APPENDIX A: ASSIGNMENT COVER SHEET
ASSIGNMENT COVER SHEET
Surname
First Name/s
Student Number
Subject
Assignment
Number
Tutor’s Name
Examination
Venue
Date Submitted
√
Submission (√) First Submission .resubmission
Postal Address
E-Mail
(Work)
(Home)
Contact Numbers
(Cell)
Course/Intake
Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself.
1 of 12
Signature: Date:
Contents
Question 1 (25 Marks)................................................................................................ 2
Question 2 (25 Marks)................................................................................................ 5
Question 3 (25 Marks)................................................................................................ 7
Question 4 (25 Marks)................................................................................................ 9
References................................................................................................................11
Question 1 (25 Marks)
Refer to the main attributes of a project that you have studied and contexualise the
attributes to the case study project. Indicate how each attribute could have been
effectively applied to the case study project.
Projects are characterised by specific attributes that distinguish them from routine
operations. These attributes include uniqueness, a defined duration, progressive
elaboration, specific objectives, the involvement of cross-functional teams, required
resources, uncertainty, and sponsorship or stakeholder involvement. In the context of
2 of 12
the 2005 Canada Games held in Regina, Saskatchewan, these attributes were
clearly evident and effectively applied through a volunteer-driven project
management model guided by the PMBOK® framework. The following discussion
contextualises each attribute within the case study.
1. Unique Purpose
Every project is undertaken to achieve a specific and unique outcome. The 2005
Canada Games had the unique objective of delivering a large-scale national sporting
event involving 16 sports, 4,500 athletes, and 12,000 visitors. The event required
extensive coordination, planning, and execution, which differed significantly from
previous games due to its size and complexity. This uniqueness was addressed by
creating a new volunteer-friendly project management model tailored specifically for
this event.
2. Temporary Nature
Projects are temporary endeavours with defined start and end dates. The Canada
Games project followed this principle, running for a total of 40 months—24 months
for planning, 12 months for execution, and 4 months for closure. This temporary
structure allowed organisers to schedule and allocate resources efficiently while
ensuring the project concluded successfully with the closing of the games in August
2005.
3. Progressive Elaboration
Progressive elaboration refers to the ongoing refinement of a project’s scope and
plans as more information becomes available. This was evident in the Canada
Games as high-level operating plans were initially developed for each of the 16
divisions. Over time, these plans were broken down into individual projects and
tasks, allowing for more precise tracking and control. Feedback from project
managers was continually incorporated to improve processes, ensuring adaptability
throughout the project lifecycle.
4. Requires Resources from Various Areas
Projects typically require a diverse range of resources. The Canada Games project
relied heavily on both human and financial resources. Over 6,000 volunteers were
engaged, including 23 volunteer project managers from the PMI chapter who
contributed more than 15,000 professional hours. Physical resources such as
3 of 12
venues, accommodation, and sporting equipment also had to be secured and
managed within a budget of $23.4 million.
5. Primary Sponsor or Stakeholder
A project must have key stakeholders or sponsors who provide direction and
support. In this case, the project was supported by multiple stakeholders, including
three levels of government, the board of directors, and various community partners.
The board played a critical role in adopting and endorsing the new project
management model, ensuring the alignment of all efforts with the overall goals of the
event.
6. Involves Uncertainty
Uncertainty is inherent in all projects due to changing conditions, risks, and
unforeseen events. The Canada Games project faced uncertainty due to its reliance
on volunteer efforts and the tight timeline of 3,700 tasks. These challenges were
mitigated through structured planning, risk management, and consistent reporting
systems, which allowed the organisers to respond proactively to potential issues.
7. Defined Objectives
Every project is initiated to meet specific goals. The main objectives of the 2005
Canada Games were to deliver the event on time, within budget, and at a high
quality. Clear deliverables and milestones were identified at the outset of the project.
Each division was responsible for developing individual plans that contributed to the
overarching objectives, ensuring accountability and alignment throughout the
organisation.
8. Cross-functional Teams
Projects often require the collaboration of individuals from different departments or
expertise areas. The Canada Games were managed through 16 operating divisions,
each supported by a dedicated volunteer project manager. These cross-functional
teams worked collaboratively, using standardised templates and processes to ensure
consistent planning and execution across the entire project.
Conclusion
The 2005 Canada Games project effectively demonstrated the application of key
project attributes. By implementing a customised project management model based
on PMBOK® principles, organisers were able to manage the complexities of a large,
4 of 12
volunteer-driven event. The successful execution of the games, with no major delays
or issues, highlights the importance of understanding and applying project
management attributes in real-world scenarios.
Question 2 (25 Marks)
Project Time Management includes the processes required to manage the timely
completion of the project. Use the project time management process and critically
discuss how each step of the time management process could have been used to
the benefit of the case study project.
Project Time Management refers to the processes involved in ensuring that a project
is completed within the defined time frame. According to the PMBOK® Guide
(Project Management Institute [PMI], 2021), time management includes seven key
processes: plan schedule management, define activities, sequence activities,
estimate activity durations, develop schedule, control schedule, and monitor
progress. These processes, if applied effectively, could have significantly supported
the timely and successful delivery of the 2005 Canada Games.
1. Plan Schedule Management
This process involves establishing the policies and documentation for planning,
developing, managing, executing, and controlling the project schedule (PMI, 2021).
For the 2005 Canada Games, early planning allowed the project team to create a
clear framework tailored for volunteer use. This framework ensured that all divisions
operated under a unified scheduling policy, contributing to coordinated timelines
across the entire event.
2. Define Activities
Defining activities involves identifying and documenting the specific actions required
to produce project deliverables. In the Canada Games, organisers broke down 3,700
high-level tasks into manageable units, such as venue preparation, athlete
accommodation, and food procurement. This clear definition of activities allowed for
more accurate tracking and accountability within each of the 16 operating divisions
(PMI, 2021).
5 of 12
3. Sequence Activities
Sequencing involves determining the order of activities and their dependencies. The
Canada Games project benefited from sequencing by coordinating interdependent
tasks like venue retrofitting before athlete accommodation setup. Using consistent
templates across divisions allowed for dependencies to be clearly identified and
managed in the master project plan (PMI, 2021), thereby reducing the risk of delays.
4. Estimate Activity Durations
Accurate duration estimates are vital for setting realistic schedules. In the case study,
project managers used their professional experience to estimate how long each task
would take. This was especially important in a volunteer-driven context, where
availability varied. Reliable estimates helped align task timelines with the 40-month
project duration, ensuring milestones were met on time (PMI, 2021).
5. Develop Schedule
Developing the schedule involves integrating activity sequences, durations,
resources, and constraints into a project timeline. For the Canada Games, individual
operating plans from each division were combined into a single master schedule.
Monthly status reports provided updates on progress and made it easier to adjust the
timeline when necessary (PMI, 2021). This integrated schedule ensured coherence
and visibility at the executive level.
6. Control Schedule
Controlling the schedule requires monitoring the status of activities and managing
changes to the schedule baseline. With thousands of tasks and tight deadlines, the
Canada Games organisers used regular reports from each division to track whether
work was proceeding according to plan. Issues and delays were identified early,
allowing for prompt corrective actions (PMI, 2021).
6 of 12
7. Monitor Progress (as part of Schedule Control)
Continuous progress monitoring ensures timely delivery. The use of monthly
consolidated status reports to brief senior management and the board of directors
was a critical part of this monitoring process. This approach enabled informed
decision-making and ensured that deadlines were consistently met, with no major
delays occurring during the games (PMI, 2021).
Conclusion
The application of the Project Time Management processes outlined by the
PMBOK® Guide played a vital role in the successful and timely execution of the
2005 Canada Games. Through proper planning, activity definition, sequencing, and
regular monitoring, the organising committee was able to manage a complex,
volunteer-driven project within its 40-month timeline. The structured approach to time
management ensured the event was executed smoothly, without significant
disruptions, and serves as a valuable example of effective project scheduling in a
high-pressure environment.
Question 3 (25 Marks)
Analyse the EIGHT (8) quality management principles and examine the benefits of
the principles to the case study project.
Quality management is essential to the success of any project, especially large-scale
events involving numerous stakeholders and complex logistics. The International
Organization for Standardization (ISO 9001:2015) outlines eight quality management
principles that provide a structured approach to delivering consistent and high-quality
results. These principles include customer focus, leadership, engagement of people,
process approach, improvement, evidence-based decision making, relationship
management, and a systems approach to management. Applying these principles to
the 2005 Canada Games project demonstrates how they contributed to the overall
success of the event.
The first principle, customer focus, stresses the importance of understanding and
meeting customer needs and expectations. In the case of the 2005 Canada Games,
the primary customers were athletes, visitors, government funders, and local
communities. By designing processes that ensured the timely completion of venues,
accommodation arrangements, and event services, the organisers were able to
7 of 12
deliver a successful experience. The feedback loop developed with volunteer
managers also helped adapt services to meet real-time expectations, thereby
enhancing customer satisfaction.
The second principle, leadership, plays a pivotal role in setting direction and
creating a culture where people are engaged in achieving the organisation’s
objectives. Leadership was evident in the formation of a project management
framework led by the Regina/South Saskatchewan PMI Chapter. Volunteer project
managers provided structure, guidance, and consistency across all divisions. Their
presence helped foster a sense of unity and commitment among thousands of
volunteers, ensuring the project stayed aligned with its goals and values.
Engagement of people, the third principle, focuses on empowering individuals at all
levels to contribute to the organisation’s success. The Canada Games exemplified
this principle through its mobilisation of 6,000 volunteers, 23 of whom were trained
PMI project managers. These individuals were engaged not only in completing tasks
but also in shaping project processes through ongoing feedback. Their professional
expertise ensured that standards were maintained, while their enthusiasm promoted
a shared sense of ownership.
The fourth principle, the process approach, emphasises understanding and
managing interrelated activities as processes to enhance efficiency and
effectiveness. The project management model adopted by the organisers allowed
each of the 16 operating divisions to follow a standard methodology. This enabled
clear identification of deliverables, simplified reporting, and smooth integration of
individual plans into a master schedule. As a result, project activities were carried out
in a systematic and controlled manner.
Improvement, the fifth principle, is about maintaining a focus on continuous
enhancement of performance. Throughout the planning and execution of the Canada
Games, feedback was collected regularly from volunteer project managers. This
allowed the organisers to refine project processes and resolve issues proactively.
The willingness to adapt and improve contributed to the project being delivered on
time and without any major delays, setting a precedent for future Canada Games.
The sixth principle, evidence-based decision making, involves using data and
analysis to guide decisions. The use of monthly consolidated status reports allowed
8 of 12
senior management to monitor progress accurately. This reporting structure enabled
informed and timely decisions, which reduced the likelihood of surprises or
oversights. By relying on structured updates rather than assumptions, the organisers
ensured a high level of control over the project timeline and deliverables.
Relationship management, the seventh principle, highlights the importance of
managing relationships with stakeholders to achieve sustained success. The Canada
Games required coordination among various stakeholders, including three levels of
government, sponsors, community groups, and volunteers. The collaborative
approach adopted, especially the involvement of PMI members, strengthened
stakeholder trust and ensured smooth cooperation throughout the project. This
principle helped align expectations and promote transparency in planning and
execution.
Lastly, the systems approach to management involves understanding how
interrelated processes contribute to the project’s overall success. By applying a
unified project management model based on PMBOK® guidelines, the organisers
created a system where individual project efforts were clearly connected to the
broader goals of the event. This holistic approach improved coordination, ensured
consistency in quality, and enabled efficient use of resources.
In conclusion, the eight quality management principles provided a strong foundation
for the planning and execution of the 2005 Canada Games. From establishing clear
leadership and engaging volunteers to managing stakeholder relationships and
applying data-driven decision making, each principle contributed to the event’s
success. The effective implementation of these principles ensured the delivery of a
complex, large-scale event on time, within budget, and to a high standard, setting a
benchmark for future games.
Question 4 (25 Marks)
The case study project engaged project managers to manage the project from
inception. Analyse some desirable project manager attributes that the project head
should have looked for when appointing project managers for the case study project.
The role of a project manager is critical in ensuring the success of any project,
particularly in large-scale, multi-stakeholder initiatives such as the 2005 Canada
Games. With over 3,700 tasks, a $23.4 million budget, and 6,000 volunteers,
9 of 12
effective project management was essential. In appointing project managers for such
a complex volunteer-driven project, the project head needed to consider a range of
attributes to ensure successful coordination, planning, execution, and closure. This
essay analyses the key attributes that should have been prioritised during the
selection of project managers for the 2005 Canada Games.
One of the most important attributes is strong leadership. Project managers
needed to guide teams composed largely of volunteers, many of whom may not
have had previous experience in structured project environments. Strong leadership
would help to align team members with the project's objectives and foster motivation,
collaboration, and commitment. Given the scale and visibility of the Canada Games,
it was essential that project managers could lead confidently under pressure and
inspire a shared vision.
Excellent communication skills are also crucial. With 16 operational divisions and
thousands of stakeholders involved, project managers had to communicate clearly
and regularly with various teams, volunteers, and senior management.
Communication skills ensured that updates, progress reports, and risks were
conveyed effectively. In this case, the consistent use of templates and monthly
reporting structures relied heavily on the project managers' ability to interpret and
disseminate information accurately.
Another vital attribute is adaptability. The volunteer nature of the project meant that
traditional project management approaches needed to be adjusted. Project
managers had to work with varying levels of formal processes and capabilities
among volunteers. Being adaptable allowed them to apply flexible approaches while
maintaining control over schedules, budgets, and deliverables. This was particularly
important in an environment where many individuals were contributing their time
around other responsibilities.
Organisational and time management skills were essential due to the time-
sensitive nature of the project. With a fixed start date and a vast number of tasks to
complete, project managers had to be highly organised to meet deadlines. They
were responsible for managing multiple activities across different functions while
ensuring no critical path delays occurred. The successful delivery of the Games with
no major delays is evidence of the importance of this attribute.
10 of 12
Problem-solving and decision-making abilities were also critical. The Canada
Games involved multiple interdependencies, such as venue preparation,
procurement, transportation, and volunteer coordination. Project managers needed
to anticipate and resolve problems efficiently. Their ability to make informed, timely
decisions ensured that minor issues did not escalate into major delays or disruptions.
A successful project manager also requires a strong understanding of project
management methodologies and tools. In this case, the organisers followed a
simplified model based on the PMBOK® Guide. Therefore, project managers needed
knowledge of project management best practices, such as work breakdown
structures, risk management, stakeholder analysis, and progress tracking. This
technical knowledge allowed them to implement a consistent methodology across
divisions, simplifying integration into the master plan.
Emotional intelligence, which includes self-awareness, empathy, and interpersonal
skills, was another important attribute. Working with volunteers from various
backgrounds required project managers to be sensitive to different motivations,
expectations, and levels of engagement. Those who could build positive
relationships and resolve interpersonal conflicts diplomatically were more likely to
create cohesive, motivated teams.
Finally, commitment and passion for community engagement were highly
desirable. Since the Canada Games depended heavily on volunteer contributions, it
was important that project managers themselves embodied the spirit of volunteerism.
Their dedication not only set the tone for their teams but also helped foster a culture
of mutual respect and shared purpose.
In conclusion, the selection of project managers for the 2005 Canada Games
required a holistic evaluation of both technical competencies and interpersonal
qualities. Attributes such as leadership, communication, adaptability, time
management, problem-solving, emotional intelligence, and a passion for community
engagement played a vital role in driving the project to success. The effective
integration of these qualities helped ensure that the Games were delivered on time,
within budget, and without major complications, making it a model for future events.
11 of 12
References
Kerzner, H., 2021. Project Management: A Systems Approach to Planning,
Scheduling, and Controlling. 13th ed. Hoboken, NJ: Wiley.
PMI, 2021. A Guide to the Project Management Body of Knowledge (PMBOK®
Guide). 7th ed. Newtown Square, PA: Project Management Institute.
ISO, 2015. ISO 9001:2015 Quality Management Systems – Requirements. Geneva:
International Organization for Standardization.
Turner, J.R., 2020. Handbook of Project-Based Management: Leading Strategic
Change in Organizations. 4th ed. London: McGraw-Hill.
Crawford, L., and Bryce, P., 2003. Project monitoring and evaluation: a method for
enhancing the efficiency and effectiveness of aid project implementation.
International Journal of Project Management, 21(5), pp.363-373.
Müller, R., and Turner, R., 2010. Leadership competency profiles of successful
project managers. International Journal of Project Management, 28(5), pp.437–448.
Too, E.G. and Weaver, P., 2014. The management of project management: A
conceptual framework for project governance. International Journal of Project
Management, 32(8), pp.1382–1394.
Westerveld, E., 2003. The Project Excellence Model: Linking success criteria and
critical success factors. International Journal of Project Management, 21(6), pp.411-
418.
12 of 12