover everything to business.
In accordance to PMBOK Stakeholder Management Plan comprises of all the
procedures to figure out the planning, sorting and holding of the stakeholders. The
power of any project manager regarding his decision to find out and manage the
stakeholder in an approximate manner will definitely impact the making or breaking
of the project. Below is the illustration of how stakeholder register, engagement
matrix, stakeholder are organized.
Fig. 12a: Stakeholder Register

Stakeholder Unaware Resistant Neutral Supportive Leading

Project C, D
Sponsor
Project C, D
Manager
Operation C, D
Manager
Civil C, D
Engineer
Electrical C
Engineer
Mechanical C, D
Engineer
Procuremen C, D
t Officer
Administrati C, D
ve Officer

C= Current engagement
D= Desired engagement Assessment Matrix
Table 12. a Stakeholder Engagement Assessment Matrix
12. Stakeholder interest map
REFERENCES

Project Management Institute, 2013, A guide to project management body of

knowledge, 5th edition, Newtown Square, Pennsylvania, USA

OGC/AXLEOS, 2009, Managing successful projects with prince2, Norwich, UK

Office of Government Commerce 2009, Directing successful projects with PRINCE2, London