support@essaywritingexpert.orgPME – CW1 [S]
BPP Business School
Coursework Cover Sheet
Please use this document as the cover sheet of for the 1st page of your assessment.
Please complete the below table – the grey columns
| Module Name | Project Management Essentials |
| Programme Name | |
| Student Reference Number (SRN) | |
| Assessment Title |
Please complete the yellow sections in the below declaration :
| Declaration of Original Work:I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP School of Business and Technology.The word count, excluding contents table, bibliography and appendices, is ______ words.Student Reference Number: __________ Date: ______ |
By submitting this coursework, you agree to all rules and regulations of BPP regarding assessments and awards for programmes.
Please note that by submitting this assessment you are declaring that you are fit to sit this assessment.
BPP University reserves the right to use all submitted work for educational purposes and may request that work be published for a wider audience.
PME – CW1 [S]
MSc Management with Project Management
Project Management Essentials
Coursework Assessment Brief Version: CW1
PME – CW1 [S]
1. General Assessment Guidance
• Your summative assessment for this module is made up of this submission which accounts for
100% of the marks
• Please note late submissions will not be marked.
• You are required to submit all elements of your assessment via Turnitin online access. Only
submissions made via the specified mode will be accepted and hard copies or any other digital
form of submissions (like via email or pen drive etc.) will not be accepted.
• For coursework, the submission word limit is 5000 words. You must comply with the word count
guidelines. You may submit LESS than 5000 words but not more. Word Count guidelines can be
found on your programme home page and the coursework submission page.
• Do not put your name or contact details anywhere on your submission. You should only put
your student registration number (SRN) which will ensure your submission is recognised in the
marking process.
• A total of 100 marks are available for this module assessment, and you are required to achieve
minimum 50% to pass this module.
• You are required to use only Harvard Referencing System in your submission. Any content which
is already published by other author(s) and is not referenced will be considered as a case of
plagiarism.
You can find further information on Harvard Referencing in the online library on the VLE. You can use the following link to access this information: http://bpp.libguides.com/Home/StudySupport
• BPP University has a strict policy regarding authenticity of assessments. In proven instances of
plagiarism or collusion, severe punishment will be imposed on offenders. You are advised to
read the rules and regulations regarding plagiarism and collusion in the GARs and MOPP which
are available on VLE in the Academic registry section.
• You should include a completed copy of the Assignment Cover sheet. Any submission without
this completed Assignment Cover sheet may be considered invalid and not marked.
PME – CW1 [S]
2. Assessment Brief
This module is assessed through one graded element worth 100%. You must achieve at least 50% to pass this module.
For this assignment you are required to build a Project Management Consultancy Report based on the Development of the Old Oak Common Station – a new super-hub station in West London that will link HS2 with the Elizabeth line and the Great Western Main Line.
CASE STUDY: OLD OAK COMMON
Image source: https://www.ianvisits.co.uk/articles/old-oak-commons-super-hub-station-for-hs2-approved-36752/
Old Oak Common will be a new super-hub station planned to be the best connected and largest new railway station ever built in the UK, linking HS2 with the Elizabeth line and the Great Western Main Line. The station will have fourteen platforms, six high-speed and eight conventional service platforms, with a huge 850m long station box, large enough to fit 6,300 Routemaster buses inside.
Old Oak Common is expected to become one of the country’s most important transport super-hubs. The station is expected to be one of the busiest railway stations in the UK with high-speed rail services to the Midlands, Scotland and the North, and access to central London and Heathrow via the Elizabeth line. Passengers will also be able to travel to Wales and the South West. Its construction and operation are also expected to drive the regeneration of the local area around the station in West London.
Working in partnership with the Old Oak and Park Royal Development Corporation (OPDC), the new station aims to be a catalyst for the UK’s largest regeneration project in the Old Oak and Park Royal area. The planning application for Old Oak Common was approved by the OPDC in May 2020, allowing construction to continue towards the station’s main works.
PME – CW1 [S]
In June 2021, the Secretary of State for Transport, gave approval for permanent work to begin on HS2’s super hub station, Old Oak Common, in West London. Work on the site has since gathered pace and significant progress has been made. A total workforce of 1,900 people is supporting the delivery of the HS2 ‘super-hub’ station, with the site itself welcoming around 1,000 workers each day.
HS2’s Station Construction Partner, Balfour Beatty VINCI SYSTRA Joint Venture (BBVS JV) started work on the installation of the 1.2-mile diaphragm wall for the underground box which will contain the six new high-speed platforms. The wall was completed in March 2023, with the team having installed 275 diaphragm wall panels and 161 bearing piles, the largest of these being 2.2m in diameter and 57m in length. The first base slab concrete pour in the western end of the station box has also taken place.
The excavation of the box is also well underway with over 465,000m3 of London clay already removed out of a total of 930,000m3 from across the site. The excavated clay from the site is now being taken away via part of a 1.7-mile conveyor network, removing thousands of lorry movements from local roads. The conveyor was officially switched on in November 2022 by the HS2 Minister.
Over 900 of the 1,600 concrete piles have been installed into the ground where the HS2 station superstructure and overground platforms for the conventional train network will be constructed.
Image source: https://www.hs2.org.uk/building-hs2/stations/old-oak-common/
Piling work began earlier this year on the second half of the super-hub – the eight platforms that will be served by Great Western Mainline and Heathrow Express services. It will also become the 42nd stop on the Elizabeth Line. Platform construction will start later this year.
The project is not just focused on what is being built but also how they are building. HS2 is committed to eliminating the use of diesel on all its construction sites by 2029 and significant progress has been made towards this at Old Oak Common. The site has set a goal to achieve dieselfree by the end of 2024, with a collaborative team working on plans. One amongst a number of measures being taken at the site is a transition to electric equipment including the use of two fully
PME – CW1 [S]
electric crawler cranes, two of only five used across the world. There is also an abundance of green technology being used, including hybrid excavators and diesel equipment retrofitted to use more sustainable fuels.
Later this year, the eastern end of the ten-hectare site will be handed over the HS2’s London Tunnels Contractor, Skanska Costain STRABAG joint venture (SCS JV), for the breakthrough of the Tunnelling Boring Machine, named Lydia, which will have completed the construction of an 850m long logistics tunnel from the nearby Atlas Road site.
The SCS JV team will then receive two further TBMs delivered to Old Oak Common, in 2024, which will be assembled in the station box, ready to bore the 5-mile Euston Tunnel.
Image source: https://www.hs2.org.uk/building-hs2/stations/old-oak-common/
Old Oak Common Station will incorporate passenger and retail facilities, providing a high-quality and exemplary customer experience for all passengers and visitors to the station. It will provide direct interchange between high-speed rail and conventional rail services. This will be through eight conventional train platforms, to be served by the Elizabeth line, taking passengers to Heathrow and Central London, and trains to Wales and the Southwest.
The station will have 14 platforms in total. Designs for the station show that the six high-speed platforms will be situated underground. They will sit within an 850m-long station box, with a volume sufficient to fit 6,300 Routemaster buses in it. There will be an integrated connection to the adjoining conventional station at ground level via a stylish shared overbridge. A light and airy concourse will link both halves of the station, unified by a vast roof inspired by the site’s industrial heritage.
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Station designs have been awarded an outstanding rated score under the internationally recognised Building Research Establishment’s Environmental Assessment Method (BREEAM) assessment. BREEAM is the sector’s principal indicator for excellence in building design, construction, and sustainability, and the award puts the new station in the top 1% of UK buildings for eco-friendly status.
Once open, Old Oak Common station will become one of the country’s most vital transport hubs, with services East, West, North and South. Plans to transform the wider area around the station, a former railway and industrial site, are being led by the Old Oak and Park Royal Development Corporation (OPDC) and it projects that tens of thousands of new jobs and homes will be created around the new HS2 station.
Image source: https://www.hs2.org.uk/building-hs2/stations/old-oak-common/
To the west of the station, above the HS2 platforms, there will be a new public park, a green space which will welcome visitors to Old Oak Common and provide a new focal point for the growing community. Its planning submission also includes an application to lower and widen Old Oak Common Lane, which will improve access to the station for buses and pedestrians.
Source : https://www.hs2.org.uk/building-hs2/stations/old-oak-common/ (Accessed 15th November 2023)
Key references
1. ‘Old Oak Common’ (5th October 2023) HS2. Available at:
https://www.hs2.org.uk/building-hs2/stations/old-oak-common/ (Accessed: 15th
November 2023).
It is recommended that you use these references AND conduct your own independent research to strengthen your knowledge of this major project.
END OF CASE STUDY
PME – CW1 [S]
PROJECT CONSULTANCY REPORT
In the role of a Project Consultant, you are required to develop a project report for the case study project by leveraging on the techniques and concepts you have covered in the module, drawing on relevant frameworks or theories and wider research.
The report must include the following 5 tasks:-
Task 1 (LO1) – Project Definition – 18 marks (1000 words)
• Write a brief project definition for the case study project based on your own research. Your
answer should include the following:
o background context and purpose of this project
o key project objectives
o key deliverables (outputs) of this project
o the project triangle parameters for the project (scope, timescale, budget and
quality)
• How could the project manager of this project implement effective project control using
project management practices?
Task 2 (LO2) – Stakeholder Engagement & Environmental Context – 18 marks (1000 words)
• Critically evaluate the importance of stakeholder engagement in project management and
explain why it is important for project managers to understand their environmental context.
• Identify and analyse key case study project stakeholders using a power/influence matrix,
explaining why stakeholders are positioned in each quadrant. Give examples of what
stakeholder engagement for the case study project might involve, for both internal and
external stakeholders.
Task 3 (LO1) – Project Planning – 18 marks (1000 words)
• Create a high-level illustrative project plan for the case study project based on information
from your research of the case study. Include:
o Major tasks/phases and key project milestones
o Use a suitable format such as a Gantt chart style
o Explain the key elements of a project plan
• Critically discuss the purpose of creating a project Work Breakdown Structure and the
purpose and benefit of critical path analysis in project planning.
Task 4 (LO2) – Risk Management – 18 marks (1000 words)
• Explain and critically discuss the importance of risk management in delivering successful
project outcomes and applying it to the case study.
• Identify and analyse the top 5 risks facing the case study project and illustrate your analysis
of the risks using a risk matrix.
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Task 5 (LO3) – Managing Change and Teamwork – 18 marks (1000 words)
• Critically evaluate how project management behaviours can promote organizational success
in the context of the case study project, specifically considering models of change
management and theories on teamwork.
• Provide examples of project management behaviours and practices that contribute to team
success and foster a culture of equality, diversity and inclusion within the organization.
Presentation & Structure – 10 marks
The report must be in clear font (e.g., Arial/Calibri point size 11) with consistent format styles, automatic page numbers and table of contents. Line spacing should be 1.5.
Word count: 5000 words (Summative)
Your report structure should include the following sections: Cover page (University cover sheet)
Table of Contents
Table of Figures (optional)
List of Abbreviations (if appropriate)
1. Project Definition
2. Stakeholder Engagement & Environmental Context
3. Project Planning
4. Risk Management
5. Managing Change & Teamwork
References
Appendix (if appropriate)
NOTE: The word count of (5,000 words) only applies to the main body (shown in bold); i.e., cover page, table of contents, list of abbreviations, references and appendix are not part of the word count.
All submissions must be written in an academic style (not first person) and any figures, diagrams and independent research must be appropriately referenced using the Harvard Referencing System.
If you have any further questions about this coursework assignment, please contact the tutor or the module leader.
PME – CW1 [S]
3. Marking Guide
| Assignment task | Mark | Distinction (13-18 marks) 70%+ | Merit (11-12 marks) 60-69% | Pass (9-10 marks) 50-59% | Low Fail (7-8 marks) 40-49% | Fail (0-6 marks) 0-39% |
| 1. Project Definition | 18 | Excellent project definition for the case study project incorporating description of purpose, key objectives, deliverables and parameters.Student has Identified an excellent selection of potential sources of (or reasons for) possible changes to the project definition, and very effectively described how the case study project could manage and control change, using best practice.Student is leveraging strongly on the concepts presented in the module and is applying them very well to the case study. | Good project definition for the case study project incorporating description of purpose, key objectives, deliverables and parameters.Student has Identified a good selection of potential sources of (or reasons for) possible changes to the project definition, and effectively described how the case study project could manage and control change, using best practice.Student is leveraging on the concepts presented in the module and is applying them to the case study. | Basic project definition for the case study project incorporating description of purpose, key objectives, deliverables and parameters.Student has identified potential sources of (or reasons for) possible changes to the project definition and described how the case study project could manage and control change, using best practice.Satisfactory leverage on the concepts presented in the module and applied to the case study. | Limited project definition for the case study project.Student has Identified limited potential sources of (or reasons for) possible changes to the project definition, and poor description of how the case study project could manage and control change, using best practice.Limited leverage on the concepts presented in the module.Limited application of the module concepts to the case study. | Inadequate project definition for the case study project.Student has not Identified potential sources of (or reasons for) possible changes to the project definition, and poor description of how the case study project could manage and control change, using best practice.Inadequate leverage on the concepts presented in the module.Inadequate application of the module concepts to the case study. |
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| 2. Stakeholder Engagement & Environmental Context | 18 | Excellent explanation of the purpose of stakeholder engagement in project management and why it is important for project managers to understand their environmental context.Very strong and well explained examples of what good stakeholder engagement for the case study project might involve.Excellent stakeholder power/influence matrix with key case study project stakeholders identified and strong analysis provided.Excellent leverage on the concepts presented in the module and well applied to the case study. | Good explanation of the purpose of stakeholder engagement in project management and why it is important for project managers to understand their environmental context.Strong examples of what good stakeholder engagement for the case study project might involve.Good stakeholder power/influence matrix with key case study project stakeholders identified and analysis provided.Good leverage on the concepts presented in the module and applied to the case study. | Satisfactory explanation of the purpose of stakeholder engagement in project management and why it is important for project managers to understand their environmental context.Some examples of what good stakeholder engagement for the case study project might involve.Basic stakeholder power/influence matrix with some key case study project stakeholders identified.Satisfactory leverage on the concepts presented in the module and applied to the case study. | Limited explanation of the purpose of stakeholder engagement in project management and why it is important for project managers to understand their environmental context.Limited or no examples of what good stakeholder engagement for the case study project might involve.Limited or no stakeholder power/influence matrix.Limited leverage on the concepts presented in the module.Limited application of the module concepts to the case study. | Inadequate explanation of the purpose of stakeholder engagement in project management and why it is important for project managers to understand their environmental context.Inadequate or no examples of what good stakeholder engagement for the case study project might involve.Inadequate or no stakeholder power/influence matrix.Inadequate leverage on the concepts presented in the module.Inadequate application of the module concepts to the case study. |
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| 3 Project Planning | 18 | Excellent, detailed and wellpresented high-level project plan informed by case study research for the case study project and key features of a project plan explained.Excellent discussion on the purpose of creating a project work breakdown structure and the purpose and benefit of critical path analysisExcellent leverage on the concepts presented in the module and well applied to the case study. | Good quality high-level project plan for the case study project informed by case study research and key features of a project plan explained.Good discussion on the purpose of creating a project work breakdown structure and the purpose and benefit of critical path analysisGood leverage on the concepts presented in the module and applied to the case study. | Satisfactory high-level project plan for the case study project informed by case study research and key features of a project plan explained.Satisfactory discussion on the purpose of creating a project work breakdown structure and the purpose and benefit of critical path analysisSatisfactory leverage on the concepts presented in the module and applied to the case study. | Limited project plan for the case study project with limited explanation of the key features of a project plan.Limited discussion on the purpose of creating a project work breakdown structure and the purpose and benefit of critical path analysis.Limited application of the module concepts to the case study. | Inadequate project plan for the case study project with inadequate explanation of the key features of a project plan.Inadequate discussion on the purpose of creating a project work breakdown structure and the purpose and benefit of critical path analysisInadequate application of the module concepts to the case study. |
| 4 Risk Management | 18 | Excellent discussion of the importance of risk management in delivering successful project outcomes, in general terms and applied to the case study.Excellent Identification of risks facing the case study project, illustrated well with a high-quality risk matrix.Excellent leverage on the concepts presented in the module and well applied to the case study. | Good discussion of the importance of risk management in delivering successful project outcomes, in general terms and applied to the case study.Good Identification of risks facing the case study project, illustrated well with a good quality risk matrix.Good leverage on the concepts presented in the module and applied to the case stud | Satisfactory discussion of the importance of risk management in delivering successful project outcomes, in general terms and applied to the case study.Satisfactory Identification of risks facing the case study project, illustrated with a basic risk matrix.Satisfactory leverage on the concepts presented in the module and applied to the case study. | Limited discussion of the importance of risk management in delivering successful project outcomes, and limited application to the case study.Limited identification of risks facing the case study project. Weak risk matrix.Limited application of the module concepts to the case study. | Inadequate discussion of the importance of risk management in delivering successful project outcomes, and inadequate application to the case study.Inadequate or weak identification of risks facing the case study project. Inadequate or no heat matrix.Inadequate application of the module concepts to the case study. |
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| 5 Managing Change & Teamwork | 18 | Excellent evaluation of how project management behaviours can promote organizational success in the case study, examining change management and teamwork.Excellent examples of project management behaviours and practices that contribute to team success and diversity and inclusion.Excellent leverage on the concepts presented in the module and well applied to the case study. | Good evaluation of how project management behaviours can promote organizational success in the case study, examining change management and teamwork.Good examples of project management behaviours and practices that contribute to team success and diversity and inclusion.Good leverage on the concepts presented in the module and applied to the case study. | Satisfactory evaluation of how project management behaviours can promote organizational success in the case study, examining change management and teamwork.Some examples of project management behaviours and practices that contribute to team success and diversity and inclusion.Satisfactory leverage on the concepts presented in the module and applied to the case study. | Limited evaluation of how project management behaviours can promote organizational success in the case study, examining change management and teamwork.Limited examples of project management behaviours and practices that contribute to team success and diversity and inclusion.Limited leverage on the concepts presented in the module. | Inadequate evaluation of how project management behaviours can promote organizational success in the case study, examining change management and teamwork.Inadequate examples of project management behaviours and practices that contribute to team success and diversity and inclusion.Inadequate leverage on the concepts presented in the module. |
| Presentation Task | Mark | Distinction (7+ marks) | Merit (6 marks) | Pass (5 marks) | Low Fail (4 marks) | Fail (0-3 marks) |
| Presentation and Referencing | 10 | Discussion is supported by strong evidence from academic literature with evidence of extensive personal research and excellent consistent referencing.Formatting and presentation is professional throughout, with a consistent approach to headings, tables and graphs.Sources will be correctly cited and there will be a complete set of references in the correct format and in alphabetical order. | Discussion is supported by solid evidence from academic literature with good referencing.The report is reasonably well presented but could be improved by greater attention to detail.There is evidence of wider reading and research. | Discussion is supported by some basic evidence from academic literature.There is a satisfactory number of references, and the correct format is used, albeit with some errors.There may be some errors in formatting and presentation, but the report is reasonably professional in appearance. | Limited evidence from the academic literature.Limited use of a range of personal research and limited or weak presentation.Limited references – may contain inconsistencies, errors or omissions. | Inadequate evidence from the academic literature.Inadequate or no use of personal research. Inadequate presentation.Inadequate references containing inconsistencies, errors or omissions. |
PME – CW1 [S]