3D30

Essential Project
Management

TEAM LEADER/SUPERVISOR
CMI UNIT 311 CONTRIBUTING TO THE DELIVERY OF A PROJECT

CMI 311 Page 0 of 29 Version 1

» LEARNER INFORMATION

Learner name: CMI membership No: Date:

Centre name: Qualification:

Learner statement of I confirm that the attached completed assignment is all my own work, and does not include
authenticity: any work completed by anyone other than myself. I have completed the assignment in
accordance with the Institute’s approved instructions.

 Tick here to opt out I consent for this assignment to be used for assessment standardisation and where
appropriate, for the dissemination of good practice, on the understanding that the content is
anonymised.

Signed: Date:

Centre statement of On behalf of <CENTRE NAME>, I confirm that the above mentioned learner is registered at the
authenticity: centre on a Chartered Management Institute (CMI) programme of study. The learner is, to the
best of my knowledge, the sole author of the completed assignment.

Name: Job Title:

Signed: Date:

» GUIDELINE WORD COUNT

The written word, however generated and recorded, is still expected to form the majority of assessable work produced by
Learners at Level 3. The amount and volume of work for this unit should be broadly comparable to a word count of 2000-2500
words within a margin of +10%.

» AIM OF THE ASSESSMENT BOOKLET

High performing individuals impact on the performance of teams and the organisation. The aim of this assessment booklet is
to enable managers to evidence their understanding of how to use their knowledge, skills and abilities to support individuals,
not only to perform well, but to exceed expectations.
 Before you begin the assessment booklet, please read the CMI 311 unit specification thoroughly as only the content
related to the achievement of the assessment criteria will be assessed.
 Research the topics being assessed. Suggested reading/web resources are provided on the CMI 311 unit
specification. Your Facilitator may signpost you to relevant resources. Additionally, you may access excellent online
resources at ManagementDirect
 If you are enrolled on the Trailblazer Apprenticeship programme, you are encouraged to review the Apprenticeship
Standard for Team Leader/Supervisor

Completing the assessment booklet

 The assessment booklet contains a series of tasks which are clearly referenced to the relevant assessment criteria
and indicative content.
 An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original source(s) of
quotations or models can be verified.
 Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted) when submitting
evidence on Quals Direct.
CMI 311 Page 1 of 29 Version 1
» E-LEARNING

Further required learning to complete these Tasks, please log on to Management Direct
and complete the Learning Journey – Essential Project Management

Titles covered in this course:

 Participating in projects
 Project life Cycle
 What makes a successful project?
 Elbeik and Thomas’s successful project requirements
 Effective project management
 Project planning tools
 Gantt Chart
 MoSCoW Prioritisaton
 RAG Reporting
 Next Steps

To help you to complete the tasks within this Assessment Book please
log onto your Video Arts eLearning Account and access the Level 3
Team Leader/Supervisor course. http://lighthouse.central-lms.com

Titles covered in this course:

 Jamie’s school dinners – living with change
 Jamie’s school dinners – managing change
 Managing projects and process
 Being a leader
 Change

CMI 311 Page 2 of 29 Version 1

TASK The role and purpose of projects within organisations
Projects support the delivery of organisational objectives. This task looks at the different types of projects that are used by an
organisation, the reasons why projects are used and the differences between projects and every day activities.

To complete Tasks 1a, b and c you are encouraged to use well-chosen examples of projects and their application in the
workplace.

» TASK

AC1.1 Identify the differences between projects and everyday activities

For this question you need to identify the differences between project and everyday activities, projects
may include but are not limited to planned activities with a defined beginning and end. Everyday
activities may include but are not limited to definitions of business as usual.

INSERT YOUR ANSWER HERE:

A single business has to aspects of its work, temporary projects and permanent operations. Both contribute to the success of
the business.
Everyday activities is also known as general operations, operations are daily repetitive tasks that keep the business functioning,
such as accounting, for example the accounts department must keep track of all out going payments for expenses and incoming
payments from customers, common operations expenses include salaries for employees, rental payments for office/workshop,
utility bills etc. Continuous output of services are also part of operations.In order to achieve the results from daily operations,
managers and employees are assigned to do the same tasks over an over in accordance with business operation procedures and
policy.
Projects are temporary tasks and initiated by businesses for a variety of reasons, to change operations, products and services to
meet new needs. The way for companies to accomplish these goals is to expend resources of the organisation over time for an
additional cost.

CMI 311 Page 3 of 29 Version 1

» TASK

AC1.2 Explain the reasons organisations use projects

For this question you need to explain two reasons why organisations use projects this may include but
are not limited to changes in products or services, research to develop new products, feasibility in
producing new products or services, study, new processes or procedures, events, new systems.)

INSERT YOUR ANSWER HERE:

In my company we use projects for complex work scopes. Our day to day is industrial & marine engine servicing, however there
is regularly projects that are much more complex than this and requires a special team in order to complete the job effectively
and efficiently

For example when we have an engine come into the workshop for overhaul there are many processes that needs to be
complied with, in terms of logistics, as many components have to be sent for specialist work for example a crankshaft may
require re-grinding. The project manager will keep track of progress, organise the logistics, ensure the required spares are
ordered, keep in communication with the client, keep track of costs and answer to the business owners.

We also use projects to implement new systems to improve the functionality of the business. Sometime a business
improvement measure requires to be treated as a project due to the complexity of what is trying to be achieved.

For example we recently implemented a system to control the tooling, so we can reduce tool loss and cost. To implement this
there needed to be software development work on our custom CRM interface, this development required the layout to be
decided the numbering system, the reporting function the booking of tooling in & out, it also required physical manpower to
move the tooling to a designated storage are with a lock and key to better control the movement of the tooling.

CMI 311 Page 4 of 29 Version 1

» TASK

Projects differ in size, complexity and duration.

AC1.3 Discuss types of projects in an organisation

Using the table below explain what is meant by each type of project, what makes the project that type
what are the characteristics or features of these types of project and when would they be best they be
used

COMPLETE THE TABLE:

Type of project Explanation

Simple Simple projects involve only one or a few people over a short time. Simple projects have few tasks
dependant on others and are relatively straight forward and easy to co-ordinate, an example of this
may be implementing a small marketing plan.

Complex A complex project is not necessarily a difficult project. Complex projects are those that include high
levels of ambiguity or uncertainty and are surrounded by unpredictability. Other factors that make a
project complex are the involvement of many teams and stake holders, project timeline, budget /
restraints, numerous moving parts. I am currently involved in a project that requires the overhaul of a
generator set aswell as an upgrade of the control panel and systems. This is made complex due to the
many different articles that require work, the involvement of the many different parties involved these
include, the main client, the subcontractor for the controls system, the subcontractor for the
alternator, the subcontractor for the coded welding, the engine manufacturer for the spare parts, our
own in-house engineers, the logistics of each item, the client engineering team managing the change
of use protocol of the client, the tight budget and the strict project timeline to bring the engine back
online.

Short term Short term projects generally take a few days or weeks to complete, they typically require less money
to complete than long term, however an exception might occur for a short term disaster recovery or
other unplanned event that require all out immediate attention. Because they usually cost less they
require fewer approvals to get started and completed,

Long term Long term projects can take months or years to complete, companies usually require more
documentation and infrastructure to be completed, long term projects have a tendency to grow, and
changes be made during the project

CMI 311 Page 5 of 29 Version 1

TASK: How projects are developed
To be able to effectively support the delivery of a project it is vital to understand how projects are developed, reasons for
engaging stakeholders and the information required for a project plan.

To complete Task 2 you are encouraged to use well-chosen examples of projects and project plans that you may have used in the
workplace or have researched.

» TASK

Well-structured projects go through specific stages, which can be shown as a project lifecycle.

AC2.1 Explain stages of the project lifecycle

Stages of the project life cycle may include but are not limited to initiating, planning, implementing,
monitoring and controlling, closing, evaluating.

COMPLETE THE TABLE:

Stage of the project Explanation of project activities

lifecycle

Initiation This is the first phase in a project life cycle. This phase defines the objectives, scope, purpose and
deliverables to be produced. The team will be chosen at this stage, and a review of the project will
take place to enable the next stage of the project to commence. There are 6 steps in the initiation
stage
1. Develop a business case
2. 2. Undertake a feasibility study
3. Establish the project charter
4. Appoint the project team
5. Set up the project office
6. Performa a phase review
The initiation phase is the most crucial in a project life cycle, only with a defined scope and skilled
team can the project be successful.

Planning This is the second phase in the project life cycle. This is where a set of plans are created to help
guide your team through the implementation and closure phases. The plan which is created during
this phase will help manage, time, cost, quality, risk, change and issues. The plan will also help you
manage suppliers and staff, to ensure that the project is delivered on time and in budget.
There are 10 steps in this stage;
1. Create a project plan
2. Create a resource plan
3. Create a financial plan
4. Create a quality plan
5. Create a risk plan
6. Create an acceptance plan
7. Create a communications plan
8. Create a procurement plan
9. Contract the suppliers

CMI 311 Page 6 of 29 Version 1

 10. Perform a phase review
This is often the most challenging phase of a project for the project manager, as it requires a lot of
educated guess work of staffing resources and tooling resources required to complete the project.
There may also be additional guesswork with 3 rd party influences, like suppliers for example.

Implementation This is the third stage in a project life cycle, this phase is the building phase of the project
deliverables and present them to the sake holder for sign off. This is usually the longest phase in a
project life cycle and will typically consume the most resources and energy. In order to monitor
and control the project during this phase it is necessary to implement a range of management
processes. These processes help manage time, quality, cost, change, risk and issues, they also
assist with managing customer acceptance, procurement and communications.

Closure This is the final cycle in a projects lifetime. In this phase the project will be formally closed and a
report made on the level of success to the sponsor. Closure of the project involves handing over
the deliverables to the customer, ending supplier contracts, passing over documentation, releasing
staff members and equipment, and informing the stakeholder of the project closure.
Once the project is completed a post implementation review is completed to determine the
projects success and identify the lessons learned.

CMI 311 Page 7 of 29 Version 1

» TASK

Well written project plans contain detailed information such as the project’s purpose, aims and objectives.

AC2.2 Explain the information required in the development of a project

Information may include but not limited to purpose, aims, objectives, intended outcomes or deliverables,
tasks to be completed, timescales, milestones, resources required.

INSERT YOUR ANSWER HERE:

Information Required Explanation:

Purpose The project goal is required to determine the purpose, the goal is the destination the project
needs to reach at the end of its journey.

Objectives The objective describes the desired results of a project, this is similar to purpose but has greater
detail.

Intended outcomes or The deliverables is a product or service that a project produces for its customer, client, or project
deliverables sponsor. It is the product or service that the project “delivers” to its stakeholders.

Tasks to be completed is the completion of tasks throughout the project. Once all the deliverables are completed, the
project is complete.

Timescales This is determined by the length of time each task takes to complete. An indication of timescale
will also be requested by the key stakeholder.

Milestones A project milestone is a task of zero duration that shows an important achievement in a project.
The milestones should represent a clear sequence of events that incrementally build up until your
project is complete

Resources Project resources are the people, capital, and/or material goods required for the successful
execution and completion of a project

CMI 311 Page 8 of 29 Version 1

TASK: How projects are developed
When developing a project plan, it is important to identify and understand the needs of key stakeholders.

» SCENARIO

You lead a small team which offers administrative support to other departments. Your team consists of full time and part time
staff with different working patterns.
The team is based in a small, busy office, and has frequent visitors. Visitors include senior managers and other staff members
with work requests. The office manages deliveries and collections from couriers and the postal service. The team deals with
other queries by telephone and email.
Your manager has now asked you to take responsibility for a project to move your team to a different office for one month, so
that essential maintenance work can be undertaken in the current offices.
You want to ensure the project to move the team to a new office runs smoothly and is a success.

» TASK

AC2.3 Identify the reasons for engaging stakeholders in project development

Reasons refer to approaches to stakeholder and customer management including engagement
approaches and building effective relationships with customers and may include but is not limited to
make use of expertise, understand requirements and expectations, buy-in, manage relationship
through process.

COMPLETE THE TABLE:

Stakeholder Reasons for engaging stakeholders

1. Team They need to know about the move, they also need to assist with carrying out the
move. They can offer assistance in how best to move and may also come up with
issues which will have to be managed throughout the project.

2. Customers The people whom use the department regularly need to be kept informed of the
move with periodic updates so as not to cause any confusion or panic.

3. Line Manager Keep them informed of progress, advise them of any key issues that may be faced
and to confirm they are happy with key decisions that have been made.

CMI 311 Page 9 of 29 Version 1

TASK: How projects are delivered
A key part of managing project delivery is the importance of understanding roles that will be involved in project development
and delivery, factors that could affect the allocation of activities and how to manage risks and choose methods of
communicating with others to ensure successful project delivery.

» TASK

To achieve the outcomes of the project it is essential to allocate roles to the project team who will be responsible for
achieving set outcomes. Typical roles are project manager, project team member, project administrator, project sponsor.

AC3.1 Identify roles involved in the delivery of a project

This question requires you to identify three different roles involved in the delivery of a project, once
identified their title also explain their role in the project, what are they responsible for within the project
delivery?
Roles may include but are not limited to project manager, project team member, project administrator,
project sponsor.

INSERT YOUR ANSWER HERE:

1. Project manager, has the overall responsibility to ensure the success of a project, through initiation, planning, design,
execution, monitoring, controlling and closure of a project.

2. Project sponsor, is an individual with overall accountability of the project. The project sponsor acts as the link between
the project, strategic level decision-making groups and business community. They provide expertise and guidance and
business context to the project manager. They will champion the project selling it to the organization to ensure funding
and priority of the project. They also act as an escalation point for decision making and issues beyond the authority of
the project manager.

3. Project administrators assist the project manager with project management duties. They perform administrating
functions of a project, this may include contacting contractors, ordering supplies, preparing reports and making
appointments.

CMI 311 Page 10 of 29 Version 1

 » TASK

AC3.2 Discuss factors affecting the allocation of project activities to individuals

This question requires you to identify and explain the factors that need to be considered by allocating
project activities to individuals, having a project plan is essential to complete this. In order to understand
what needs to be delivered then matching the competencies of the individuals to the task required this
may include experience, knowledge, technical expertise, working relationships, individual’s track record,
physical location, time, availability, job role

INSERT YOUR ANSWER HERE:

Factor Explain what you need to consider about each factor, both the requirements to complete the task and any
risks you may need to consider

Knowledge Evaluate the skill set of the team members whom the work is to be distributed to. If they have the correct skill
set, high quality work will be produced. The product will be something that meets the customer’s requirements.
This also reduces the chances of people failing because they are not being given the correct work to their skillset.
It is best to give them something they can be successful with.

Working Sometimes work is allocated based on working relationships, for example if an employee has a particularly close
relationships working relationship with the client and has a positive input to the project then I would assign her as the
communication point between the project team and client.

Physical Where is the task going to be carried out? A lot of project work it does not matter so much and your team
location members could work from anywhere. However, there are likely to be some tasks where location does play a part.
For example, servicing a customer engine onsite, or working at a client location for a length of time. You’d want
to pick someone who is the best person for the job, but if you have a choice of resource you could find that
location plays a part in the decision-making process also. It’s cheaper if you don’t have to pay travel expenses
and it’s probably more convenient for the resource concerned if the work is local to where they are normally
based.

CMI 311 Page 11 of 29 Version 1

 » TASK

It is important to be versatile when communicating. Compare the use of written, verbal and digital methods when
communicating project activities to individuals.

AC3.3 Compare methods for communicating project activities to individuals

For this question you need to compare three different methods you could use to communicate project
activities to individuals, consider when within the project you could use the method of communication,
and how you ensure that the communication has been effective (Shannon & Weaver, 1948)

INSERT YOUR ANSWER HERE:

Method of Explanation
communication

Written This is a formal method of communication and in my line of work is 90% of the communication is dealt
with this way. I class emails as written communication as opposed to digital. The written method of
communication is usually confirmatory, it confirms things that have been discussed in meetings,
telephone calls etc.

Verbal Verbal communication is seen as a less formal than written and are used mostly for discussion. This is the
preferred method for a personable experience and deals with issues quicker than written and digital
methods.

Digital This is regarded as the most informal version of communication, and consists of programs such as
WhatsApp, Facebook messenger or skype. Skype is very useful for video conference calls and is best used
with stake holders that are in far away locations, for example, a client is in Scotland, a 3 rd party
engineering firm is in Norway, and I am based in Colchester, England.

CMI 311 Page 12 of 29 Version 1

 » TASK

To ensure a project is delivered successfully it is essential to manage risks. Commonly used methods include risk rating, risk
management matrices, risk registers and targeted plans.

AC3.4 Outline how to manage risks to the successful delivery of a project

This question requires you to demonstrate your understanding of how to manage risk throughout a
project, first identify what risks there could be and then what tools you can do to manage these risks.
This could include risk rating, risk management matrices, risk register, targeted plans

INSERT YOUR ANSWER HERE:

When running with a project, I call a pre project meeting with all staff who will be involved with the project, this would usually
consist of;
Myself, Lead Engineer, logistics/Purchasing manager, engineering team.
We will run through the project, deliverables, and ultimate end point. We will discuss how the project is proposed to be
carried out, and then identify any risks that may be present and influence the cost and delivery date of the project. These will
all be noted on a ‘Risk Register’ and given a risk factor of High, Medium or Low and a probability percentage, an explanation
will also be provided for how we will deal with each scenario should the risk arise (see below for an example from a previous
project)

CMI 311 Page 13 of 29 Version 1

CMI 311 Page 14 of 29 Version 1
TASK: How projects are monitored to ensure successfull delivery
By monitoring progress against defined aims and objectives, a manager is able to assess what is and is not working.
This task focuses on how projects are monitored to ensure they are delivered successfully, looking at the tools used to monitor
progress, corrective actions that can be taken when things do not go to plan and how a completed project can be evaluated.

» TASK

AC4.1 Outline how to monitor progress against a project plan

This question requires you to outline different ways to monitor progress against a project plan, it is
important to remember that you need to use the plan to ensure that monitoring takes place you should
include explaining what will be measured, how it will be measured, when and how often progress will be
measured.

INSERT YOUR ANSWER HERE:

When running a project, I check progress on a weekly basis against the project plan that was implemented before the project
kick off date.
I use a project planning software application such as Microsoft project or Project Libre, in this I break down the engine build
to component level, I allocate resources to each task. If an issue arises and the completion date of tasks is influenced the
project plan will be updated to reflect these changes.
Using the project software packages, it is possible to compare the original plan to the actual plan.
When the project is completed a wash up meeting is held internally to identify where delays occurred and what can be done
in future to minimise the risk of these delays. After our internal review, we then have a wash up meeting with the client and
run through the job, the good and bad points, the lessons learnt and how we have captured these for future work.

CMI 311 Page 15 of 29 Version 1

 » TASK

AC4.2 Discuss tools that can be used for monitoring progress of a project
For this question you need to explain two tools you could use to monitor progress of projects, what are
their features and why would they be used. Tools may include spreadsheets, project management
software tool, collaborative tools, Gantt charts, issue logs, meeting minutes

INSERT YOUR ANSWER HERE:

1. Microsoft Project, is used to produce Gantt charts primarily, however it is quite a powerful tool and can be also used to
control the complete project in terms of applying costings, creating spreadsheets and logging progress.
These additional features can be extracted from MS Project and exported into an excel document to be handed over to
the client and can be used as part of a weekly update.

2. Microsoft Excel, this is a spreadsheet tool, and is also a powerful piece of equipment, although Gantt charts can be
made via this software it is a cumbersome method and is not as agile as MS Project. However, it is ideally used to make
lists of components required, its excellent for tracking costs and can be set in a way to carry out formulas on its own
with basic information inserted. It is a tool that almost everyone can use and is easy to understand. You can create a
spreadsheet for virtually anything to do with a project (risk register etc).
Spread sheets can also be easily transferred into a visual display with the use of charts and graphs, and can highlight
areas attention needs to be drawn to with various colours.

CMI 311 Page 16 of 29 Version 1

 » TASK

Issues or problems regarding finance, relationships/abilities of project team, delays in completing stages, policy change,
complexity of project, unforeseen circumstances can all jeopardise even the best planned project.

AC4.3 Determine how to take corrective actions to ensure successful project delivery
Corrective actions may include but are not limited to reallocation of resources, adjust time scales,
changes to project team

COMPLETE THE TABLE:

Issue/problem Corrective action to be taken

1. Cylinder Heads require additional parts
in order to complete rebuild
Additional spares required will be identified and costed and lead times
obtained. Client will be informed along with a quotation and an updated
project plan so they can view the knock on effects. Client will then issue
an amended PO to cover the additional parts, they are ordered and
resources are moved around to ensure coverage for when the additional
parts arrive.

2. Key Engineer Falls ill during Project Allocate an alternative resource to replace currently ill. This will have a
knock on effect to alternative projects, so suitable resource will be chosen
from a project that has been delayed elsewhere to have minimum impact
on this project and others.

CMI 311 Page 17 of 29 Version 1

 » TASK

When a project is completed it is important to assess how successful the project has been.

AC4.4 Assess how completed projects can be evaluated

This question requires you to demonstrate that you understand at the conclusion of a project, the project
needs to be evaluated. Using the examples select two ways that you can evaluate the success of a
project, you will then need to assess (what are the positives and what are the negatives of these)
methods of evaluation
Examples of methods of evaluation may include time, cost, quality, outcomes, resources.

INSERT YOUR ANSWER HERE:

1. At the end of offshore jobs we ask our engineers to complete what we call a traffic light report. As the people at the
firing line of the project their input is valuable and enables us to identify issues that caused them delays or which made
the uncomfortable when facing the client.
They sore 7x headings out of 10, these are
- Logistics
- Tools
- Spare Parts
- Equipment Availability on site
- Platform Support
- Project Office Support
- Other
Next to the score box is a comments box which the engineer can expand some detail the reasoning for the score, the
project team then reviews this and adds comments, and installs actions to rectify what has been advised along with a
target date.

2. Washup meetings.
For this to be successful there should be 2x of theses carried out, an internal review of the project to asses the short
comings that may have occurred and what procedures are to be implemented going forward to negate issues arising
again in the future, but also the good points should also be discussed.
A second meeting should then be held with external stakeholders (client) to discus there views and findings of the
project, and for us to explain in detail the issues that arose and the processes and procedures that have been
implemented as a result to prevent re-occurrence going forward.

CMI 311 Page 18 of 29 Version 1

» TASK

Identify the project that you have been selected to complete – complete the
project scope
Complete the Project Brief including the stages of the project cycle
Complete the Project Plan using the template
Complete the monitoring of Project – which includes Managing a Team to Achieve
Results, Data and Information, Managing Budgets and Resources Monitoring Tool
Complete the Project Evaluation

Isla s Stork
Proposal V1.1.pdf

CMI 311 Page 19 of 29 Version 1

 » TASK

The project plan must be for a minimum of a 1 month period and include details of aims and objectives, timings and
milestones,
 Include the document(s) at the back of this section
 Provide your documentation as separate document(s) outside of this assessment booklet.

AC2.4 Produce a project plan

Project plan refers to how to plan, organise and manage a project, resources and risks and may include
but is not limited to identifying tasks and activities, prioritising, milestones, allocating time, identifying
and allocating resources (people, equipment, materials, money), planning tools.

Project Name: Isla S Main Engine Overhaul

Project aims and objectives: Complete engine overhaul within 3 weeks

Explanation of task to Responsibility Timescale Priority Resource Risks

be completed requirements

Provide a short Who is When does this 1 = urgent and What resources Are there any
explanation of the task responsible for activity need to important (e.g. people, risks that could
to be completed. delivering/ be completed by? equipment, impact the
2 = not urgent
completing this materials, cost) project
but important
activity? do I need to negatively?
3 = urgent not complete this
important activity?
Lifting plan to be Andrew 01/10/19 2 People No Risks
created for the Luckman / Kay
cylinder heads and Harris
turbocharger

Create Gantt chart Ricky Burtonshaw 1/10/19 1 People No Risk

detailing tasks

Procure Spare Parts Gary Paul 11/10/19 1 Material Lists, High, parts may
Funds not be available

CMI 311 Page 20 of 29 Version 1

Describe resources available to the team and explain how these enable the achievement
of team goals

INSERT YOUR ANSWER HERE:

The resources available to the team is 5x 3rd party personnel located close to work site, 2x Bartech engineers to ensure quality is
upheld throughout the job and to run the team of subcontractors on site, 1x specialist subcontractor who knows these engines
very well for technical decisions and backup.

In the project office at Colchester Headquarters myself will be controlling all aspects of the project and will liaise with offsite
client and will be responsible for decision making

Outline the use of technology and how data is managed within the organisation

INSERT YOUR ANSWER HERE:

Data is managed on the company’s main server; we have 3 software suites of which information is stored.
We have the CRM (Customer Relationship Manager) Software, which is custom built by our IT Manager to capture
communications between the client and ourselves, it issues the internal job number of which we use to keep track of progress.
We have a program called file star which stores all engine documentation like Parts Manuals, Overhaul manuals, engine
operation instructions etc
Lastly we have a drive on the server we call the S: Drive, on here we store photos of the project which are taken to detail
progress, we also store engineer reports (details to the client all the work which has been undertaken), we store measurement
sheets and project documentation such as Gantt charts, risk registers etc.

Task: Demonstrate competent management of a budget ensuring control over

expenditure in accordance with targets. Provide accurate financial updates to
management
This part of your monitoring of your project requires you to provide evidence of your control of budget in
relation to your project resources – this can include evidence of email communication, meeting minutes,
spreadsheet, reports.

Project Cost
Control - Overhaul.xlsx

CMI 311 Page 21 of 29 Version 1

Describe and evaluate different problem solving and decision-making techniques

INSERT YOUR ANSWER HERE:

When the engine was dismantled it was found that the connecting rods had worn out of tolerance and the large end was oval
instead of round.
This was on top of spiralling costs due to other issues found with the engine like porosity in the engine block and cylinder liners.
By This point the project was scheduled to overrun by 1 weeks due to the unforeseen circumstances.
The client was keen to reduce costs, but also try and keep any extension to the plan to a minimum. From previous works we had
a company in Holland called Mark van Schaick B.V. who specialises in the repair of connecting rods and crankshafts on large
diesel engines. They quoted 5 working days to machine the connecting back to tolerance, for a third of the cost of new
replacements.
At the same time however the cylinder block needed repairing due to being worn by erosion due to the engine being ran
without coolant/corrosion inhibitor. The cylinder block would need to be repaired in situ by a specialist company, this company
use what they call metal spraying to build up layers, this is essentially molten metal sprayed onto the area that requires repair.
This is then left to cool overnight and then machined back to the manufacturer’s tolerance. This would take approximately 4-5
days.
In the meantime, whilst we were waiting our engineers and local support team could finish the overhaul of the removed
components to ensure everything was ready to be installed.
So, it was decided the connecting rods would be sent for repair to substantially save on costs and without affecting the
programme completion date further than it had already been due to the cylinder block issues.

Describe what types of data and other information from the team may be required to
inform decision making

INSERT YOUR ANSWER HERE:

To enable to make decisions from the team, the data which would be required is

Onsite Engineers - Photos of the damage, measurement sheets, Technical implication of not having the additional scope of work
carried out.

Purchasing Logistics Team – Price of component / service required, lead time

Project Engineer – Work with the team to find a suitable solution and a plan of action to rectify

This is then formulated into a document and supplied to the client along with a quotation and an amended plan, this enables
the client to make an informed decision

CMI 311 Page 22 of 29 Version 1

Analyse and interpret data to support problem solving and decision making. Demonstrate
the use of data and other information to solve problems relating to delivery and make
decisions regarding these

Macduff - Isla S - Project

Stork 6SW280.pdf management.xlsx

This part of your monitoring of you project requires you to analyse the data produced throughout the
project to determine the decision making of the progress of your project. What evidence can you
demonstrate the progress of your project – are you meeting the deadlines, targets of your tasks or why
have you had to make changes

Demonstrate the use of problem solving techniques to make a range of decisions relating
to delivery
This part of your monitoring of you project requires you to demonstrate the problem solving techniques
used to make any changes within your project, this could include; resource – people or system/product,
deadlines, stakeholder engagement. You are required to provide evidence of the decision making process
including communication of any changes based on the decision making

The below emails details communication with the client regarding aspects of the overhaul, I have also
included the end of build report, and measurement sheets. These communications and measurement
sheets form the basis of our decision-making process, if something does not measure correct it requires
repair or replacement, its quite black and white and the evidence is very difficult to argue with.

RE Isla S.msg RE Isla S RE Isla S Overhaul RE Isla S Overhaul RE Isla S Overhaul Re Isla S Engine
Overhaul.msg (6).msg (5).msg (4).msg Overhaul.msg

RE Isla S Engine RE Isla S Engine RE Isla S Engine RE Isla S Additional Re Isla S (8).msg Re Isla S (7).msg
Overhaul (3).msg Overhaul (2).msg Overhaul (1).msg Costs.msg

RE Isla S - Liner RE Isla S - Fuel RE Isla S - Fuel RE Isla S - Fuel RE Isla S - Fuel Re Isla S - Engine
lands & E Bores.msgPumps & Injectors.msg
Pumps & Injectors (13).msg
Pumps & Injectors (12).msg
Pumps & Injectors (11).msg
Block Repairs.msg

RE Isla S - Re Isla S - RE Isla S - RE Isla S - RE Gantt RE Day 3 Overhaul

Damaged Engine Components.msg
Damaged Engine Components
Damaged Engine
(10).msg
Components
Connecting(9).msg
Rods.msg Chart.msg of Wartsila 6SW280 on vessel Isla S.msg

RE Crankcase RE Connecting RE Connecting Isla S.msg Isla S Oil Isla S Additional

Repairs.msg Rods.msg Rod Measurements.msg Analysis.msg Costs.msg

Isla S - Damaged FW Roto Cap FW Isla S - Fuel FW Gantt Con Rod Bolts.msg J11851.00 -
Engine Components.msg
damage.msg Pumps & Injectors.msg Chart.msg Engineers Report final.pdf

CMI 311 Page 23 of 29 Version 1

 piston bores.pdf new liner MR280-1301-05-INT MR280-1301-03-INT MR280-1111-01-INT MeasurementRepor
measurements.pdf (1) Mach liner bore engine
(1) Landing
block.pdf
cyl liner in(1)block.pdf
Crankshaft .pdf t-BartechMarineEngineering-116494 before.

MeasurementRepor gudgeon pin.pdf cyl heads.pdf small end rocker gear.pdf piston ring
t-BartechMarineEngineering-116494 after.pdf bushes.pdf grooves.pdf

Evaluate the organisation’s process for escalating issues, showing how and when issues
should be escalated

INSERT YOUR ANSWER HERE:

All issues are escalated to the project manager of that particular project. A decision is then based on the response of the client.
IF it is likely the client will be unhappy regarding the “issue” then the project manager is to seek support from either the
commercial director or managing director to gain advice or to obtain there buy-in so that back up is available to the decision
being made should the customer wish to make a complaint.

One such example is we had a small fire pump engine on test and the charge air cooler failed whilst the engine was on test, this
was an original component that was not replaced as part of the overhaul, it had passed a static pressure test which is all that
can be done to ensure it was fit for re-use. The test could not continue and so the engine was returned to our workshop so that
a new better-quality charge air cooler could be installed. However, this meant that the engine would have to be re-tested and
the specialist vibration engineer we employed to check over the engine would have to visit again. This all meant that the costs
started to spiral and thus I had to advise the customer of this. I had a phone call from the client expressing his displeasure and
so I escalated to the commercial director and requested his feedback and thoughts on the situation. He agreed with my stance
especially as if we were to budge, we would be losing money. I was asked to relay the discussion back to the client and if further
was to come of it he would speak to the client. The client did indeed come back and contest our stance and thus my commercial
manager took the phone call and explained again the situation. After that it was agreed the client would pick up the additional
charges. Sometimes they just need that higher person involved to feel they are not being ripped off.

CMI 311 Page 24 of 29 Version 1

Provide evidence of monitoring your project
Project Name:
Project aims and objectives:
Explanation of task to be
completed
Provide a short explanation of
the task to be completed.
Taken from the Project Plan
Overhaul turbocharger
Connecting rods and pistons
to be dismantled and checked
@ 3rd party workshop
Engine Rebuild
Isla S Main Engine Overhaul
Complete engine overhaul within 3 weeks
Monitoring Point 1 Monitoring Point 2 Monitoring point 3 Monitoring Point 4 Monitoring Point 5 Monitoring Point 6
Please supply a brief Please supply a brief Please supply a brief Please supply a brief Please supply a brief Please supply a brief
summary of the summary of the summary of the summary of the summary of the summary of the
progress of your progress of your progress of your progress of your progress of your progress of your
project against your project against your project against your project against your project against your project against your
project plan project plan project plan project plan project plan project plan
Turbo charger arrived Turbocharger was Rotor assembly was Turbocharger Rotor assembly Turbocharger rebuilt.
on the date in the plan. dismantled in the sent for balancing via components cleaned. returned. Advised by Engineer informed job
Checked with timescale provided. No courier to phoenix Discussion with supplier was complete
warehouse to check unexpected damage balancing. Discussion engineers in workshop
receipt was found. Discussion with despatch
with engineer
Bartech engineer on Bartech engineer Client informed of Decision is made to Connecting rods are Bartech advised
site advises parts are at advises that issues with connecting overhaul connecting sent to supplier for connecting rods are
workshop measurements have rods, a quote and rods repair repaired on the day
been undertaken and report is detailed advised, payment
are out of tolerance on request has been
the connecting rods made before release
of goods.
Engineers provide daily
sit reps to inform of
progress throughout
the project, this is then
marked against the
project plan.
Evaluate your project
When you have completed your project you must complete an evaluation. To complete your evaluation please
complete the following tasks:

Findings/Results
This section provides an account of what has been discovered in terms of findings and results. Everything should be based on
actual data and information, so it must be a factual representation. What has been found out from gathering the data and
information?

It was found that the project has many layers and is a constantly evolving entity until such time it is complete. There were a
lot of unknown factors which were pointed out in the risk register, these risks were considered to be quite low based on
information provided by the engine owner.

What we found was that the engine owner was not completely truthful with advising us of issues with the engine they were
experiencing, this was done in an effort for us to provide them with a cheap quotation.

In future it would be advisable to cost for all of the things that could go wrong, and then for each risk that did not come to
fruition the customer would see a reduction in final price from initial quotation.

I am content that the service provided was excellent and that all risks had been pointed out at the start of the project, I also
believe that reactions to issues found were swift and decisive. Also all issues found were genuine issues which would reduce
substantially the performance and reliability of the engine.

Conclusions
This is where judgements and views about what has been discovered can be detailed. What can be inferred or deduced from
the findings? Conclusions must be fact based and they should link back to the objectives. Indicate whether the objectives have
been met and to what degree.

The objective was met as can be seen the client got there engine back in a fully working state.

Halfway through the project it became apparent we would not hit the initial deadline set out at the
start of the project, this was not only due to unforeseen issues found with the engine, but also the
client had 3rd party contractors aboard the vessel installing new equipment and repairing old, and
there were substantial delays on these also, mostly the navigation system was to blame for the biggest
delay. As this delayed the commissioning by 3 weeks.

Recommendations
Here is where you reflect on your project findings and conclusion and make recommendations for further work from the
project. This may include a new project or future changes to operations. If there is a priority order of recommendations then
make this clear. Each one should be fact based, relevant, practical and achievable.

For future projects it would be beneficial to request the client provides a detailed scope of plans for other works that are to
be carried out on the vessel so that we can identify any potential hold ups from 3 rd party sources.
CMI 311 Page 1 of 29 Version 1