ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 6: Management a Successful Business Project (5039)

Submission date 14th June 2022 Date received (1st submission)

Re-submission date Date received (2nd submission)

Student name Nguyen Khanh Ly Student ID GBH210685

Class GBH1013 Assessor name Dang Son Tung

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

Student’s signature:

Grading grid

P1 P2 P3 P4 P5 M1 M2 M3 D1 D2

1|Page
Summative Feedbacks: Resubmission Feedbacks:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

2|Page
Contents
Introduction......................................................................................................................................................................................4
Main content.....................................................................................................................................................................................4
Sector 1: Project Life Cycle (PLC)..................................................................................................................................................4
1.1 Starting the Project.....................................................................................................................................................5
1.2 Organizing and Preparing...........................................................................................................................................5
1.3 Carrying out the Work................................................................................................................................................8
1.4 Completing the Work................................................................................................................................................10
Sector 2: Factors to be considered when compiling a project management plan (PMP).........................................................13
2.1 Project Scope Statement..................................................................................................................................................13
2.2 Deliverables......................................................................................................................................................................13
2.3 Acceptance Criteria..........................................................................................................................................................14
2.4 Project Exclusions.............................................................................................................................................................14
Sector 3: Research Methods and Strategies..............................................................................................................................15
3.1 Research Strategy............................................................................................................................................................15
3.2 The importance of research methods and strategies to project management..............................................................18
Sector 4: Project Management Plan...........................................................................................................................................18
4.1 Project Aims.....................................................................................................................................................................18
4.2 Project Objectives............................................................................................................................................................19
4.3 Deliverables......................................................................................................................................................................20
4.4 Acceptance Criteria..........................................................................................................................................................20
4.5 Project Exclusion..............................................................................................................................................................21
4.6 Project Cost Estimation....................................................................................................................................................21
4.7 Quality Management.......................................................................................................................................................21
4.8 Risk Management............................................................................................................................................................22
4.9 Communication Plan........................................................................................................................................................23
4.10 Resources.......................................................................................................................................................................25
4.11 Research Method...........................................................................................................................................................25
Sector 5: Schedule for monitoring and completing the objectives............................................................................................28
Sector 6: Work Breakdown Structure and Schedule..................................................................................................................29
6.1 Milestones........................................................................................................................................................................29
6.2 Work Breakdown Structure.............................................................................................................................................30
Sector 7: Project Justification.....................................................................................................................................................31
References....................................................................................................................................................................................32

3|Page
Introduction

The Covid-19 Outbreak and social lockdown have negatively affected to not only our
company but also the world’s business situation as a whole. Since all employees must
stay at home and all process are digitalized, the organization’s efficiency and
performance are decreased. As an assistant of the Board of Directors (BoD), my
responsibility is to find out the fundamental cause of the issues and viable remedies
through conducting a small project to gather data and analyze how has the Covid-19
epidemic and social lockdown transformed the workplace in the firm.

Main content

Sector 1: Project Life Cycle (PLC)

The project life cycle is a framework consisting of four major phases that assists a
project manager and their team members in efficiently guiding a project from inception to
completion (Rampton, 2022).

The concept of project life cycle in the context of organizations is not new. It has been
suggested that lifecycle can explain a variety of events, such as shifting strategic
priorities (Smith, Mitchell, and Summer 1985), shifts in an organization’s strategic
viewpoint (Chandler, 1962), and variations in employees’ views of an organization’s
effectiveness criteria (Cameron and Whetton, 1981).

The project life cycle is crucial for ensuring the timely delivery of a high-quality project
within budget and with little risk. The project life cycle aids in the management of a
project, which is essential for ensuring the proper completion of a given job. The
relevance of the project life cycle comprises the following: project structure, improved
communication, tracking progress, improved project management, and most importantly,
cost control (Townes, 2022). Poor project performance is predicted to squander $122
million for every $1 billion invested in projects in the United States. This is precisely why

4|Page
 the project management needs to describe everything in the first place if you want to
achieve the intended aims (Miller, 2022).

1.1 Starting the Project

Starting the Project is also known as Initiating Phase of Project Management. This first
step in the process occurs when upper-level executives identify a critical strategic issue.
At this step, the project’s goals and alternatives are identified, as well as the means
(resources) to execute these goals (Pinto and Slevin, 1988).

According to Ben Aston (2022), there are key project management steps during project
initiation:

• Create a project charter: What are the project vision and goals?

• Specify the overall project scope and deliverables: What is the necessary product or
service?

• Conduct a feasibility analysis to determine the core issue and potential solutions.

• Estimate the high-level cost and develop a business case: What are the solution’s
costs and benefits?

• Identify stakeholders: Who is affected by this initiative? How are they affected? What
are their needs?

1.2 Organizing and Preparing

The Organizing and Preparing or also known as planning phase advances the project,
the project manager, and the team by focusing on the precise tasks, roles and
responsibilities, and schedule required to execute the project life cycle. Planning is the
second phase of development. In this phase, a more structured set of plans to achieve
the initial objectives are formed. This is “How to map out a project” step (HBR Editors ,
2016). Obtaining the backing of senior management to commit a range of organizational

5|Page
 resources (financial, human, etc.) as needed is one of the most critical actions during
the planning phase (Pinto, 1988).

During this phase, the project’s scope is specified and a management strategy is
formulated. It entails determining the cost, quality, available resources, and a feasible
schedule. In addition, the project plans, incorporate the establishment of baselines or
performance metrics. These are created utilizing the project’s scope, timetable, and
cost. Essential for determining if a project is on track is a baseline (Eby, 2018).

At this stage, roles and responsibilities are well-defined, and everyone engaged is aware
of their respective tasks. During this phase, a project manager will produce the following
papers to ensure the project stays on track (Eby, 2018):

 Scope Statement: A document that specifies the business requirement, project benefits,
objectives, deliverables, and major milestones. A scope statement may be revised over
the course of a project, but only with the consent of the project manager and sponsor.

Effective project objectives and goals have a vital role to play in project management.
They serve as a guide for decision-making throughout the project’s duration. They
communicate the project purpose in a concise and concrete manner. It is essential to
have well-defined project objectives that are reviewed and accepted by all project
stakeholders. These objectives must be identified at the initiating phase of the project,
and the project manager will refer to them throughout the duration of the project (Dysart,
2019). SMART goals must be used to generate the most effective targets feasible.
SMART stands for Specified, Measurable, Attainable, Relevant, and Time-based.
Each component of the SMART framework works together to provide a well-defined,
measurable objective (Indeed Editorial Team , 2022).

6|Page
 Figure 1. SMART Goals
Cited from (Indeed Editorial Team , 2022)

 Work Breakdown Schedule (WBS): This is a graphical depiction that divides the project’s
scope into digestible chunks for the team.

7|Page
  Milestones: Identify the project’s high-level objectives and incorporate them on the Gantt
chart.
 Gantt Chart: A visual timeline for planning activities and visualizing the timeframe of a
project.
 Communication Plan: This is essential if your project involves external stakeholders.
Develop the appropriate project message and build a timetable for communicating with
team members based on deliverables and major milestones.
 Risk Management Plan: Identify all anticipated hazards. Common harzads include
inaccurate time and cost estimates, the customer review cycle, budget cuts, shifting
needs, and a lack of committed resources.

1.3 Carrying out the Work

According to the PMBOK Guide (2021), the carrying out the work phase includes both
Executing Processes and Monitoring and Controlling Processes. The implementation of
everything discussed and planned throughout the previous two phases.

8|Page
 Figure 2. Interrelationship of PMBOK Guide Key Components in Projects

Cited from (Project Management Institue , 2021)

1.3.1 Executing Phase

During the project’s execution phase, the project’s real “work” is performed. The
necessary materials and resources are acquired and converted into the desired project
outcome. Throughout this phase, performance capabilities are continuously checked to
assure the project’s intended performance (Pinto & Slevin, 1988). To be more specific,
the responisbility of the top management in this phase are: Casting a vision for success

9|Page
 and enable the team to deliver on it; Defining what needs to be done and the criteria for
the task; Briefing the team in order to ensure they are clear about what they need to do
and by when; Working with the customers to ensure deliverables are acceptable;
Ensuring the communication are updated and informed to the right people at the right
time and through the right channel (Aston, 2022).

1.3.2 Monitoring and Controlling Phase

This is one of the most challenging phases in project management. It includes

performance reporting and project monitoring and management. This requires
monitoring the project’s progress and, if necessary, implementing corrective measures
to bring it back on track. The initial objective is to ensure that the necessary data (often
obtained from timesheet and reports in your project management software) is captured
to successfully measure progress relative to the original plan. The second step is to
compare task accomplishment, money expenditure, and time allotted in the original plan
using the collected data. By comparing the actuals to the plan, the management may
determine whether or not the timeframe, cost, quality, and success metrics are being
reached. In the case that things are not going as planned, it is determining the
possibilities for reorienting the project such that it still meets the budget, timetable, and
quality restrictions while maintaining customer satisfaction (Aston, 2022)

1.4 Completing the Work

After completing all of the necessary tasks, achieving the project’s objectives, and
resolving any issues that arose throughout the project’s development, it is time to
assess the project’s success rate (Miller, 2022). In addition to providing the solution to
end-users, the actions performed during this phase guarantee that no project
components or associated procedures are missed. The release of project resources for
use on other project resources for use on other projects and the conclusion of contracts
with external vendors (Windsor, 2021).

10 | P a g e
According to the Project Management Institute (2015), if a project is not properly closed,
the project team and end-users may encounter significant issues. These consist of:
Repeating the same errors in subsequent initiatives; Low customer satisfaction and
uptake by end users; Failure to determine who will run and maintain the solution once it
has been provided; Products with minimal or no assistance, such as onboarding
materials.

Closing a project offers an excellent chance to enhance future projects, contribute to

organizational growth, and advance your project management career. The phase also
guarantees that the team receives the proper recognition (Windsor, 2021).

11 | P a g e
Figure 3. Project Management Process Group

Cited from (Project Management Institute, 2017)

12 | P a g e
Sector 2: Factors to be considered when compiling a project management plan (PMP)

2.1 Project Scope Statement

The project scope statement is a document that clarifies the significance of the project to
all parties involved. Principally, the project scope statement documents all the critical
project information; it explains the project’s boundaries, identifies each team member’s
roles, and establishes verification and approval procedures (PMI, 2022).

The scope statement is a more comprehensive document than the statement of work
(SOW). The project scope statement plays a vital role in the success of the project since
it keeps the project team focused on the task at hand by offering rules for making
choices regarding change requests during the project. Everything must be as specific as
possible when documenting it to prevent scope creep (PMI, 2022).

2.2 Deliverables

Projects provide deliverables, which are merely the results of the project or its
processes. This means that a deliverable can be as vast as the project’s primary
purpose or its associated reporting (Simmons, 2020).

Another definition of deliverables is: Every project has inputs and outputs. The inputs
and outputs of a project are the data, resources, etc., and then what comes out, which
are the deliverables. Again, these deliverables can be a product or service, as well as
the documentation that is part of the project closing and serves to demonstrate that the
project is complete and everything has been approved (Simmons, 2020).

Defining deliverables based on project objectives throughout the project planning phase
assists in establishing stakeholder expectations. Each deliverable should clearly
describe the scope, timeframe, and budget for a given chunk of work to all parties
involves (CoAmplifi , 2021).

13 | P a g e
2.3 Acceptance Criteria

Acceptance Criteria are the conditions of a project, product, or part of them that must be
met prior to the acceptance of deliverables (Cummins, 2021). It exists under formal list
detailing all user needs and product scenario considerations. It outlines the conditions
under which the user needs are desired, eliminating any ambiguity regarding the client’s
expectations and miscommunications. This approach specifies the client’s goal rather
than the solution; it is the team’s responsibility to comprehend the client’s intent, seek
clarification when necessary, and choose the solution (iCert Global , 2021).

Acceptance criteria are required for every project that a team develops. It describes the
scope, expected outcomes, and testing requirements for the feature that the delivery
team is developing. The process of defining and agreeing on acceptance criteria is also
an useful chance for communication between developers and product (iCert Global ,
2021).

2.4 Project Exclusions

Project exclusions are tasks that exceed the existing scope of a project, initiative, or
program. The primary documentation of a project’s scope is a scope charter or scope
statement. This document is a vital aspect of any project plan and covers the scope in
detail (the work required). Exclusions are any requirements that do not fall within the
bounds of the functionality and specifications mentioned in the scope statement (Indeed
Editorial Team, 2021).

Project exclusions and limits on a project are crucial since they assist determine the
project’s boundaries. They also manage the expectations and input of your stakeholders
and provide creative constraints for your team members (Landau, 2022).

14 | P a g e
Sector 3: Research Methods and Strategies

Research technique is defined as a highly intellectual activity used to investigate nature

and matter that focuses on the collection, analysis, and interpretation of data. A
research methodology describes the objectives, activities, processes, and applications
of the research. The basis of research methodology refers to the philosophy of research
as it relates to the formulation of the research plan and the conduct of research plan and
the conduct of research. The research technique dictates how interpretations derived
from the study of data and observations are structured (Vargas-Hernandez, Perez, and
Cordova-Rangel, 2016).

Research methods and strategies are a vital component of a project’s strucutre, since all
organizations employing project methodologies anticipate vastly enhanced project
performance. Each organization must choose the optimal process for selecting the most
appropriate methodology and whether or not to have many variants of a methodology.
Research is divided as to whether using a standardized or tailored technique, as
determined by industry sector, project type, team experience, and culture, yields
superior outcomes (Joslin and Muller, 2014).

3.1 Research Strategy

A research strategy is the step-by-step action plan that guides the researcher’s thinking.
It helps a researcher to perform research in a methodical and timely manner. The
primary objective is to introduce the primary components of the study, including the
research subject, areas, major emphasis, research design, and research methodologies
(Walia and Chetty, 2020).

15 | P a g e
 Figure 5. Type of Research Strategy

Cited from (Walia, 2020)

There are many approaches to research, however, in this project, we only discussed two
main approaches Qualitative and Quantitative. Especially we will go deep into the
Quantiative approach – the method that we use for this project.

Qualitative Approach

Qualitative inquiry is used when the key variables influencing a result are obscure or
when the number of participants or outcomes under investigation is inadequate for
statistical analysis (Smelser, 1973). Subjects may range in size from an individual to a
big group, and the subject of study may range from a specific behavior to the operation
of a complicated institution. Researchers used qualitative approach when they are
intersted in the beliefs, motives, and behaviors of individuals, groups, and institutions
(Lakshman, 2000).

When contextual forces are poorly defined, uncontrollable, or situational, qualitative

approaches are most informative. This discrepancy highlights the fact that
comprehension is not synonymous with universality or predictability; all three may
coincide but a precise comprehension of an event or consequence is frequently
individual and time-bound (Holman, 1993).

The emphasis may range from a single person or small group, such as the interaction
between a health care professional and a patient, to the operation of a major

16 | P a g e
organization, such as a hospital. Fundamentally, research enables us to comprehend
the nature, strengths, and interactions of factors. As with quantitative research,
qualitative reseacrch involves the observation and interpretation of occurrences and can
address causality. Unlike quantitative research, qualitative research aims to answer
“what” rather than “how often” (Lakshman, 2000). In stead of taking a simplified,
reductionist view of the topic in order to quantify and tally the occurrence of states or
events, qualitative approaches retain the complexity of human behavior by adopting a
holistic viewpoint (Strong, 1992).

Investigate procedures of qualitative approach include external structured or open

ended interviews, external observation or observation by participation, and interpretation
of written material (Lakshman, 2000).

Quantitative Approach

Quantitative approaches explore the impact of defined conditions (independent variable)

on a result of interest (dependent variable) using numerical expressions. In these
contexts, causal conclusions are derived either from direct observation, as in actual
experiments, or from statiscally proven connections. The quantitative approaches are
most successfil when the material is so confined or regulated that there is no undefined
influence on the study events. Under such conditions, repeatability is strong and
subsequent predictions of the outcome of the same event are likely to be accurate
(Lakshman, 2000).

This study is also known as empirical research since it can be assessed exactly and
correctly. The data gathered by the researcher might be categorized, ranked, or
quantified using units of measurement. With the use of quantitative research, graphs
and tables of raw data may be generated, making it easier for the researcher to
understand the results (Ahmad et al., 2019).

Popular method used to gather quantitative data are: Surveys, Questionnaires, Test,
Databases, Organizational Records (Indeed Editorial Team , 2021).

17 | P a g e
3.2 The importance of research methods and strategies to project management

A research strategy assists the researcher in selecting the appropriate data gathering
and analysis technique. Therefore, it is of the biggest importance to select the proper
research strategy (Walia, 2020).

On the other hand, a research methodology gives legitimacy to a study and yields
scientifically valid results. It also gives a detailed plan that aids in keeping researchers
on track with the project, hence making the process efficient, effective, and manageable.
A researcher’s technique enables the reader to comprehend the strategy and
procedures utilized to obtain results. Having a solid research technique offers the
following advantages (Indeed Editorial Team , 2021): Other researchers who wish to
duplicate the study will have sufficient information to do so; Researchers who are
criticized may point to their methodology and explain their approach; It can assist in
providing researchers with a detailed plan to follow throughout their investigation; The
technique design procedure aids researchers in choosing the most appropriate methods
for their aims; It enables researchers to document from the outset what they hope to
accomplish with their research.

Sector 4: Project Management Plan

Definition: A project management plan is a formal, approved document that outlines the
execution, monitoring, and control of the project. It may comprise base lines, subsidiary
management plans, and other planning papers. This document is used to establish the
project team’s strategy for delivering the intended project management scope
(Simplilearn , 2022).

4.1 Project Aims

This project is conducted in order to analysis the impacts of the Covid-19 on the
company’s workplace. Due to the outbreak of the pandemic, the Governement required

18 | P a g e
 people to stay at home and limit physical interaction with people to avoid cross-
contamination. Therefore, all the work processes are conducted online, which negatively
effect the productivity as a whole. After the project, the company aims to gain the
knowledge about the Covid-19 that lead to the performance decrease of employees as
well as give some potential solutions to this current issue.

4.2 Project Objectives

The project objectives include:

 Understanding the Covid-19 pandemic.

 Understanding the affect of Social Lockdown.
 Rethinking about the digital working environment, analysis the pros and cons of the
workplace transformation in digital age.
 Giving the potential recommendations to overcome difficulties and promoting strengths
of work from home.

In the first objective, it is expected to analysis clearly the repercussion of Covid-19 that
lead to social lockdown. The analysis must base on authentic resources. The recently
outbreak of the pandemic requried the Government to apply the social distancing
measures to mitigate the situation. This is the root cause of workspace transformation.
This target is relevant.

The second objective is the main part of the project. It can be understanded that the
social lockdown forces the organizations to transform all tasks to online. All the working
processes are conducting online to deal with the bad situation of the pandemic. This
brings some difficulties in employee connectivity, engagement, and productivity. To
reach this goal, a survey with detailed schedule is conducted to collect the employees’
ideas about difficulties that they meet when working online. This goal is specific.

In the third objective, it is expected to change the thought about digital working
environment. All the findings must base verified resources. The digital age play a vital

19 | P a g e
 role in providing a flexible workplace which help a lot, especially in the hard time of
pandemic. However, there are some practical disadvantages of working online which we
have to figure out through this project. By researching about transformation of the
workplace, the organization reorient their workforce plan to guarantee that a totally
remote workforce has the necessary capabilities and technologies to maintain employee
connectivity, engagement, and productivity. This objective is measurable.

Final objective is giving potential solutions to the issue and strengthens the advantages.
After collecting and analysising the results from the survey, it is expected to give
potential solutions to the difficulties that workers meet during their working process. This
objective is attainable.

4.3 Deliverables

The project is about “how has the Covid-19 outbreak and social lockdown transformed
the workplace in your organization”. The deliverables of this project is a certain
understanding of Covid-19 and social distancing. From there, gain insights on the
inadequacies of workspace transformation, get a better working environment within the
organization, and overcome the difficulties of the new working environment during
Covid-19 pandemic.

4.4 Acceptance Criteria

For the survey to be regarded a successful project, it must be completed using the
correct technique. According to the pandemic situation, the survey must be coducted
online through Google forms. Each employee must use their company’s Google account
to participate in the survey to ensure the quality of participants. The minium sample size
for the research must be 150 respondents, and the questionare must be given on a
Likert scale to measure attitudes, knowledge, perceptions, values, and behavior
changes of the metioned issue. Additionally, the findings must be displayed as charts or
graphs. The recommendations must be supported by reputable sources and based on
the findings.

20 | P a g e
4.5 Project Exclusion

Although the project’s objectives include the understanding of Covid-19, the limitation of
knowledge on this issue only stops at the impact of Covid-19 on the change of the
working environment. Therefore, the exclusion of the project will be the sources of
Covid-19, disease strains and variants as well as other in-depth studies on the disease.

4.6 Project Cost Estimation

Cost estimate is crucial to the success of project management. During the project
management life cycle, several expenditures might arise, and an accurate cost
estimating approach can be the difference between a successful plan and a failed one
(Westland, 2022).

Resources Cost (VND)

Rewards for participants 7.500.000
Printing 50.000
Laptop 1.000.000
Electricity 500.000
Unforeseen 100.000
Total 9
.150.000

Table 1. Project Cost Estimation

4.7 Quality Management

To guarantee the quality of the project, the project manager must utilize the Project
Logbook form, the Project Schedule, and Cost Estimation. Every Friday, the Project
Logbook will be updated with the management of the supervisor to ensure that the
project remains on schedule.

21 | P a g e
 To guarantee the accuracy of the findings, all respoders must present confirmation of
employement with the business. In addition to utilizing the company’s Google account,
responders must also submit the employee code, with each code being used only once.

The survey must focus on the workplace performance-enhancing solutions. Particularly

emphasize the distinction between the real workplace and the virtual workspace.

4.8 Risk Management

According to Project Management Institute (PMI), the risk of a project may be described
as the probability that specific occurrences will have a negative impact on the project’s
objectives, the degree of exposure to unfavorable events, and their likely outcomes (PMI,
2022). The table below illustrates the type of risk and potential solutions in case its
happen.

22 | P a g e
 Figure 6. Type of risk and solutions

The template of the table is cited from (Stakeholdermap, 2008)

4.9 Communication Plan

A communication strategy for project management outlines the informatio that must be
communicated with certain stakeholders during a project, as well as how it will be
distributed to all parties. A communication plan help team members and stakeholders
understand what information they will and will not be informed about, which channels
should be utilized for project communication, and who is accountable for maintaining
those channels (York, 2022). In our project, all the communications channels maintain
virtually due to the outbreak of the pandemic.

23 | P a g e
 The project “How has the Covid-19 outbreak and social lockdown transformed the
workplace in the organization” includes three main documents: Weekly logbook,
Timeline update, and the Report version.

Stakeholder Deliverable Frequency Owner Preferred Notes and

way to attachments
deliver
Dang Son Weekly Weekly – Nguyen Email Separate Excel files of
Tung logbook Saturday Khanh Ly the logbook are sent
weekly
Project team Timeline As milestones Nguyen Virtual video Include Gantt chart
update have been Khanh Ly conferencing and note reason for
completed missed deadlines
Dang Son Report The end of the Nguyen Email Summary of findings
Tung version project on 3rd Khanh Ly and analysis result of
June the project

Table 2. Communication Plan

Project team contacts for all communication:

Name Title Email Office Phone

Dang Son Tung Project Supervisor [email protected] xxx-xxx-xxxx
Nguyen Khanh Ly Project Manager [email protected] xxx-xxx-xxxx
n

Table 3. Communication Information

24 | P a g e
4.10 Resources

The process of planning, scheduling, and assigning resources to fulfill a project called
resource management. Project managers are resposible for managing the whole
resource management process (Westland, 2022). A resource is a tangible or immaterial
entity that is utilized to complete a task (Nosel, 2020). The resources involved in the
implementation of a project can be divided into the 4 following categories:

 Human Resources: Team members, Employees who act as responders of the survey,
Project manager and Project supervisor.
 Material Resources: Raw materials and machines (computer, internet, digital devices,
etc.), Tools (Gantt Charts, SMART goals, Work Breakdown Structure, etc.) and other
resource management software if necessary.
 Financial resources: Project budgets.
 Time resources: Project plan, Project schedule, Milestones, and Time invested.

4.11 Research Method

Methodology

We have selected quantitative research to determine how workplace change may effect
our organization’s employees. Quantitative research is expressed through graphs and
data. It is used to test or validate hypotheses and theories. This form of study can be
utilized to establsih the topic’ generalizable facts. Common quantitative approaches
include experiments, numerically recorded observations, and surveys with closed-ended
questions that are resonable for the company’s survey using the Likert scale (Streefkerk,
2019). This investigation utilized a quantitative research approach for two primary
objectives. In the first place, the existing literature on workplace transformation impacts
primarily favors quantitative research, which delivers accurate study results utilizing
analytical data. Secondly, because the study evaluates several samples, quantitative
analysis is perfectly suited to the breadth and objective of the investigation. To complete

25 | P a g e
 this survey, a Google form-based online survey is emailed to the company’s workers,
who must submit their employee code to participate.

Data collection tool

In this project, both primary and secondary data are collected. The primary data is the
results comes from the survey how the changing of the working environment effect the
employees and the secondary data is the analysis of workplace transformation in the
Covid-19 pandemic.

Goal to be Collectio Data to be Operational How to Duration Deadline

addressed n Method collected Definition collect for
collection
Repercussion Research, Why The outbreak of Doing 5 days 14/5/2022
of Covid-19 analysis Covid-19 the pandemic research
and lead to make employees and
observatio workspace work virtually from analysis
n transformat their home base on
ion recent
articles
about the
consequenc
es of Covid-
19 on
workspace
transformati
on which
lead directly
to the
decrease of
productivity
Workplace Research The pros Analysis the Doing 3 days 17/5/2022
transformatio and cons workspace research

26 | P a g e
n of working transformation in base on
online digital age recent
compared to the report and
traditional working articles on
environment. both
What is pros and working
cons? environmen
ts
Understandin Employee All The employees Send 16 days 2/6/2022
g of the s survey practical express their survey to
difficulties under difficulties difficulties through 150 staff of
questionn that questions in the
ares of happens in survey. The organization
Likert virtual reaction are the asking
scale workspace most disagree, about their
being disagree, thinking of
being neutral, workspace
being agree, and transformati
being most agree on.

Table 5. Data Collection Management

The main part of data collection is to collecting the employees survey about their
difficulties while working from home. Since the study uses standardized replies,
questionnaires are the best choice. Descriptive research, such as employing attitude
and opinion surveys and organizational practices questionnaires, can help you uncover
and define variability. In this study, respondents will self-complete questionnaires, also
called surveys. This approach may be disseminated online, mainly over the Internet.

Sampling

27 | P a g e
 The survey is only sent to 150 responders – a small population, therefore, no sampling
strategies is necessary here.

Survey Questions

The responders will answer base on standarlized replies follow Likert scale. There are 5
answers 1 being the most disagree, 2 being disagree, 3 being neutral, 4 being agree
and 5 being most agree. The survey questions are:

1. Your workspace at home is quite enough.

2. You can focus when work from home.
3. You feel more comfortable when working at home.
4. Your working hour is flexible.
5. You can interact with your co-workers.
6. Your Internet is strong
7. Your company’s online working policy fit your work schedule.
8. Your company’s standards for flexible work arrangements are explicit.
9. Your demand are met by your company’s technology reimbursement program.
10. You are fine with the salary reduction during workspace transformation.

Sector 5: Schedule for monitoring and completing the objectives

The monitoring and control process for a project monitors, reviews, and reports on the
project’s performance in order to identify red flags and make prompt modifications
decisions. The major objective of the monitoring and control process phase is to oversee
all project tasks to ensure they are done within the project’s scope, timeline, and budget
(Puntillo, 2021). To effectively monitor a project, a project manager must:

- Compare actual performance to projected performance.

- Identifies necessary remedial steps.
- Records and documents accurate and timely project output information.
- Monitors remedial modifications.
- Provides predictions that reflect the most recent costs and timeline for the project.

28 | P a g e
 The Gantt Chat below illustrates the planned performance of the project:

Figure 7. Gantt Chat

Sector 6: Work Breakdown Structure and Schedule

6.1 Milestones

Name Start Date End Date

Prepare the literature review 9/5/2022 17/5/2022
Conduct survey 18/5/2022 27/5/2022
Analysis results 28/5/2022 30/5/2022
Final review 31/5/2022 3/6/2022

Table 6. Project Milestones

29 | P a g e
6.2 Work Breakdown Structure

The Project Management Institute’s PMBOK Guide – Third Edition describes Work
Breakdown Structure (WBS) as “a deliverable-oriented hierarchical decomposition of the
work to be executed by the project team to accomplish the project objectives and create
the required deliverables. It organizes and specifies the overall project scope. Each
successive level offers a more specific description of the project task. The WBS is
broken down into work packages. Internal and external deliverables are included in the
delivery orientation of the hierarchy (Organ and Bottorff, 2022).

Our project concludes 4 main tasks: Literature Review, Methodology, Analysis Results
and Finish Report.

Figure 8. Work Breakdown Structure

30 | P a g e
Sector 7: Project Justification

The objective of the Project Justification is to explain why an organization must apply a
certain solution to a problem and how this solution may be achieved. It is a procedure
that begins in the Project Initiation phase to validate the requirement for initiating a
project that adressess the problem by implementing a solution. To justify a project, one
must provide stakeholders with a thorough understanding of the environment that will be
altered by the project. The project is justifiable when the analysis provides an
interpretation and evaluation of all deliverable results (Linman, 2011).

31 | P a g e
References

Ahmad, S., Wasim S., Irfan S., Gogoi S., Srivastava A., and Farheen Z. (2019) Qualitative and
Quantitative Research - A Summarised Review. Journal of Evidence Based Medicine and
Healthcare, 6(43), pp. 2828-2832.

Aston, B. (2022). What is the Project Life Cycle: The 5 Phases & Why It is Important. [Online]

Available at: https://thedigitalprojectmanager.com/project-management-life-cycle/

[Accessed 21 May 2022].

Cameron, K. S., and Whetton, D. A. (1981). Perceptions of organizational effectiveness over

organizational lifcycles. Administrative Science Quarterly, Volume 26, pp. 525-544.

Chandler, A. D. (1962). Strategy and Structure. Cambridge: MIT Press .

CoAmplifi, (2021). Why are Project Deliverables Important to Deadlines and Success? [Online]

Available at: https://coamplifi.com/why-are-project-deliverables-important-to-deadlines-and-

success/#:~:text=Why%20are%20Project%20Deliverables%20so,a%20specific%20chunk%20of
%20work.

[Accessed 3 June 2022].

Dysart, M. (2019). What Are Project Objectives + Examples And How To Write Them. [Online]

Available at: https://thedigitalprojectmanager.com/project-objectives/

[Accessed 31 May 2022].

Eby, K. (2018). Demystifying the 5 Phases of Project Management. [Online]

32 | P a g e
Available at: https://www.smartsheet.com/blog/demystifying-5-phases-project-
management#:~:text=Developed%20by%20the%20Project%20Management,%2Fmonitoring
%2C%20and%20project%20close.

[Accessed 31 May 2022].

HBR Editors, (2016). The Four Phases of Project Management. [Online]

Available at: https://hbr.org/2016/11/the-four-phases-of-project-management

[Accessed 21 May 2022].

Holman, H. R. (1993). Qualitative inquiry in medical research. Journal of Clinical Epidemiology,

46(1), pp. 29-36.

Indeed Editorial Team, (2021). What Is Research Methodology and Why Is it Important?.
[Online]

Available at: https://www.indeed.com/career-advice/career-development/research-

methodology#:~:text=Why%20is%20a%20research%20methodology,process%20smooth%2C
%20effective%20and%20manageable.

[Accessed 2 June 2022].

Indeed Editorial Team, 2022. How Do You Set SMART Goals? Definition and Examples.
[Online]

Available at: https://www.indeed.com/career-advice/career-development/smart-goals

[Accessed 31 May 2022].

Joslin, R., and Muller R. (2014). The impact of project methodologies on project success in
different contexts. Newtown Square, Project Management Institute.

Lakshman, M., Sinha L., Biswa, M., Charles, M., and Arora, N. K. (2000). Quantitative vs
Qualitative Research Methods. Symposium: Clinical Epidemiology and Research Methods-II,
67(5), pp. 369-377.

33 | P a g e
Landau, P. (2022). Project Scope Statement: Include These 7 Things. [Online]

Available at: https://www.projectmanager.com/blog/project-scope-statement#:~:text=Project

%20exclusions%20and%20constraints%20are,creative%20limitations%20to%20work%20within.

[Accessed 3 June 2022].

Linman, D. (2011). Justifying a Project Through Analysis. [Online]

Available at: https://mymanagementguide.com/justifying-a-project-through-analysis/

[Accessed 2 June 2022].

Miller, D. (2022). What is Project Life Cycle and What Are its Phases. [Online]

Available at: https://www.proprofsproject.com/blog/project-life-cycle-and-its-phases/

[Accessed 25 May 2022].

Nosel, I. (2020). 4 main steps for effective project resources management. [Online]

Available at: https://www.appvizer.co.uk/magazine/operations/project-management/project-

resources-management

[Accessed 31 May 2022].

Organ, C., and Bottorff C. (2022). How To Use Work Breakdown Structure As A Project
Management Tool. [Online]

Available at: https://www.forbes.com/advisor/business/what-is-work-breakdown-structure/

[Accessed 2 June 2022].

Pinto, J. K., and Slevin D. P. (1987). Critical factors in successful project implementation. IEEE
Transactions on Engineering Management, 34(1), pp. 22-27.

Pinto, J. K., and Slevin D. P. (1988). Critical success factors across the project life cycle:
definitions and measurement techniques. Project Management Journal, 19(3), pp. 67-75.

34 | P a g e
Pinto, J. K. (1988). Variations in Critical Success Factors Over the Stages in the Project Life
Cycle. Journal of Management, 14(1), pp. 5-18.

PMI, (2022). What is the Project Scope and Why Do You Need One? [Online]

Available at: https://www.projectmanagement.ie/blog/successful-project-manager-iv-project-

scope-planning-2/

[Accessed 3 June 2022].

PMI, 2022. What is project risk management?. [Online]

Available at: https://www.projectmanagement.ie/blog/project-risk-management/

[Accessed 31 May 2022].

Project Management Institue, 2021. PMBOK Guide. 7th ed. Project Management Institute.

Puntillo, P. (2021). Project Monitoring and Control. [Online]

Available at: https://lqdfinance.com/insights/project-monitoring-and-control-best-practices/

[Accessed 1 June 2022].

Rampton, J. (2022). A Beginner's Guide to the Project Life Cycle. [Online]

Available at: https://www.fool.com/the-ascent/small-business/project-management/articles/

project-life-cycle/

[Accessed 25 May 2022].

Simplilearn, (2022). What is a Project Management Plan and How to Create One. [Online]

Available at: https://www.simplilearn.com/what-is-a-project-management-plan-article

[Accessed 28 May 2022].

35 | P a g e
Smelser, N. J. (1973). The methodology of comparative analysis. In: D. P. O. S. Warwick, ed.
Comparative Research Methods. New Jersy: Prentice-Hall, pp. 42-86.

Smith, K. G., Mitchell T. R., and Summer C. E. (1985). Top level management priorities in
different stages of the organisational life cycle. Academy of Management Journal , Volume 28,
pp. 799-820 .

Simmons, M. (2020). What is a Project Deliverable? Definition, Examples & More. [Online]

Available at: https://www.projectmanager.com/blog/project-deliverable

[Accessed 3 June 2022].

Stakeholdermap, (2008). Risk Management, Risk Analysis, Templates and Advice. [Online]

Available at: https://www.stakeholdermap.com/risk/register-common-project-risks.html

[Accessed 31 May 2022].

Streefkerk, R. (2019). Qualitative vs. Quantitative Research | Differences, Examples & Methods.
[Online]

Available at: https://www.scribbr.com/methodology/qualitative-quantitative-research/#:~:text=and

%20qualitative%20methods%3F-,Quantitative%20research%20deals%20with%20numbers
%20and%20statistics%2C%20while%20qualitative%20research,and%20experiences%20in
%20more%20detail.

[Accessed 1 June 2022].

Strong, P. M. (1992). The case for qualitative research. International Journal of Pharmacy
Practice, Volume 1, pp. 185-486.

Townes, L. C. (2022). Importance of Project Life Cycle. [Online]

Available at: https://businessfinancearticles.org/importance-of-project-life-

cycle#Importance_of_the_Project_Life_Cycle

36 | P a g e
[Accessed 25 May 2022].

Vargas-Hernandez, J. G., Perez O. E. A., and Cordova-Rangel A. (2016). A Review of Research

methods in strategic management; What have been done, and what is still missing.

Walia, A., and Chetty P. (2020). How to formulate a research strategy?. [Online]

Available at: https://www.projectguru.in/how-to-formulate-a-research-strategy/

[Accessed 2 June 2022].

Westland, J. (2022). Cost Estimation In Project Management: How to Estimate Project Costs.
[Online]

Available at: https://www.projectmanager.com/blog/cost-estimation-for-projects

[Accessed 1 June 2022].

Westland, J. (2022). Resource Management: Process, Tools & Techniques. [Online]

Available at: https://www.projectmanager.com/blog/quick-guide-resource-management

[Accessed 31 May 2022].

Windsor, G. (2021). How to Close Your Project. [Online]

Available at: https://www.brightwork.com/blog/5-phases-of-a-project-closing

[Accessed 21 May 2022].

York, A. (2022). Building a project management communication plan: What is it and why you
need one. [Online]

Available at: https://www.teamwork.com/blog/project-management-communication-plan/

[Accessed 31 May 2022].

37 | P a g e
38 | P a g e