SBM 1103 Project and Program Information and Communication Systems: The Aircraft

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SBM 1103 Project and Program Information and Communication Systems

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The Airbus A380 airplane is a double-deck, wide-body, four-engine jet airliner produced by Airbus.1 It is the irst airliner able to carry almost 900 passengers. It has the most spacious interior of any jetliner ever built, the biggest wings, and the greatest overall engine thrust. No civil airliner since the supersonic Concorde has aroused such passion, such controversy, and such fascination.2 In addition to its remarkable engineering features, the A380 is very interesting from a management and didactic point of view, namely:
● Lessons learned from a project of this magnitude
● The different scenarios and strategies in the aircraft markets
● The ability of Airbus to compete with Boeing in every market segment
● The ability to create an icon capable of capturing the imagination of the world’s travelers with its double-deck load
● The ability to relieve congestion at the world’s busiest airports by taking up less space than two airliners it can replace.

In the preliminary design phase of a new aircraft, the irst step is the “market survey.”3 This phase is important because it is closely connected with the success of the aircraft. The new design has to be better than what already exists in the market. In addition, it is essential to determine if the market is willing to accept the new aircraft; in other words, if a demand exists. The new aircraft has to have features that make it more appealing than its competitors, and the market should show promises of growth. Otherwise, a new design is unlikely to succeed. In this regard, it is interesting to look closer at the motivations that brought the A380 concept to market and what makes A380 different from and better than its competitors.

Considering the size of the project, the design of the A380 had a long gestation. In the summer of 1988, a small group of advanced project engineers of the Airbus New Product Development and Technology branch in Toulouse,France, started thinking about building a giant aircraft capable of carrying more than 800 passengers. The project, called “Ultra-High-Capacity Aircraft,” was totally unknown to the rest of aircraft-manufacturing consortium, includ- ing the Airbus leadership. The leader of the project, Jean Roeder, the brilliant engineer behind the concept of the A330 and A340, believed that this project was something that Airbus simply had to do. For too long a time Boeing had beneitted from its 747 monopoly. “Airbus was making effort at this time to get 30 percent of the market, and we thought that this just would not be possible in the long term if we did not get a complete set of aircraft in our program.

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QAB020N503S Project Management- Organisational Issues

Learning outcomes assessed within this piece of work as agreed at the programme level meeting

Knowledge:

You will be able to develop understanding of the core activity areas project managers concern themselves with and how they relate to personal and organisational issues.

Intellectual/transferrable:

You will be able to apply the principles of project management to the planned development and delivery of business initiatives, e.g. new products, services or events

Tasks to be completed are on page 2 and the four case scenario options are on page 3

Assignment 1 – to be submitted in week 5 (30% of module mark); 2pm, Friday 14/02/20

A. Sample Project Initiation Document (PID) including budgetary information, timescales, objectives, approach, key staff and stakeholder analysis (approx. 750 words plus diagrams, etc.);

B. Work breakdown Structure containing at least 20 items in the WBS. The WBS should be presented in the form of a diagram that includes dependencies, milestones and a hierarchy of tasks. You are free to deliver this as a Gantt chart (use MS Project to develop this) but it is not required. All diagrams should be embedded into your report as images. In addition include with this table a referenced paragraph explaining how a WBS can be used to help manage the tasks on a project and give a further paragraph briefly explaining the importance of critical path analysis;

Assignment 2 – to be submitted in week 10 (30% of module mark); 2pm, Friday 20/03/20

A. A risk register containing at least 10 fully documented risks, including owner, mitigation and contingency actions, pre-and post- action weighting and scores. 

B. In approximately 500 words describing the way in which a risk register forms a crucial part of an overall risk management plan, using examples to show what happens when risk is not properly managed on projects.

Assignment 3 – to be submitted in week 12 (40% of module mark); 2pm, Monday 03/04/20

A. A short report written directly to the project sponsor (approx. 1,500 words) containing both of the following:
i. An explanation of the need for effective, structured communication between the project manager and members of their team.  Using theory and suitable case examples, tell your sponsor how best you believe the communication process should be structured on your project, so as to ensure the most efficient and effective possible team working.
ii. An analysis and critique of methodologies that might be used to run the project case study, principally comparing Agile, Waterfall and PRINCE2 methodologies. Explain their strengths and weaknesses and give your recommendation to the sponsor as to which methodology you believe would be best to use.  There is no right or wrong answer for this and hence marks will be given on the basis of how well you have explained and justified your decision. As with the other assignment elements, reference examples and reference to theory is very important.

B. Submit copies of your previous two assignments (from weeks 5 and 10) as appendices to this third piece of work so that the marker will be able to see continuity between these earlier assignments and this final one.  Simply paste them in at the end and submit as one large document.  If you did not submit assignment 1 and/or 2 but do wish to submit assignment 3 then simply note at the end that you do not have anything to submit for 1 and 2 (you will be given a capped resit opportunity for each non-submitted assignment).

Important: So that there is no confusion or doubt, for ALL elements in all assignments, reference must be made to established project management theory. As this is a fictitious project case you are free to make assumptions where necessary and these should be clearly stated in your submission.  Furthermore, you are required to use multiple real project examples (both good and bad) as additional reference sources. These will help you demonstrate what good practice project management looks like and what happens when it is not applied.

It is also recommended that you include an appendix that contains all relevant assumptions that demonstrate how you arrived at your estimates – see separate student assignment guide.

Project Management Case Study Options – Choose One Only 

Academic Year 2019/20 only

The Project Management Assignments require students to develop a number of pieces of documentation relating to a particular case study. For the last two years we have just given one case study scenario which has been mandatory and required to be delivered as one large piece of work at the end of the semester. This year, in response to student feedback regarding case study choice and reduction in risk of having to submit a whole module’s work at once (to avoid ‘eggs in one basket’), and also to reflect the wide variety of ways in which project management techniques can be applied, we are allowing students to choose between four different fictitious scenarios. Choose one of the four and then answer all of the assignment questions, to be submitted at three separate points in the semester – weeks 5, 10 and 12, worth 30%, 30% and 40% of the module total mark respectively. You must use the same case scenario for all questions as it is expected that you will link your three pieces of work.

Case Scenario 1

QAHE wishes to improve the spaces available for business students and has asked you to project manage the refurbishment and redevelopment of the London/Birmingham/Manchester (please choose one based on your location) Campus. The preference is for tiered seating that can be retracted, together with acoustic panels on the walls to make it a better teaching space. You have been asked to project manage this process with support from the Facilities Management department at QAHE and have been given a provisional budget of £100k.  Bear in mind that the work must not cause disruption to teaching timetables.

Case Scenario 2

QAHE has recognised that students do not always know what is going on at QAHE Campuses outside of timetabled class sessions and in addition can find it difficult to contact representatives from clubs and societies. Hence, in order to help increase student engagement with extra-curricular activities, QAHE’s Student Forum Representative has asked you to project manage the development of a new QAHE Recreation mobile phone app which will provide day by day details of QAHE clubs and societies’ events, links to contact details and the freedom for students to publicise their own events.  Grant funding from O2 (one of their directors is a former QAHE student) has given you a budget of £200k and the university, although supportive, wants it ready to be used by students at the start of the next academic year.

Case Scenario 3

QAHE Business Management Faculty has designed a new degree course in Sustainable Business, focusing on ethical and environmental business issues.  This is now in its second year so at the start of the next academic year the 30 students on the course will be going into their final year. The Business Faculty has secured funding to support a two week field trip to see some interesting sustainable projects in Uganda, intending that this takes place in March of Semester 2. The Programme Convener has asked for your help in organising this trip and you are doing so as a project management task in place of your dissertation. Each student will be funded a max of £2,000 to enable them to go, thus meaning there is a total of £60,000 available for the whole trip.

Case scenario 4

You are the Project Manager for an indoor sporting event, organising a sort of ‘Olympics’ between London/Birmingham/Manchester (please choose one based on your location) Higher Education Institutions (HEI), known as the HEI Games.  The senior management at QAHE have asked for this as they wish it to be a flagship event that helps market the QAHE’s facilities. Assume you have the full academic year to organise this, with the events taking place in July or August.  You have a budget of £20k per university taking part and you should assume around 10 HEIs will be involved although if more join in then that will allow for more budget.  

Important: You do not need to have any technical knowledge of construction, IT, app development etc. in order to do well with any of the above as it is the use of the project management processes that will be marked and not detailed technical understand of a particular industry.

 
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EVNT 712 Creativity and Innovation- Realistic Template and Foundation

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EVNT 712 Creativity and Innovation

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Virtual Event Design Assignment: 

The purpose of this assignment is to create a realistic template and foundation to produce a Virtual Event with your concepts and creative design. The assignment is individual and is worth 20% of your final grade.

Important: Create and develop a realistic and achievable virtual event plan. If you were asked to implement this event at the end of the semester, you could do so with the assistance and support of your classmates.

The assignment is to be delivered in a written form- sentences with minimal point form notes is fine, but the written concept should be placed in a professional context.

Provide a cover page and photos throughout the written document to engage the reader. This assignment could be viewed during an interview process to highlight your diverse and knowledgeable skills in the event management industry.

The following topics must be discussed in this assignment:

  1. Discovery Session/Establishing a Plan
  • Start by establishing a concept for your virtual event- be sure this covers the WIIFM and the objective to both the audience and you.
  • Determine which platform format to use? Will your event be 100% virtual, hybrid, livestreamed? Why did you select this platform?
  • Ideas for the entertainment, talent, or content this is what guests are coming to see or learn. Why is this idea going to work?
  • Consider guest interaction- Think through the format of your event and decide whether one-way video with a live chat would work best, or whether you really need two-way videos for all attendees.
  • Choose a ticketing partner- why did you select this ticketing partner?
  • Determine staffing and equipment needs
  • Estimate your budget- this should include not only expenses but projected revenues as well.
  1. Marketing, Advertising & Social Media Overview
  • Potential Sponsors? Why did you select these sponsors?
  • Platform for registration- what are the benefits provided?
  • Ticketing page- to send guests who want to purchase tickets for your event, so make sure your ticketing page is set up before you start promotions.
  • Promotional Invitation or flyer poster- this should be visual and created by you.
  • What channels will you use to promote your event- websites/social media- Give 1 example- be sure to develop a hashtag
  1. Post Event
  • How will you receive attendee and vendor feedback?
  • How will you evaluate your marketing and Advertising campaigns and strategies?

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HR105 Talent Management And Succession Planning: Human Capital Theory

Task

Prepare a Management Report on Talent Management. Apply this to a relevant organisation that operates in the UK. Your report should outline the aim(s), legal regulation (if relevant), and costs and benefits for that organisation in dealing with this issue. Your report should also briefly outline the timescale, cost and prioritisation of any recommendations.

Executive Summary

Leave this until last. It is a summary of the findings and recommendations of the report.

Introduction

Choose an organisation relevant to the topic. As this is an introductory module, the level of organisational investigation sought is modest. But you should find out how many workers it employs, its turnover and its profitability (if relevant) and have some sense of the key issues affecting it. A brief profile of organisation could be one of your early paragraphs.

Literature Review

Define what is talent from employment perspective. It is part of human resource planning from a strategic perspective. Organisations look for talent beyond their normal recruitment.

Human capital theory = links investment in the organisation’s key asset (its employees) to increased productivity and sustained competitive advantage – strategic aspect is the long-term enhancement of the firm’s resource base by linking employee skill development with retention through training and development, career management and progression

What is your talent?

Applicants should define their talent in terms of Baseline – skills, traits, characteristics, and behavior that is required of all roles e.g.
Lifelong Learner..continually developing self through CPD and further study Self-starter- does not need to be asked to take initiative.

Ability to work with minimum supervision

Role Specific – additional skills, traits, characteristics, and behavior required for a specific role e.g. Technical & end user support
Technical writing & documenting

What talent is required for what strategic roles in your organization. Relate this to an organization, eg Google needs talented programmers,Top 100 UK companies need best talent for succession. Give examples of talent.

Identifying

Identify and assess existing and needed talent

Internal and External Recruitment Methods.

What are the methods used to identify talent? Head Hunting from competitors,Linkedin, Top Universities

Identifying talent through high value staff appraisals and grow from within?

Internships,Sweetners eg incentive to resign,remuneration package

Understand adequate compensation and impact.

Engaging

Activities to make target to feel part of the new organisation

Developing

How is new talent developed for future leadership roles

Management Training Development programs

Involve top performers in mentoring and coaching.

Train within and outside the organization

Re-inforce development with obligations

Development is woven into the fabric of the organisation

Development primarily means challenging experiences, coaching, feedback and mentoring

The company owns the talent; people move easily around the company

Everyone has development needs, and receives coaching

Mentors are assigned to every high-potential person

Retention

Turnover and succession plan for the future

How does organization avoid new employees leaving?

Pay And Rewards-Talented employees are marketable and can leave

Comparing “apples to apples”

Non-financial compensation

Managing expectations …

Succession planning:

Identifying key people to grow to fit future roles

Needs a stable environment and long term career plans and opportunities

Does fulfil good retention goals if people feel there is something to aim for. Links to motivation and employee engagement

Need to balance internal and external labour markets. If there is no “new blood” an organisation can become stagnant

 
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