I.

Explain the stages of the project lifecycle (PLC) and their importance
to the success of a project.

A project life cycle is a collection of generally sequential project phases

(PMBOK, 2008). Every project phase has a start date, an end date, and a
control point. The goal of the control point is to reassess the feasibility of
project continuation. To find out if the project is on track, you can compare its
performance. The project life cycle describes the procedures for managing a
project from start to finish.
There are four stages of project life cycle:

1. Initiation stage: understand the goals, priorities, deadlines, and risks of

the project

Steps for the project initiation phase may include the following:

 Communicating with stakeholders to understand the purpose

and desired outcomes of the project
 Identifying project scope
 Determining SMART goals (specific, measurable,
achievable, relevant, and time-bound)
 Clarifying resources like budget and time constraints
 Confirming team size and roles required
 Determining how often and which stakeholders will be
involved throughout the project
 Compiling a project proposal and project charter
2. Planning stage: outline the tasks and timeline required to execute on the
project

The planning phase can include the following steps:

 Deciding on milestones that lead up to goal completion
 Developing a schedule for tasks and milestones, including time estimates
and potential time buffers
 Establishing change processes
 Determining how and how often to communicate with team members and
stakeholders
 Creating and signing documents such as non-disclosure agreements
(NDAs) or requests for proposal (RFPs)
  Assessing and managing risk by creating a risk register
 Holding a kick-off meeting to start project
3. Execution stage: turn your plan into action and monitor project
performance

Specific steps might include:

 Using tools like GANTT or burndown charts to track progress on tasks
 Responding to risks when they manifest
 Recording costs
 Keeping team members motivated and on task
 Keeping stakeholders informed of progress
 Incorporating changes via change requests

4. Closure stage: analyze results, summarize key learnings and plan next
steps

Steps in the closing phase can include:

 Conducting retrospectives and take notes of changes you can implement
in the future
 Communicating to stakeholders of the end of the project and providing an
impact report
 Communicating with the new owners of a project
 Creating a project closeout report
 Celebrating the end of the project and your successes

Applying PLC to develop a software tool

Stages Application
Project An established company has identified an opportunity in the
initiation market to develop a software tool that will be useful for
tracking staff time. In the project initiation phase, the possible
market is estimated as large. The costs of undertaking the
project are estimated, as is the time to deliver it. The project
gets the go-ahead. A specialist project manager is sourced to
lead and oversee the work.
Project The project manager produces a project plan. On getting into
 planning the detailed planning, he realizes that for one part, specialist
help will be needed to deliver the software project. He flags
this up to the business owner. This raises the project costs by
£2K but the business owner decides the project can still go
ahead. The internal staff is briefed on their roles.
Project The project gets started. The project manager oversees the
execution activities on a daily basis, making sure everyone stays on
track. One person breaks her arm and goes off sick. Working
with the development team manager, the project manager is
able to negotiate that another person can step in to take their
place.
Project As the work is progressing, the business owner suddenly
monitoring thinks it would be nice to add another feature into the
and control software project development. Using the project change
management process, the project manager highlights to the
business owner that this will raise the costs of the project by
£50K and lead to a three-month delay in project delivery. The
business owner decides not to make the change and the
project continues as planned.
Project During the closure phase, the evaluation of the project
closure identifies that the requirements could and should have been
better defined during the project initiation. This would have
helped avoid the identification of a further feature that was
required late into the process which could not be
accommodated. The team agrees to a stricter project
requirement sign-off stage for future projects.

II. PMP
Project management plan (PMP) is a formal plan that describes how the project
will be made and how the project is monitored and controlled (Phillips, Joseph,
2004). The aim of this plan is to achieve all of the project goals with limitations
of course. The first advantage of project management is it improves
productivity, it increases customer satisfaction, it also helps to increase
competitive advantage. Another advantage is it sets the scope, proper
scheduling, and budget accurately. The main fundamentals of project
management are: scope, time, cost, quality, risk, communication, resources,
others,..
Project Aims Project Objectives
 Enhancing business  Understanding the characteristics of the
workforce workforce of small businesses.
 Reporting how affected employees are
during the pandemic
 Solution
 Building strategic  Develop a policy to retain talented
resilience for employees and train employees in
tomorrow. skills
 Proposing employee benefits and
rewards

1. Scope

The scope project is the work required to complete the project successfully
(Bigelow B. , 2011). Management needs to identify the scope of the project to
maximize the benefits of the management project outcome. Inherent quality
maintained in the project is the success measure of the scope.
The work breakdown structure (WBS) is a hierarchical outline of all the
deliverables involved in completing a project (Law J.,2016).
 2. Time/schedule

Schedule project is the op-timal allocation of activities ( Winter, 2005).

A milestone is the planned completion of a significant event in the project
(Knutson J.,1995).

Milestones Description Date

Starting project Prepare and build plan From 10/5/2022 to
10/10/2022
Implementation Finalize the analysis and update the From 10/10/2022
 project data collected from the to 12/2/2022
questionnaire
Completion Complete reports, presentations and From 12/2/2022 to
project get feedback 12/20/2022

A gantt chart is a type of bar chart, developed by Henry Gantt, that illustrates a
project schedule (Morris, 1997).

3. Cost/Budget

The project budget is a tool used by project managers to estimate the total cost
of a project ( EM Bennatan, 1996).

No Scope of work Description of cost Estimated

cost
1. Human Salary of labor 150 USA
resource
2. Material All the items need to perform the work, 80 USA
resources including software, equipment, or other
unique materials.
3. Research Studies or data to support projects and 40 USA
expenses deliver the best value

4. Contingency Contingency funds to allow for flexibility 30 USA

reserves and reduce risks of budget overruns ( 5%
total budget)

4. Resources

Project resources are components that are necessary for successful project
implementation (V Dermol, A Rakowska, 2014) . They include people,
equipment, money, time, knowledge – basically, anything that company may
require from the project planning to the project delivery phases.
 No Scope of work Resources Description of
used sources / strengths

1, Project Project The project manager will have a computer

management Manager and the necessary software to monitor the
plan task that the worker is doing and evaluate
the employee's performance. Project
manager with experience in project
planning.
2. Designing Project Project team 1 prepared a questionnaire
questionnaire Team 1 with 10 questions including open and
closed questions related to workforce
issues after the covid 19 pandemic.
3. Collecting data Project Project team 2 interviewed all employees
Team 2 in the company for 2 weeks using a
questionnaire designed by project team 1.
4. Data processing Leader 1 Leader 1 summarizes all the results
obtained and analyzes them according to
the set criteria.
5. Writing report Leader 2 Leader 2 receives the summary results
and from team leader 1 to write reports and
presentation make presentations to the project owner.
6. Equipment Project Responsible for maintaining and repairing
management Manager equipment if damage occurs.

5. Risk

The project risk may be defined as the chance of certain occurrences adversely
affecting project objectives, the degree of exposure to negative events, and their
probable consequences (Baccarini D. ,2001).
Risk management is the process of minimizing any potential problems that may
negatively impact a project's timetable (J Heagney, 2016).
No. Type of Description How it can Impact How to
risk of risk happen potential ( control
priority)
1. Financial Budget cuts An investor High - Negotiating
risk withdraws and
capital from persuading
the project investors to
withdraw
capital.
- Call for
capital from
other
investors.

2. Not enough Many Low - Send a

Resources data of employees questionnaire
participants infected with survey via
covid 19 google form
have not with deadline
started to that
working at employee
the company
yet
3. Human Poor Many High - Leader
performance workers have opens a
no work training
experience session for
those workers
4. Technical Design Monitoring Low - Repair
errors software before project
inaccessible execution

6. Quality
A project quality plan is a plan that outlines the required tools, tasks, and
processes the project team must use and execute to achieve quality expectations
( Lyles W. and Stevens M. ,2014).
Quality management is a system to make sure that a product or service meets
standards of excellence, and that the process by which the product or service is
created is efficient and effective as well ( Rose, Kenneth H. ,July 2005).

No. Scope of work Quality planning

1. Project - Planner with high professional experience
planning - Build an accurate plan, in accordance with the
available budget
- Set clear goals and make a specific time plan
- Recruit and hire best project team.
2. Design - Questions should be clear, open-ended and closed-
questionnaire ended, most relevant to the purpose of the project, and
easy to sift through and analyze data.
3. Data collection - Distributing project team members to locations with
a large number of employees in the company for
interviews.
- Project team members make sure to submit deadlines
on time
4. Data analysis - Highly qualified analyst
- Clear division data

5. Update data - Update information continuously and most accurately

6. Completion - Write a clear report, complete with necessary
project information and follow the correct report format.
- Briefly present all the ideas on the slides
- Accept and correct after receiving feedback

7. Communication
Communication planning defines the types of information you will deliver, who
will receive it, the format for communicating it, and the timing of its release and
distribution (Ferguson S. D. ,1999).
Communication management is a collection of processes that help make sure
the right messages are sent, received, and understood by the right people (Zulch,
B. G. ,2014).

No. Description Who When Why How

1. Project Project Every week To update the Email
status manager, project status
update Project team and
discuss potential
issues

2. Data Leader 1, 2rd Nov to Use Microsoft Zoom

processing project team 2rd Dec Excel call
2022 to present all the online
collected data in
chart or table.

3. Presentation Leader 2 9th Dec to Use Powerpoint Office

10th Dec to
2022 present for
project manager
4. Feedback Manager 10th Dec to To evaluate the Email
20th Dec project
2022

II. Literature review

According to Ngoc Su, Diep, et al (2022), this study establishes how tourism
and hospitality businesses in Vietnam developed organizational resilience to
survive the first wave of the Covid-19 crises. With employees acknowledged as
a critical dimension in tourism and hospitality services, the study focused on
how human resources (HR) practices were adopted to develop organizational
resilience during the crisis. In-depth interviews were conducted with 20 tourism
and hospitality managers during Vietnam's lockdown. The findings reveal
valuable HR resilience-building practices that these businesses implemented
before, during and after the lockdown. The results contribute to our
understanding of how HR practices can sustain the tourism workforce and
enhance organizational resilience in the face of a global pandemic.
Maingi, Shem Wambugu, and Hildah Mumbi Wachira ( 2022) concludes that
Kenyan Small and Medium-sized Tourism Enterprises (SMTEs) have been
highly affected by the COVID-19 pandemic. In particular, the tourism
workforce had to face lockdowns and travel restrictions. This study sought to
investigate tourism workforce recovery process using digital skills. The process
involved data gathering from interview participants, qualitative emic and etic
coding, analytical memo writing, theoretical sampling and reconstructing
theory. The findings of the study showed the use of social digital tools to build a
mental health response to COVID-19 was instrumental to the recovery process.
According to Zhu, Xuechang, Yao Li, and Hui Shang (2022), the massive
spread of the COVID-19 outbreak has widely disrupted business activities
around the world. In such a context, more manufacturing enterprises have to
turn to online sales to restore sales and workforce. This study is to analyze
whether and how online sales affect sales and workforce recovery from
COVID-19. Drawing from a cross-country survey with 2714 manufacturing
enterprises during the COVID-19 pandemic and controlling for self-selection
bias, we find an inverted U-shaped effect of online sales on sales and workforce
recovery. This study confirmed that firm size moderates the indirect effect of
online sales on sales and workforce recovery through cash flow adequacy. This
study not only expands e-commerce and emergency management research
domain and enriches the results of related research, but also provides
management implications for the recovery of manufacturing enterprises from
the perspective of online sales during the COVID-19 pandemic.
III. Methodology

Knutson, J. (1995). How to manage a milestone, or managing by deliverables.

PM Network, 9(6)
Baccarini, D. (2001). Risk management Australian style – theory vs. practice.
Paper presented at Project Management Institute Annual Seminars &
Symposium, Nashville, TN. Newtown Square, PA: Project Management
Institute
Lyles, W., & Stevens, M. (2014). Plan quality evaluation 1994–2012: Growth and
contributions, limitations, and new directions. Journal of Planning Education and Research,
34(4), 433-450.

 Rose, Kenneth H. (July 2005). Project Quality Management: Why, What and How. Fort
Lauderdale, Florida: J. Ross Publishing. p. 41. ISBN 978-1-932159-48-6.
Ferguson, S. D. (1999). Communication planning: An integrated approach (Vol. 1). Sage.
Zulch, B. G. (2014). Communication: The foundation of project management. Procedia
Technology, 16, 1000-1009.
Maingi, S. W., & Wachira, H. M. (2022). Digital Skills and Tourism Workforce Recovery in the
Post-COVID-19 Pandemic Era: Case of Small and Medium-Sized Tourism Enterprises
(SMTEs) in Nairobi, Kenya. In Tourism Through Troubled Times (pp. 21-38). Emerald
Publishing Limited.
Zhu, X., Li, Y., & Shang, H. (2022). The Impact of Online Sales on Recovery from COVID-19.
Engineering Economics, 33(4), 444-457.
Ngoc Su, D., Luc Tra, D., Thi Huynh, H. M., Nguyen, H. H. T., & O’Mahony, B. (2021).
Enhancing resilience in the Covid-19 crisis: lessons from human resource management
practices in Vietnam. Current Issues in Tourism, 24(22), 3189-3205.