M21829 Project Management for Enterprise Case Study Sample

M21829 Project Management for Enterprise

Case study -

HS2 is Great Britain’s new high-speed railway, providing zero-carbon journeys between the UK’s two largest cities, Birmingham and London (HS2, 2024). Services were initially planned to continue on to Manchester and Leeds, but these extensions were scrapped by the Prime Minister, Rishi Sunak, at the Conservative Party Conference in October 2023 due to the project’s poor performance (Sunak, 2023).

The stated strategic aims of HS2 are to:

1. be a catalyst for sustained and balanced economic growth across the UK

2. add capacity and connectivity as part of a 21st century integrated transport system

3. deliver value to the UK taxpayer and rail passenger

4. set new standards in customer experience

5. create opportunities for skills and employment

6. design, build and operate a railway which improves industry standards for health, safety and security

7. create an environmentally sustainable solution and be a good neighbour to local communities (Department for Transport, 2020)

By better connecting Britain’s biggest economic centres and catalysing plans for inner-city regeneration, HS2 is intended to create new jobs and drive transformative economic growth. However, there are also significant social and environmental impacts, including the loss of protected woodlands and the compulsory demolition of Grade II listed historic buildings (Society for Protection of Ancient Buildings, 2020; Woodland Trust, n.d.). Although the finished line between London and Birmingham is due to open between 2029 and 2033, it still remains to be seen what the final project will deliver.

Assignment Objectives (Your Task)

1. Analyse the key features of the HS2 project, including its scope and planned outputs, outcomes and benefits. (LO1)

2. Discuss the progress of HS2 to date, and critically review two project planning tools which could have been used to improve the project’s performance. (LO4)

3. Explain whether you feel that the project has been a success to date. Justify your answer with reference to the project management literature and other similar projects (LO3)

4. The final phase of HS2 has now been cancelled. Looking at the proposed strategic contribution of the full project, evaluate whether this was the correct decision. (LO2)

Solution

1. Introduction

1.1 Background

The study discusses the HS2 initiative, the expressway between Birmingham and London in Great Britain. Although running on strategic goals such as promoting economic growth, easing transportation and providing value to taxpayers, the project is also contending with bumps on its way including unsatisfactory results and disputed decisions. The review measures the project's extent, progress, planning tools, success factors, and the decision to abort the last stage. The evaluation will glean its ideas from project management literature that will, in turn, build on the lessons learned of other public sector projects working the same criterion to provide critical insights into how the HS2 project is making strategic contributions and contributing to overall success.

1.2 The Project

The Construction of a high Speed train project which is HS2 in the English language is Great Britain's great effort to develop a high-speed railway connecting Birmingham and London with the initial plan to extend it to Manchester and Leeds (Brock, 2023). Intended to promote economic development, facilitate accessibility, and bring value, it is going to be a benchmark in transportation. However, the program's development recently had a fair share of disputes, which included performance problems and tactical decisions, and as a result, it was terminated. Contrasted with its visioned benefits, the project faces criticism on whether the magnitude of the project is appropriate, contents, accomplishments, and overall relevance to the strategy, which then often brings the needed evaluation and mechanism to the project management. The main objective of this project is to look at the HS2 high-speed railway project from a critical perspective, analyzing its scope, progress, use of planning tools, success, and strategic role.

2. Project Management

2.1 Project Strategy

The strategy of the project for MBA assignment expert will be about reviewing the HS2 high-speed rail project in as much comprehensive detail. It explicitly entails developing a checklist, which involves defining the project's scope, expected outputs, desired outcomes, and identified benefits, reviewing its success, determining the usefulness of the planned tools, evaluating progress, and finally weighing up whether the project should continue into the third stage considering the strategic contribution and broader implications of the project.

2.2 Project Scope And Objectives

2.2.1 Scope Description

The HS2 project entails the establishment of a high-speed railway stretching between major economic hubs in the United Kingdom (Benson, 2024). It consists of interconnected aspects such as the creation of infrastructure, circulation systems, and social and environmental effects. The dimension includes the development of connectivity, the stimulation of economic growth, and the promotion of sustainable development, as well as the reduction of the negative impacts on the environment.

2.2.2 Project Objectives

● To serve as a catalyst for sustained economic growth across the UK.

● To enhance capacity and connectivity within the national transport system.

● To deliver value to taxpayers and rail passengers.

● To set new standards in customer experience.

● To create employment opportunities and develop skills.

● To ensure industry-leading health, safety, and security standards.

2.3 Project Planning And Schedule

2.3.1 Work Breakdown Structure

2.3.2 Critical Path Method

2.3.4 Milestones

The milestones for the HS2 project are as follows:

● Environmental Impact Assessment Completed

● Route Selection Finalized

● Commencement of Construction

● Completion of Track Installation

● First Test Train Run

● Safety Certification Obtained

● Official Opening Ceremony

● Commencement of Regular Passenger Services

● One Year of Operation Evaluation

● Five Year Performance Review

2.3.5 Project Deliverables

The project deliverables for the HS2 project include:

● Completed market analysis report

● Selected route documentation

● Environmental impact assessment report

● Financial projections analysis

● Architectural design plans

● Structural engineering plans

● Electrical and mechanical systems design documentation

● Procurement plan

● Acquired land parcels

● Completed earthworks and foundations

● Installed railway tracks

● Constructed railway stations

● Safety testing reports

● Performance evaluation reports

● Integrated network infrastructure

● Staff training materials

● Implemented railway services

● Maintenance schedule

● Performance monitoring reports

These deliverables contribute to the successful completion and functioning of the HS2 project.

3. Project Stakeholders And Communication Plan

3.1 Stakeholder Identification And Analysis

The project management team and the different functional departments acquire great interest and importance since they are key players in the execution of the project and the project's success (Ciric Lalic et al., 2022). Among external stakeholders, there are governmental authorities, local communities, and environmental groups playing the most important role as they are regulators of the project's progress, can affect its execution and are concerned about the implications.

3.2 Communication Plan

Thus, the communication plan assures that all the relevant stakeholders are informed on time as per their needs, giving transparency, cooperation, and stakeholder engagement. The communication channels depend on the preferences of the stakeholders and the nature of the information being transmitted while the frequency of communication is adjusted to meet the needs of each stakeholder group and the progress of the project.

4. Project Sustainability

The sustainability of the project is a necessity for guaranteeing that long-term success and viability can be sound in long-term undertakings like the HS2 project. One effective framework for analyzing sustainability factors is the PESTLE analysis, which examines various external factors impacting a project (Dalirazar & Sabzi, 2023).

● Political: Policies of the government; regulations and stability. In the case of HS2, the changes in government leadership or the shifts in political priorities could affect the funding, approvals, or timeliness of the project (Assets Publishing Service, 2020). Likewise, the political pressure from the interest groups and the communities on the environmental regulations or the route selection may also influence decision-making.

● Economic: Economic factors which include inflation, exchange rates as well as market conditions have an impact on the sustainability of the project. The financial viability of HS2 is largely based on stable funding sources, cost projections, and economic forecasts (Assets Publishing Service, 2021). Financial downturns as well as budget restrictions may deter funding for a given project and thus prevent the completion of it.

● Social: Social factors are specified by cultural norms, demographics and public opinions. The social sustainability of HS2 is based on community support, stakeholder engagement and the addressing of the issues concerning noise pollution, environmental impacts and the disruption to the local communities (Di Maddaloni & Sabini, 2022). Without stakeholder engagement or resolution of the social issues then public protest or project delay may be the results.

● Technological: Technological factors encompass technological innovations, advancements, and infrastructural capabilities. The technological sustainability of
HS2 is the use of the latest railway technologies, construction methods and safety measures to improve the operational efficiency and the passenger experience (Assets Publishing Service, 2017). Engagement of sustainable technologies such as renewable energy and intelligent infrastructure can contribute towards environmental impact reduction.

● Legal: Legal factors can be defined as regulatory frameworks, compliance requirements, and legal risks. HS2 has to obey environmental regulations, planning permissions, and health and safety standards to be legal and to avoid potential liabilities (HS2, 2023). A lawsuit or dispute could be the origin of delays, cost overruns, as well as reputational damage.

● Environmental: Environmental factors involve ecological concerns, sustainable procedures, and climate change implications. HS2's environmental sustainability covers the reduction of carbon emissions, the protection of wildlife habitats and the use of eco-friendly construction practices (HS2, 2022). To combat environmental risks and accomplish the objectives of a green building, environmental impact assessments should be done thoroughly, and sustainable design principles should be applied.

5. Project Tools Evaluation

In evaluating project tools for the HS2 project, two critical aspects are considered: the efficiency of their dealing with project complexities and the impact on project outcome. The tools going to be assessed, on the other hand, are the ones that cater for the project's specific needs and not just those that handle scope management, stakeholder engagement and risk mitigation. In relation to this, the examination of these aspects of usability, scalability, and sustainability as they coordinate with the current systems on which the project will depend is carried out as well (Wu et al., 2021). Besides, these tools make collaboration, decision-making and resource allocation efficient and this helps a lot in the achievement of project objectives successfully. However, these standards should be taken into consideration by project managers to have them select the instruments compatible with the project wants, moreover to support productivity as well as ultimately project completion.

5.1 Work Breakdown Structure

The WBS (Work Breakdown Structure) for the HS2 project enables the work to be broken down into manageable components which include the organizational work and the work that is subdivided into a hierarchical structure. The tool plays a role in constraining the area of a given project into relatively smaller parts. The parts are, then, efficiently completed so that planning, allocation of resources and control are possible. In the upper level, the WBS is divided into broad stages indicating the major parts of the project phased as market analysis, route selection, design, construction, test run, and commissioning. A major phase provides a major subdivision into specific activities or tasks. There comes to work package assignment, cost figuring and duration along with tracking progress. Furthermore, every major phase of project management is usually more structured in terms of the sequence of work than at the brainstorming and creative stage (Pan Fagerlin & Lövstål, 2020). The WBS, which is the method of breaking down the project into smaller, more controllable elements, is a way of ensuring clarity, accountability, and concurrence with project objectives throughout the life cycle of the project.

5.2 Gantt Chart

Visualizing the Gantt chart of the HS2 project is a means of project plan demonstrating the timing for project activities, with beginning and departing dates marked. It makes it possible to visualize the tasks, milestones, and dependencies in a graphical timeline view, thus helping project managers plan, coordinate, and track the progress perfectly. Every task or activity is depicted as a horizontal bar, with its length representing how long it will take and its position showing the date it starts and the date it ends (Krcheva et al., 2023). Dependencies between contexts are represented through linking bars, which show the way activities should be ordered for task execution. The Gantt Chart demonstrates a highly organised picture of the project timeline, features the milestone activities relied upon the entire project, simplifies the allocation of resources, and visually integrates the progress of the project on the planned schedule.

6. Project Methodology

In the case of the HS2 project, Agile project methodology is a viable option since it allows one to navigate through the complexity and dynamism of the project. Agile methodologies like Scrum or Kanban that involve iterative development, flexible working, and collaboration have recognized that HS2 is a large infrastructure project that comes with evolving requirements and uncertainties (Zayat & Senvar, 2020). Through the application of Agile principles, the project team will be able to divide the development process into smaller, more manageable iterations called sprints. Through this, there will be regular checkpoints that can be used to change anything when there is an alteration in the requirements of stakeholders, regulations, or the environment. Besides, It is also because Agile methodologies emphasize collaborating with cross-functional teams and thus provide transparency and communication to the whole development process.

In Agile, the project scope and requirements can be changed during the construction phase, and any unexpected challenges or opportunities that may arise can be accommodated. The Agile teams can sequence the deliverables according to their criticality and urgency, consequently, the most valuable features are focused on in the beginning (Hehn & Mendez, 2022). It enhances project efficiency and stakeholder satisfaction. In addition, Agile approaches propagate continuous improvement and necessitate teams to reflect on their operation and make adjustments. This iterative method promotes innovation and resilience which are the two essential qualities that one needs to successfully deliver a complex infrastructure project like HS2 within a dynamic and uncertain environment.

7. Conclusion

Thus, the HS2 scheme is a major project that has many facets of the challenges and possibilities. By implementing systematic planning, engaging stakeholders, and choosing an appropriate project management methodology such as Agile, the project will be able to deal with the complexities in an effective manner. Through the use of sustainable practices, innovation, and collaboration, HS2 has the chance not only to improve the transportation system but also to bring positive effects to economic growth, environmental sustainability, and social well-being.

8. Reference

Assets Publishing Service. (2017). Transforming lives, building for the future HS2 Sustainability Approach. https://assets.publishing.service.gov.uk/media/5a821f6ced915d74e3401d83/hs2_sustainability_approach.pdf

Assets Publishing Service. (2020). Full Business Case High Speed 2 Phase One Moving Britain Ahead. https://assets.publishing.service.gov.uk/media/5fc51d7b8fa8f54755392863/full-business-case-hs2-phase-one.pdf

Assets Publishing Service. (2021). HS2: Outline Business Case Section 4: Financial Case. https://assets.publishing.service.gov.uk/media/5a7b87baed915d131105fd86/financial-case-hs2.pdf

Benson, M. (2024, April 2). High Speed Rail 2: An overview. Https://Researchbriefings.files.parliament.uk/. https://researchbriefings.files.parliament.uk/documents/CBP-9313/CBP-9313.pdf

Brock, A. (2023). A green extractivist railway? Exploring the political ecology of Europe's largest infrastructure project. Journal of Political Ecology, 30(1). https://journals.librarypublishing.arizona.edu/jpe/article/5637/galley/5484/view/

Ciric Lalic, D., Lalic, B., Delić, M., Gracanin, D., & Stefanovic, D. (2022). How project management approach impact project success? From traditional to agile. International Journal of Managing Projects in Business, 15(3), 494-521. https://www.researchgate.net/profile/Danijela-Ciric/publication/358619333_How_project_management_approach_impact_project_success_From_traditional

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Dalirazar, S., & Sabzi, Z. (2023). Strategic analysis of barriers and solutions to development of sustainable buildings using PESTLE technique. International Journal of Construction Management, 23(1), 167-181. https://www.academia.edu/download/102976620/15623599.2020.185493120230603-1-cqyvib.pdf

Di Maddaloni, F., & Sabini, L. (2022). Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?. International Journal of Project Management, 40(7), 778-797. https://www.sciencedirect.com/science/article/pii/S0263786322001132

Hehn, J., & Mendez, D. (2022). Combining design thinking and software requirements engineering to create human-centered software-intensive systems. In Design Thinking for Software Engineering: Creating Human-oriented Software-intensive Products and Services (pp. 11-60). Cham: Springer International Publishing. https://arxiv.org/pdf/2112.05549

HS2. (2022). Environmental sustainability. High Speed 2. https://www.hs2.org.uk/building-hs2/environmental-sustainability/

HS2. (2023). Our policies and procedures. HS2. https://www.hs2.org.uk/about-us/our-policies-and-procedures/

Krcheva, V., Dzidrov, M., Srebrenkoska, S., & Krstev, D. (2023). Gantt chart as a project management tool that represents a clutch hub manufacturing process. Balkan Journal of Applied Mathematics and Informatics (BJAMI), 6(2), 67-78. https://eprints.ugd.edu.mk/33074/1/5990-Article%20Text-10878-2-10-20231210.pdf

Pan Fagerlin, W., & Lövstål, E. (2020). Top managers’ formal and informal control practices in product innovation processes. Qualitative Research in Accounting & Management, 17(4), 497-524. https://www.researchgate.net/profile/Wen-Pan-Fagerlin/publication/343489180_Top_managers%27_formal_and_informal_control_practices_in_product_

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Wu, J., Rohatgi, S., Keesara, S. R. R., Chhay, J., Kuo, K., Menon, A. M., ... & Giles, C. L. (2021, December). Building an Accessible, Usable, Scalable, and Sustainable Service for Scholarly Big Data. In 2021 IEEE International Conference on Big Data (Big Data) (pp. 141-152). IEEE. https://par.nsf.gov/servlets/purl/10343532

Zayat, W., & Senvar, O. (2020). Framework study for agile software development via scrum and Kanban. International journal of innovation and technology management, 17(04), 2030002. https://www.researchgate.net/profile/Wael-
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