Cover SheetProject NameDateReleaseDraftFinalAuthorOwnerClien

Cover SheetProject
Name:Date:Release:Draft/FinalAuthor:Owner:Client:Document
Number:Note: This document is only valid on the day it was
printedRevision HistoryDate of next revision:Revision
DatePrevious Revision DateSummary of changesChanges
MarkedApprovalsThis Document requires the following
approvals. A signed Copy should be placed in the project
files.NameSignatureTitleDate of IssueVersionDistributionThis
Document should be distributed to:NameTitleDate of
IssueVersion
&C<Insert Project Name>&RCreated/Updated &D
&L&F&C© Crown copyright 2009.
PRINCE2™ is a Trade Mark of the Office of Government
Commerce
&Rpage 1 of 1
PRINCE2™ - Risk Register
Commerce
&Rpage 1 of 1
&L&F&C© Crown copyright 2009. Crown copyright material is
reproduced with the permission of the Controller of HMSO and
the Queen’s Printer for Scotland
Commerce
&Rpage 1 of 1
Commerce

&Rpage 1 of 1
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&Rpage 1 of 1
OverviewOverviewPurposeA Risk Register provides a record of
identified risks relating to the project, including their status and
history. It is used to capture and maintain information on all of
the identified threats and opportunities relating to the
project.ContentsPage 3 contains the Risk LogAdviceDerivation:
- The composition, format and presentation of the Risk Register
will be derived from the Risk Management Strategy
- Entries are made on the Risk Register once a new risk has
been identified
- There may be one or more risks inherent in the project
mandate
- New risks may be discovered when creating the Project Brief,
designing and appointing the project management team,
establishing the project’s controls and developing its plans,
when issuing Work Packages, when reviewing Work Package
status, or when reviewing stage status
- Daily Log/Issue Register - often issues raised to the Project
Manager and captured in the Daily Log or Issue Register are
actually risks and only identified as such after further
examination.Format and Presentation:
A Risk Register can take a number of formats, including:
- Document, spreadsheet or database
- Stand-alone register or a carry forward in progress review
minutes
- Entry in a project management tool
- Part of an integrated project register for all risks, actions,
decisions, assumptions, issues, lessons etc.Quality Criteria:
- The status indicates whether action has been taken
- Risks are uniquely identified, including information about
which product they refer to

- Access to the Risk Register is controlled and it is kept in a
safe place.
&L&"Arial,Bold"Risk Register&C&"Arial,Italic"&8insert
project name&RCreated/Updated &D
Commerce
&Rpage 2 of 3
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Risk RegisterRisk IDAuthorDate RegisteredRisk
CategoryDescriptionImpactProbabilityExpected
ValueProximityRisk Response CategoriesRisk ResponseRisk
StatusRisk OwnerRisk
ActioneeCauseEventEffectInherentResidualInherentResidualInh
erentResidual12345678910111213141516171819202122232 425
26272829303132333435
Commerce
&Rpage 3 of 3
Risk Identifier:
Provides a unique reference for every risk entered into the Risk
Register.
Author:
who person who raised the risk
Date Registered:
when the risk was identified
Risk Category:
The type of risk in terms of the project's chosen categories (e.g.
Schedule, quality, legal etc.)
Proximity:
This would typically state how close to the present time the risk
event is anticiapted to happen (e.g. Imminent, within stage,
within project, beyond project). Proximity should be recorded
in accordance with the project's chosen scales
Risk Status:
Typically described in terms of whether the risk is active or
closed
Risk Owner:
The person responsible for managing the risk (there can be only
one risk owner per risk)
Risk Actionee:
The person(s) who will implement the action(s) described in the

risk response. This may or may not be the same person as the
risk owner
Inherent Impact:
This is the pre-response value. Recorded in accordance with the
project's chosen scales
Residual Impact:
This is the post-response value. Recorded in accordance with
the project's chosen scales
Inherent Probability:
Residual Probability:
Impact:
The result of a particular threat or opportunity actually
occuring, or the anticipation of such a result
Probability:
The evaluated liklihood of a particular threat or opportunity
actually happening, including a consideration of the frequency
with which this may arise.
Risk Response Categories:
How the project will treat the risk in terms of the project's
chosen categories, for example:
- For Threats: avoid, reduce, fallback, transfer, accept, share
- For opportunities: enhance, exploit, reject, share
Risk Response:
Actions to resolve the risk, and these actions should be aligned
to the chosen response categories. Note that more than one risk
response may apply to a risk
Expected Value:
Cost of impact x Probability
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Commerce
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<Insert Project Name> Created/updated
<date>
PRINCE2™- Plan
Project Name:
Date:
Release:
Draft/Final
Author:

Owner:
Client:
Document Number:
Note:
This document is only valid on the day it was printed
Revision History
Date of next revision:
Revision Date
Previous Revision Date
Summary of Changes
Changes Marked

Approvals
This document requires the following approvals. A signed copy
should be placed in the project files.
Name
Signature
Title
Date of Issue
Version
Distribution
This document has been distributed to:
Name
Title

Date of Issue
Version
Overview
Purpose
A plan provides a statement of how and when objectives are to
be achieved, by showing the major products, activities and
resources required for the scope of the plan. In PRINCE2, there
are three levels of plan: project, stage and team. Team Plans are
optional and may not need to follow the same composition as a
Project Plan or Stage Plan.
An Exception Plan is created at the same level as the plan that it
is replacing.
A Project Plan provides the Business Case with planned costs,
and it identifies the management stages and other major control
points. It is used by the Project Board as a baseline against
which to monitor project progress.
Stage Plans cover the products, resources, activities and
controls specific to the stage and are used as a baseline against
which to monitor stage progress.
Team Plans (if used) could comprise just a schedule appended
to the Work Package(s) assigned to the Team Manager.

A plan should cover not just the activities to create products but
also the activities to manage product creation - including
activities for assurance, quality management, risk management,
configuration management, communication and any other
project controls required.
Contents
The Plan should cover the following topics.
4Plan Description
Plan Prerequisites
4
External Dependencies
4
Planning Assumptions
4
Lessons Incorporated
5
Monitoring and Control
5
Budgets
5
Tolerances
5
Product Descriptions
5
Schedule
6
Advice
The Plan is derived from the Project Brief, Quality Management
Strategy (for quality management activities to be included in the
plan), Risk Management Strategy (for risk management
activities to be included in the plan), Communication

Management Strategy (for communication management
activities to be included in the plan), Configuration
Management Strategy (for configuration management activities
to be included in the plan), Resource availability, and Registers
and logs.
The Plan can take a number of formats including: A stand-alone
document or a section of the Project Initiation Documentation;
Document, spreadsheet, presentation slides or mindmap; Entry
in a project management tool.
The schedule may be in the form of a product checklist (which
is a list of the products to be delivered within the scope of the
plan, together with key status dates such as draft ready, quality
inspected, approved etc.) or the output from a project planning
tool.
The following quality criteria should be observed:
· The plan is achievable
· Estimates are based on consultation with the resources, who
will undertake the work, and/or historical data
· Team Managers agree that their part of the plan is achievable
· It is planned to an appropriate level of detail (not too much,
not too little)
· The plan conforms to required corporate or programme
standards
· The plan incorporates lessons from previous projects
· The plan incorporates any legal requirements
· The Plan covers management and control activities (such as
quality) as well as the activities to create the products in scope

· The plan supports the Quality Management Strategy,
Configuration Management Strategy, Risk Management
Strategy, Communication Management Strategy and project
approach
· The plan supports the management controls defined in the
Project Initiation Documentation
Plan Description
(Covering a brief description of what the plan encompasses (i.e.
project, stage, team, exception) and the planning approach)
Plan Prerequisites
(Containing any fundamental aspects that must be in place, and
remain in place, for the plan to succeed)
External Dependencies
(That may influence the plan)
(Upon which the plan is based)
Lessons Incorporated
(Details of relevant lessons from previous similar projects,
which have been reviewed and accommodated within this plan)
Monitoring and Control

(Details of how the plan will be monitored and controlled)
Budgets
(Covering time and cost, including provisions for risks and
changes)
Product Description (PBS)
(Covering the products within the scope of the plan)
Schedule
This may include or reference graphical representations of the
following:
· WBS
· Gantt or bar chart
· Activity Network
· Table of resource requirements – by resource type (e.g. four
engineers, one test manager, one business analyst)
· Table of requested/assigned specific resources –by name (e.g.
Nikki, Jay, Karolina)
© Kingston Business School.
Commerce
page 7 of 7
<Insert Project Name> Created/updated
<date>

PRINCE2™- Business Case
Project Name:
Date:
Release:
Draft/Final
Author:
Owner:
Client:
Document Number:
Note:
This document is only valid on the day it was printed
Revision History
Date of next revision:
Revision Date
Previous Revision Date
Summary of Changes
Changes Marked

Approvals
This document requires the following approvals. A signed copy
should be placed in the project files.
Name
Signature
Title
Date of Issue
Version

Distribution
This document has been distributed to:
Name
Title
Date of Issue
Version
Overview
Purpose
A Business Case is used to document the justification for the
undertaking of a project, based on the estimated costs (of
development, implementation and incremental ongoing
operations and maintenance costs) against the anticipated
benefits to be gained and offset by any associated risks.
The outline Business Case is developed in the Starting up a
Project process and refined by the Initiating a Project process.
The Directing a Project process covers the approval and re-
affirmation of the Business Case.
The Business Case is used by the Controlling a Stage process
when assessing impacts of issues and risks. It is reviewed and
updated at the end of each management stage by the Managing a

Stage Boundary process, and at the end of the project by the
Closing a Project process.
Contents
The Business Case should cover the following topics.
3Executive Summary
Reasons
3
Business Options
4
Expected Benefits
4
Expected Dis-benefits
4
Timescale
4
Costs
5
Investment Appraisal
5
Major Risks
5
Advice
The Business Case is derived from the: Project mandate and
Project Brief – reasons; Project Plan - costs and timescales; The
Senior User(s) - expected benefits; The Executive - value for
money; Risk Register and Issue Register.
The Business Case can take a number of formats, including:
Document, spreadsheet or presentation slides; Entry in a project
management tool.
The following quality criteria should be observed:

· The reasons for the project must be consistent with the
corporate or programme strategy
· The Project Plan and Business Case must be aligned
· The benefits should be clearly identified and justified
· It should be clear how the benefits will be realized
· It should be clear what will define a successful outcome
· It should be clear what the preferred business option is, and
why
·
Where external procurement is required, it should be clear what
the preferred sourcing option is, and why
· It should be clear how any necessary funding will be obtained
· The Business Case includes non-financial, as well as financial,
criteria
· The Business Case includes operations and maintenance costs
and risks, as well as project costs and risks
· The Business Case conforms to organizational accounting
standards (e.g. break-even analysis and cash flow conventions)
· The major risks faced by the project are explicitly stated,
together with any proposed responses.
Executive Summary

(Highlight the key points in the Business Case, which should
include important benefits and the return on investment (ROI))
Reasons
(Defines the reasons for undertaking the project and explains
how the project will enable the achievement of corporate
strategies and objectives)
Business Options
(Analysis and reasoned recommendation for the base business
options of: do nothing, do the minimal or do something)
Expected Benefits
(The benefits that the project will deliver expressed in
measurable terms against the situation as it exists prior to the
project. Benefits should be both qualitative and quantitative.
They should be aligned to corporate or programme benefits.
Tolerances
should be set for each benefit and for the aggregated benefit.
Any benefits realization requirements should be stated)
Expected Dis-benefits
(Outcomes perceived as negative by one or more stakeholders.
Dis-benefits are actual consequences of an activity whereas, by
definition, a risk has some uncertainty about whether it will
materialize. For example, a decision to merge two elements of
an organization onto a new site may have benefits (e.g. better
joint working), costs (e.g. expanding one of the two sites) and
dis-benefits (e.g. drop in productivity during the
merger). Dis-benefits need to be valued and incorporated into
the investment appraisal)

Timescale
(The period over which the project will run (summary of the
Project Plan) and the period over which the benefits will be
realized. This information is subsequently used to help timing
decisions when planning (Project Plan, Stage Plan and Benefits
Review Plan))
Costs
(A summary of the project costs (taken from the Project Plan),
the ongoing operations and maintenance costs and their funding
arrangements)
(Compares the aggregated benefits and dis-benefits to the
project costs (extracted from the Project Plan) and ongoing
incremental operations and maintenance costs. The analysis may
use techniques such as cash flow statement, ROI, net present
value, internal rate of return and payback period. The objective
is to be able to define the value of a project as an investment.
The investment appraisal should address how the project will be
funded)
Major Risks
(Gives a summary of the key risks associated with the project
together with the likely impact and plans should they occur)
© Kingston Business School.
Commerce

of 6
BB7018: International Project Management and Practice
Consultancy Group Report: Marking Criteria
LEARNING OUTCOME
CRITERIA
70+ %
60% - 69%
50% - 59%
40 - 49%
Below 40%
1. Use and understand the applicability of various project
management approaches and models
2. Advise on selection of the best strategy / projects in terms of
added value
3. Use and understand various tools and techniques for project
planning and monitoring
4. Contrast the suitability of different approaches to managing
project budgets, quality and risk
5. Critically appraise the various approaches to managing
project teams and oneself
Business Case
Fully justified topic, with aims and questions excellently
articulated and reviewed within context of organisation and
academic debate.
Addressed the purpose of the exercise coherently with some
imagination and within the organisational context.
Most of the work is focused on the aims and themes of the
exercise.
Some of the work is focused on the aims and themes of the

exercise.
Fails to address the task set.
added value
.
Project Plan
Shows a thorough, polished and imaginative approach to the
topic.
Carefully and logically organised. Very good use of figures,
diagrams.
Good attempt to organise in a logical manner.
Some attempt to organise in a logical manner.
Disorganised and/or incoherent analysis.
added value

Risk Management Strategy
Critical review of theory or models.
Verygood review of theory or models.
Good review of theory or models.
Fair review of theory or models.
List of sources, rather than review.
added value
Risk Register
Justifies approach taken.
Highly valuable to the organisation in terms of identification,
assessment and implementation planning.
Justifies approach taken.
Risk identification, assessment and implementation planning are
accurately analysed and reported clearly in relation to
organisational context.
Approach taken is sufficient. The risk management process is
not in-depth analysed

The risks are mentioned, showing only a marginal application of
the risk management process.
Fails to identify, assess, and implement risks.
Elements of Business Case (BC)
Max
Business Case
Executive Summary and Reasons
35%
5
Business Options
10
Expected Benefits
5
Timescale and Costs (from Project Plan)
10
5
Project Plan
Product Breakdown Structure (PBS)
40%
5
Work Breakdown Structure (WBS)
10
Estimation of Resources Needed (staff, materials, etc.)
5
Network Diagrams, and Critical Path Analysis
10
Gantt

5
5
Risk Management Strategy
Identify, Assess, Plan, Implement, Communicate
Elements
10%
10%
Risk Register
15%
Total
100
RETAKE ASSIGNMENT BB7018 - CASE STUDY
Date Set: Retake period 2021
Date Due: You must upload an electronic copy to Canvas by 5th
of May 2021 by 5pm.Assignment: Individual Retake
Coursework 100%
You have been employed as a Consultant by Kingston
University London to organise a Gala Dinner to celebrate the
start of the academic year. The event will take place on Friday
24th September 2021 and it is open to all members of staff
employed by Kingston University. You are to organise all
aspects of the event including, booking the entertainment,
advertising and ticketing. The client requirement is to break
even and make profit by delivering a successful event.

Prepare a Business Case (1500 words +/- 10%), Project Plan
report (1500 words +/- 10%) and Risk Register following
PRINCE2 Methodology to present to your client. This is the
“who, why, and what” part of the project. It defines all major
aspects of the project and forms the basis for its planning and
management and also the assessment of overall success.
Remember that the quality offered and overall net profit will
convince your client to buy your idea.
Notes:
· You need to define when the project will start. You may select
the start date.
· Ticket price you offer is entirely up to you, but ticket price
per person would never been more than £45 per person. This has
to cover your costs and make the desired profit if no other
income channels are available.
· Assume that the venue has max capacity of 300 people. Base
case scenario for the event is predicted to be 70% of its
capacity, best case is fully booked, worse case is only 30%.
· Any costs need to be justified. You may research costs from
the Internet, but ensure that you reference where you got them
from in your report.
· You may determine the venue where the Gala Dinner will be
held. If you cannot find a cost for hiring a venue, assume that it
will cost £3,500. This only includes the hiring of the building
and does not include, for example, the beverages, food and
music costs.
· You can assume that the venue is available for you on Friday
24th September 2021. Do not need to contact the venue directly.
· You may have access to the venue from 5:00am on Friday 24th
September 2021 to 12pm on Saturday 25th September 2021 to
set up and take down the event (these activities have to be
considered in your project plan).

· Make sure the things you offer (promotion channels,
entertainment during the event (e.g. live music), quality of food
and beverage, reflects the standards of a Gala Dinner.
· You must break even and make profit.
· You do not have an initial budget. This is a bottom up
approach to budgeting and you have to identify and decompose
each activity into a Work Breakdown Structure, in order to
identify the resources needed, activities duration and their cost.
· This is a time sensitive project rather than resource sensitive.
Allocate more resources is needed to hit the deadline! However,
you will still to make money at the end.
BUSINESS CASE GUIDELINE:
· Clearly define the reasons for underta king the project and
SMART objectives to be achieved
· Consider Business options of do nothing (do not do the
project), do the minimum (the minimum products/activities
required to break even), do something (following your planned
solution).
· Expected benefits and dis-benefits
· Timescale and Costs (from project plan)
· Investment Appraisal based on base case (70%), best case
(100%), and worse case (30%) scenario
· Consider Major Risks and Risk management strategy: identify,
assess, plan, implement and communicate risks (use the Risk
Register provided).
PROJECT PLAN GUIDELINE:
· Complete ALL parts of the planning document and conclude it
by producing the following:

· Produce a Product Breakdown Structure (PBS), which is the
‘what’ of the project
· Produce a Work Breakdown Structure (WBS), which is the
‘how’ of the project
· Input all the WBS activities into a Gantt Chart in Microsoft
Project
· Produce a table of resources by allocating resources (e.g.
material or man hours) to each activity in the Gantt Chart
· Produce an Activity Network by allocating predecessors into
the Gantt Chart
· Identify the Critical Path for the project
· For WBS aim at listing a minimum of 30 tasks. Remember that
tasks and category headings are different. A category heading,
for example, is ‘Marketing’, whereas a task underneath this
category heading may be to ‘Print the invitations’. There is no
maximum number of tasks and you must illustrate the
breakdown with a tree diagram. The breakdown should have a
clear logical basis, although technical details may vary. Create
your own category heading names as required and remember
that there can never be only one right way for a project of this
nature, as long as you justify your choice. Explain what basis
you use to create the categories and tasks. You must make sure
that the tasks are broken down in detail. For example, you
would NOT have a task called ‘Invitations’, this should be
broken down into the tasks to make sure the invitations have
been sent out, for example, ‘Design Invitations’, ‘Create
Invitations’, ‘Print Invitations’ and ‘Distribute Invitations’. The
work breakdown structure diagram does not count towards the
word count, but any assumptions you state will count towards
the word count. For example, you may have a category heading
called ‘Marketing’ and your assumption will detail how you
have approached the students union to help you market the
event and recruit student volunteers.
· Category Headings might be but not restricted to: Market

Research (venue, suppliers, equipment, menu, etc) – Marketing
(advertising and ticketing) – Human Resources (staff) –
Operation (during and after event) – Closing (sign off and
payments).
· The breakdown structure will not be included into the world
count and has to be placed in the appendix.
Checklist – things you may forget about:
• Who are the key resources involved and how much they will
cost?
• Where is the venue going to be? If outside have you thought
about bad weather and mitigation of this risk (e.g. insurance)?
• What transport and accommodation arrangements do you need
to make?
• How much food/drinks to order? (e.g. 1 bottle of wine gives
you 6 glasses). Think about this as it will make an impact on
budget.
• What are the event details?
• What are the risks for the project?
• Have you created a schedule for the day as well as before the
event runs?
• Have you cleaned up after the event and returned any hired
items?
This should be delivered in an essay style and should be no
more than 3,000 words (+/-10%). The Risk Register, PBD,
WBS, Gantt Chart, Table of Resources, Activity Network and
Critical Path do not count towards the word count.

RECOMMENDED READING:
[1] Biggs, D. 2010. Management Consulting – A guide for
students. Cengage Learning EMEA, Hampshire, United
Kingdom.
[2] Davis, K. [Compiler]. 2014. Project Management (2nd
edition). Pearson Education Limited, Harlow, United Kingdom.
[3] Johnson, G., Scholes, K., Whittington, R. 2006. Exploring
Corporate Strategy (7th edition). Prentice Hall. Pearson
Education Limited, Harlow, United Kingdom
[4] Johnson, G., Scholes, K., Whittington, R., Angwin, D.,
Regner, P. 2017. Fundamentals of Strategy (3rd edition).
Prentice Hall. Pearson Education Limited, Harlow, United
Kingdom
[5] Koster, K. 2010. International Project Management. SAGE
Publications Ltd.
[6] Kotler, P., Armstrong, G., Harris, L.C., Piercy, N. 2017.
Principles of Marketing (7th edition). Pearson Education
Limited, Harlow, United Kingdom.
[7] Managing Successful Project with PRINCE2. 2017.
AXELOS Limited, TSO.

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