PID Template To Submit

PROJECT DOCUMENTATION
PROJECT INITIATION DOCUMENT (PID)
Project: University of Northampton - Creche

Facility.
Date: 26th May 2020
PRINCE2
Author: Fundamental A’s
Client: University of Northampton
Document Ref: 001
Version No: 002

1 Project Initiation Document History
1.1 Document Location

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1.2 Revision History

Date of this revision: 26th May
Date of next revision: N/A
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1.3 Approvals
This document requires the following approvals.
Signed approval forms should be filed appropriately in the project filing
system.
Name Signature Title Date of Version

Issue
Harriet Sheppard HSHEPPARD Group Leader 26.05.20 2
1.4 Distribution
This document has been distributed to:
Name Title Date of Issue Version

Debbie Alexander Module Leader 29.05.2020 2
2 Table of Contents
Page
1 Project Initiation Document History

1
1.3 Approvals
1.4 Distribution
2 Table of Contents
3 Project Definition
4 Project Approach
5 Business Case
6 Project Management Team Structure
7 Role Descriptions
8 Quality Management Strategy
9 Configuration Management Strategy
10 Risk Management Strategy
11 Communication Management Strategy (IS)
12 Project Plan
13 Project Controls
14 Tailoring of PRINCE2
3 Project Definition
Project Background
The University of Northampton has addressed the ideology of creating income
for the university through developing a new project. As a group, through
thorough discussion the idea of an onsite nursery or ‘creche’ is a missing
resource that could be utilised in aspects such as childcare, student support
as well as education.
Despite a cultural positioning of care at the margins of academia, student

parents now represent a significant proportion of the higher education
population in England and in other Western countries. Research shows that,
beyond the diversity of their experiences, time, childcare, financial, and well-
being related issues prevail among them (Moreau, 2016).
As a changemaker Ashoku awarded university, there are guidelines that as a

group need to consider which are producing two business cases as well as a
project initiation document to make sure the group keep these in mind when
developing the idea of a creche.
Experiential learning – experiences that help students understand more about

the world around them and how this connects to their studies and future.
 Experiences come in all sorts of forms; volunteering, work-based learning,
global exchange programmes, exploring enterprise and social innovation and
much more. Northampton University.
Many of these experiences may be missed by student parents due to lack of

and/or expensive childcare. With the idea of an on campus childcare facility,
this would open the door for students to really take what being a
Changemaker University is about.
Objectives and Desired Outcomes:
● The objectives of this project are to create a new revenue stream
for the university.
● Increase number of local student applications for under-graduate
and postgraduate courses for Northampton University.
● Create a new range of course material for early learning
development courses.
● Increase attendee rate for lectures (this is an assumption, as our
group have a high attendance rate individually)
● Form potential strategic partnerships with external stakeholders,
e.g. Northampton City Council
● Not too dissimilar to Hospitals where the childcare facilities are
open for faculty members.
Project Scope and Exclusions:
Project Scope
● The construction of a building within the campus grounds that
matches the architecture of the current buildings with a small
outdoor area for activities for children.
● Increase level of training for students, placement opportunities
that are short term with more time for study.
● Childcare availability for Students and Faculty members
● 86.3% of the stakeholders who filled out our questionnaire said

that the university should have a creche, 58% of the stakeholders
have children. With just under 30% of students without children also
agree that a creche is needed on The University of Northampton
Waterside Campus.
Exclusions:
● This childcare facility will not be open to the local community
● Facilities other than the Childcare centre will be available for use
with the children
● Through looking at the requirements, the creche will not include a
homework club nor Lockers
● The creche will not be influenced by academic programming, but

more of a facility that is available where additional training will be
available.
Constraints and assumptions
● The budget for the project should not be more than £1,500,000.
● Once all the planning has been completed, the work should be
planned to start in July 2020 and be completed by the end of July
2021.
● The project must include some construction work and must be
within the ‘Waterside Campus’ grounds.
● The University of Northampton was the first UK university to
become a Changemaker campus. The Ashoka website relating to
Changemaker universities states that “This means equipping more
people – including young people - with the skillset and a connection
to purpose so that they can contribute ideas and effectively solve
problems at whatever scale is needed in their family, community,
city, workplace, field, industry, country.” Please ensure this is taken
into consideration when carrying out this project.
● The project should be driven by new technology, innovation and
sustainability principles.
● It will be necessary to consult with students and other
stakeholders to fully appreciate what their needs are for the project.
Ensure we consult with our module tutor before embarking on
eliciting requirements. Once we have identified the requirements for
the project, we are expected to produce a prioritised list (MoSCoW).
● All group work should be uploaded to your NILE group area in a
timely manner. Include agendas and minutes of all group meetings
held and include a RACI matrix for your team members and
stakeholders.
Stakeholders
Stakeholders are individuals or groups with an interest in the project,

programme or portfolio because they are involved in the work or affected by
the outcomes (APM).
The stakeholders involved will be identified by our Communication

Management Strategy, Section 11.
4 Project Approach
As a group and working according to Prince2, below is a breakdown as to
how as a team we have approached the project. The group recognises that
there are constraints to abide to, such as the budget spend of £1.5 million and
a timescale for the project to start in June 2020 and to be completed by July
2021.
Stakeholders
Gathering Requirements:
● As a group, identify the stakeholders who will be involved and
develop a questionnaire to send to those identified. (N.B – due
to the current situation with COVID-19, the group were not able
to gather a select number of stakeholders to take part in a focus
group, to further our requirement gathering)
● Stakeholders identified were students and tutors (N.B –
COVID-19 has limited our ability to contact all students and
tutors)
● Questionnaire was sent out over social media to which 51
students took part in the questionnaire
● Data from the questionnaire will identify the list of

requirements that can be broken down into MoSCoW for what
facilities will be available within the childcare facility.
Project Board Communication

● Once the group has started to develop the PID, contact with
the project board about the viability of the project.
● Due to COVID-19, face to face meetings with the board of

directors will have to be virtual.
Construction
● Meet and identify an architect who will work alongside the
group to develop drawings and design of the childcare facility.
● Meeting with construction team and teaming with the architect

and site manager to keep construction within the timescale
Education
● Liaise with tutors who will be involved in the student learning
curriculum
● Monitor and manage the programme that will be developed
working alongside external examiners and the Dean of the
University
● Designing technology that will be beneficial for student

learning and child education development.
Timescales and Identify Milestones

● Through producing a Gantt chart through Excel to identify the
list of activities and how long each activity will take place to
make sure that the project will be able to go ahead within time
scheduling.
● Creating a WBS to work out the timescales on the project and
whether there are parts of the project that can overlap during the
construction and production of the Childcare facility.
● Identifying clear Milestones, at least 8-10 Milestones
Roles and Responsibilities

● Identifying and agreeing as the team the clear definitions of
each role
● As a team, each member will define the role and
responsibilities
● Adopt Prince2 methodology that works with the group and

their defined roles.
5 Business Case (for both options)
5.3 Executive Summary

The business case is broken down into the reasons for the creche facility,
looking at the business options, the expected benefits and disbenefits
Having been given the constraints on the project requirements, the team have
researched extensively on the best options on what sort of Creche should be
developed.
Using a modular building, this not only reduces build costs and time but also
using natural materials creates sustainability as well as the use of solar
panels and living sedum roofs. Using data gathered from stakeholders,
breaking down the budget and working on what fees the university can
charge, looking at the return of investment and the net present value.
Once all the options were worked out the decision to go with Option 2 was
made.
5.4 Reasons
Working as a team, identifying what stakeholder group will be the primary
group is students and further onto that, the group wanted to explore a facility
that will also be beneficial to faculty members. By looking at what similarities
these two stakeholder groups have and personal experience (as masters
students, within the group a couple of mature students who have peers who
have children and have missed lectures due the lack of childcare) decided on
this idea. Identifying all the facilities on Waterside is already excellent, the one
facility that looks to be missing is a childcare facility.
The reasons behind what facilities within the Creche will be identified through
the questionnaire that was sent out to students.
This facility will not be a free service for students, but to gain income from
charging on an hourly, half day, daily and weekly fee (and a ‘membership’
idea with discounted fees) will generate income on the premise that each
semester that is enough children.
With this facility to be available and advertised to potential students will

increase student application (especially through master’s programmes) and
attendance, thus increase in university revenue with more students.
If the programme is successful, the facility can be available for the local community.
5.5 Business Options

Keeping the objective of the project of building a childcare facility within the
university grounds that is available (for a fee) to students and faculty
members. Below is a breakdown of two options:
Option 1 – Childcare facility for students only on a ‘per lecture basis’
● Students can drop their children off before a scheduled lecture and pick
up after the lecture.
● Prices based on an hourly basis
● Part-time staff to cover the hours
● A more childminding facility than a nursery
● Food to be provided
● Sign up at the beginning of each semester
● Little to no flexibility.
●
Option 2 – Full day-care centre with nursery school equivalent facilities
● Full time staff/Rota’d
● Onsite training for students within the curriculum according to the
university
● Online booking facility through UON website and App
● Secured doors – student card scanner
● After school club for late lectures
● Onsite education facilities for computing for children
● Solar panels for sustainability
● Use of recycled materials for the soft play area
● Meals available (Breakfast, Lunch, Dinner)
● Membership service, to pay at the start of each semester, giving
discount on daily fees
● Fees available for Hourly, Half Day, Daily and Weekly.
As collective and looking at the responses from the questionnaire that was
sent to students, the group has identified that Option 2 is the most viable and
ticks the boxes of the project brief.
5.6 Expected Benefits
Stakeholder Option 1 Option 2

University of Increase revenue Increase revenue
Northampton Student enrolment increase Student enrolment increase
Project Board Works alongside the Works alongside the
changemaker mission changemaker mission statement
statement Solar Panels - reduce electricity
bill
Identified as a more sustainable
university using recycle materials
UoN Students Childcare Childcare

Students wont have to miss Students wont have to miss any
any lectures lectures
Mental health benefits, Mental health benefits, knowing
knowing their children are their children are nearby
nearby Increase in educational topics on
childcare
University of Northampton to be
an option when deciding on which
university to go to
Local students given more options
to study within Northampton
UoN Faculty More student attendance More student attendance
Members More student intake More student intake
Employment opportunities Childcare for Tutors
Mental health benefits having
children on campus when
teaching
Employment opportunities
Local Community See below section on Northampton Community.

If the project is successful over a time period of 5-6 years,
expansion and open the facility to the local community.
Charitable Causes Further discussions once the Creche is operating over 2 years,
showing profit is increasing.
Northampton Being a town where the university are thinking about families and
Community not just students. With solar panels and recycled materials for the
soft play, the university will help with the town becoming more
sustainable and promote the town.
Children Being comfortable with separation anxiety know parents are not too
far away
Early educational activities
Early exposure to children and adults other than family to help
before starting school
5.7 Expected Dis-benefits

- As construction will be undoubtedly in progress during student
semesters, disruption due to noise may disturb students and faculty
during those times.
- There may be a few stakeholders that feel that this project is
unnecessary on the Waterside Campus and show objection
- Depending on the rules of construction on campus, there may
be objections to the planning permission
- COVID-19 – depending on how long this pandemic goes on for
and the government isolation guidelines, the project may have to be
backtracked as construction may not be able to start until a later
date
- Weather – depending on heaving rain, construction may be
halted. The idea that the main frame of the building will be built in
the summer, they should not be too much risk involved in this
element.
- Not enough takers for the childcare facility, thus becoming a
non-entity to the university programme
- Not enough exposure to make students and faculty aware of the
new facility.
- Too many students and faculty members look to enrol, meaning

too many children and the space not being big enough…..would
there be a possibility of expansion if this is the case?
5.8 Timescale
A brief summary of the project plan and how we have identified 10 Milestones.
The list of activities will be presented, and a more detailed breakdown will be
presented in the Project Plan Part Appendix 5.
Milestones:
● Creche Planning Schedule
● Requirement Gathering
● Planning and Preparing PID
● Budgeting
● Construction and Execution
● Interiors & Exteriors
● Bookings and Marketing
● Student Enrollment and Staff Recruitment
● Grand Opening
Results from Questionnaire
As a group, identify the stakeholders who will be involved and develop a questionnaire to
send to those identified. (N.B – due to the current situation with COVID-19, the group were
not able to gather a select number of stakeholders to take part in a focus group, to further
our requirement gathering).
Ideally, in normal circumstances we would have interviewed around 50 people each, with a
wider number of participants, we would have been able to establish a larger stakeholder
group.
The questionnaire was distributed among the groups social groups who attend university
and the following UoN Facebook Groups:
● Mature Students Association – University Of Northampton
● 2018 Students – University of Northampton
● 2019 New Students – University of Northampton
The final number of participants was 51. Below is a breakdown of results.
1) Participants
Out of the 51 participants, we can see that only 7 participants think that The University of
Northampton should not have a creche, where 44 participants think UoN should. Even
though the number of participants are limited, it did give the group confidence that the rest
of the data is relevant due to over half of the participants do have children at 30. More
results showed that out of the 30 participants who have children, 25 currently use childcare
facilities.
2) Requirements
As a group, we agreed on a list of what the main requirements we would assume would be
expected in a creche. By asking the participants what they think are Very Necessary, Ideally
and Not Necessary. With the results, we have been able to establish the requirements for an
attractive option for childcare whilst studying at the university.
From the results, we have devised our priority list and broken them down in Must-have,
Should-have, Could-have and Won’t have this time.
Priority Requirements
● Early Learning Facilities - teaching the children the basics before
going into primary school.
● Outdoor Play Area - need to find a space on campus where
there is enough room for a safe outdoor area for children to
play outside.
● Changing Facilities - ease of access to change nappies
● Security Access (Student ID Card Access) - same ID access as the
rest of the university but only access for students who have
children in the creche or students who are teaching in the
creche.
● Breakfast, Lunch and Tea - all meals throughout so parents don't
Must-Have have to worry about pack lunches.
● Kitchen - basic facilities to prep for meal times
Should-Have Indoor Softplay - safe indoor play area
● Car Park - access to a car park - as there is parking on campus
already, this is not a priority.
Could-Have Lockers - if the budget permits, we will add simple lockers
● Homework club - This is was under the idea of having faculty

members children the access to use the facilities after
school/during school holidays when the university is still open.
Due to not gathering these requirements from faculty members,
Wont Have This Time we can approach this after the first year of business.
3) Options for fees
Another element of our questionnaire that was very important to the group on deciding
whether a creche is a viable option for the university to invest is making profit (or at least
breaking even, gaining more students enrolling and choosing University of Northampton will
bring in more revenue to the
university). The questions were broken down into hourly rates, day rates, week rates. We
understand that students can receive funding to contribute to childcare. Just
From this table, it shows that the most common answer is

£5. This will be considered when devising a price list for
students.
N.B, the consideration of £20 an hour for a student seems highly
unlikely to be a true answer.
From this table, we can see that the majority of

participants said between £20 to £40 as a day rate.
The team can look at an average to work on. This
will be considered when devising a price list for
students.
N.B, the consideration of £80 per day for a student seems highly
unlikely to be a true answer.
From this table, we can see that the

majority of participants said up to £100 as a
weekly rate. The team can look at an
average to work on and how this would
look from a yearly revenue. This will be
considered when devising a price list for
students.
Based on the business options described previously, the requirements and priority list and
budgeting, Option 2 is the best one to cater to the requirements.
5.9 Costs
Below is a break projected costs for each section.
Outgoing costs:
ADDED WHEN DOCUMENT DOWNLOADED
Estimated Staffing Costs
Incoming Costs Breakdown

5.10 Investment Appraisal
Option 1 - Below is the table that shows that Option 1 being just a creche is not financially
viable, due to no income from student tuition fees.
Option 2 -
Below is the table that shows that the investment option is on Option 2, with additional
income with tuition fees. It shows that within the sixth year of operating, we will breakeven
and return the investment. As it is noted, that as a group, our budget shows that it is well
below the overall budget of £1.5M.
5.11 Major Risks

A full description of all the risks that may be encountered on the production of the
Creche Facility.
A few risks are noted below, to see full details continue to the Risk Section of the
PID.
● Lack of permission from university or proper business license

● Change in government policy
● Breaching health and safety regulations
● Lack of orientation and experience in measuring and allocating fixed budgets for separately
stage and task – construction, security system, safety equipment, salaries for employees
and so on
● Exceeding the budget due to unstable market value of construction materials, machines or
inflation.
6 Project Management Team Structure
Name Role(s) Responsibilities - Sections
Project Definition, Project

Approach, Budgeting, Investment
Appraisal, Stakeholder Analysis,
Harriet Ruth Sheppard Project Manager MoSCoW, Business Case
Perform Initial risk

Assessment,differentiate,
highlight, assess and categorise
all identified risks and also bring
forwards possible solutions and
Tijin Selvin Philip Risk Manager strategies.
Identify possible risks that could

cause project failures. Assess the
level, frequency and classification
of these risks. Analyze and
recommend optimal options to
improve the success of the
Anh Long Vu Risk Manager project.
Thanutcha Phavaves Quality Manager Create quality control program,

Make sure every control program
follow timeline, Plan and perform
quality audit, and Evaluating
each process
Communications
Irfan Shafi Manager
Project Plan/Finance Project Plan, List of Activities,

Dinesh K C Manager Scheduling, Gantt Chart
7 Role Descriptions
Project Board
● Each PRINCE2 project has a project board. It’s made up of the customer (or executive), someone
representing the user side and someone representing the supplier or specialist input.
● In PRINCE2, they are the customer, senior user and senior supplier respectively.
● The Project Manager reports regularly to the project board. The board is informed of progress and
any foreseeable problems.
● The project board provides the Project Manager with a set of necessary decisions. They determine
how the project will proceed and overcome its problems.
Project Manager
● The Project Manager takes on the responsibility of organising and controlling by sequence.
● Selects people to do the project work and ensure it's done properly and on time.
● Draws up the project plans that describe what the project team will be doing and when they expect
to finish.
● Responsible for the day to day management of the project within the constraints laid down by the
project board.
● Monitor how well the progress matches with the plan.
Assistant Project Manager – Risk Management
● Perform initial risk assessment before the project begins which means I need to differentiate,
highlight, assess and categorise all identified risks and put forward possible solutions and
strategies.
Assistant Project Manager – Quality Management
Assistant Project Manager - Communication Management
Assistant Project Manager - Project Planning
8 Quality Management Strategy (appendix 1)

9 Configuration Management Strategy (not to be included)
10 Risk Management Strategy (appendix 2 and 3)
11 Communication Management Strategy (appendix 4)
12 Project Plan (appendix 5)
13 Project Controls
Having established that Time and Cost have restrictions, majority of our project controls will be based
around these. The three largest therefore are:
Time: Escalated if forecasted time increases more than 10%

Cost: Escalated if forecasted cost increases more than 1%
Risk: Escalated it the risk has an impact of £500 or more
Cost and Risk in particular have limited margins to work in due to the limited budget left for emergencies,
while Time has a greater degree of flexibility due to the project plan being designed with break periods
allowing for delays.
The remaining criteria are:
Scope: Escalated if any changes occur in the scope

Benefits: Escalated if expected benefits drop by 20% or more
The Benefits of the Service desk have been calculated at such a high rate it will take a considerable about of
change for them to become a worry as such it has been allowed a greater range than the standard ones
around costing.
Throughout the project, we will use Earned Value Analysis will be used for any Cost Assessment, and
Earned Schedule Analysis will be used for any Time assessments, this is due to advice by Turley and Rad
(2013).
14 Tailoring of PRINCE2
By working through the theories of Prince2, researching the roles taken within the group
and following the steps of how the PID is structured, the team used Prince2 and its
principles
1. Continued Business Justification - breaking down all the cost elements, expenditure,
and what working out the timeline throughout creating the PID.
2. Learn from Experience - Although this was a new experience for all members, previous
work experience working on time management, financing and the knowledge of Prince2
and working on requirements. Lessons with be logged by team members.
3. Define Roles and Responsibilities - A clear definition on each member of the

management team role and what they are responsible of for adding to the PID.
4. Manage by Stages - Regular meetings, working as a group to identify milestones and

any issues that may be presented.
5. Manage by Exception - A newly formed group, every member needed to work out the
expectations.
6. Focus on Products - the main products that needed focus was the building itself, the
children learning development and undergraduate education for students.
7. Tailor to the Environment - as this is a product for students both who are the parents
and ones who want to work in the childcare profession. THe creche needed to be
acknowledged as a separate building to the rest of the university and known to be out of
bounds to students who have no use for it.
QUALITY MANAGEMENT STRATEGY
Project: University of Northampton - Creche Facility
Release: 29/05/2020
Date: 29/05/2020
PRINCE2
Author: Thanutcha Phavaves
Owner: Fundamentals A’s
Document Ref:
Version No: 1
1 Quality Management Strategy History

The source of the document will be found at this location –

Date of this revision:
Date of next revision:

date revision marked
date
First issue
1.3 Approvals
Signed approval forms should be filed appropriately in the project filing system.

Issue
1.4 Distribution
Name Title Date of Issue Version

2 Table of Contents
Page
1 Quality Management Strategy History 1

1.1 Document Location 1
1.3 Approvals
1.4 Distribution
2 Table of Contents
3 Introduction
4 Quality Management Procedure
5 Tools and Techniques
6 Records
7 Reporting
8 Timing of Quality Management Activities
9 Roles and Responsibilities

3 Introduction
The child care project called “Creche” is aimed to provide a high quality of taking care of students
and staff children in a specific period. It is the first child care center in the University of
Northampton, Waterside Campus, which will help the student, teacher, and staff to be able to study,
teach, and work without worrying about their children. By achieving the project goal, we need to
identify roles and responsibilities to our team members carefully, so everyone will get the same idea
of who did what. We also need to apply quality management strategy to keep the standard in every
process and service. The quality management strategy can help us to measure the quality in each
process and service before we deliver to students and staff in the university. Therefore, this strategy
will be divided into six main categories, including quality procedures, organisation structure,
quality control, list of quality forms, record, and report. All these will help us to meet the customer
requirement and satisfaction and reach our project aim and objective.
4 Quality Management Procedure

The quality management procedure will guide a project team to track the output of all the operation
processes and activities during the project life cycle, which helps to determine whether those
operations and activities are suitable for the time or not.
● Quality Control: In this step, it deals with the overall quality management of the project,
which links problems to the overall production and implementation of all the plans.
Therefore, the consistency of the project outcome often requires quality assurance of
deliverables.
● Quality Check: Some processes will need to have a quality check to make sure that all the
processes will go in the right direction with the right standard, which includes construction
processes. As we aim to build the child care inside the University of Northampton, we will
need to construct the bundling that all the raw material of construction must meet the
standard. In this procedure, the project manager needs to set the quality check-up-team in
ensuring that the construction material from suppliers is met the criteria.
● Inspection: This will be done in every stage of processes along the project life cycle, which
can be done after each process finishes all the activities in that process. However, the
inspection can be done at the end of the project, it is not useful as much as doing it after
each process is done. For example, the construction of child care, when a building is
finished and all stages are checked by the project manager, we will be interested in painting
and assembling workshop equipment. From purchasing this equipment to distribution would
be controlled and tested if they are good, they will also be reviewed by the project
supervisor and even supervised by the project manager.
● Quality Approval: In this procedure, the project manager needs to sign the document for
each task of the project. The manager also needs to focus on the timing of the activities in
order to deliver the project just in time for completeness.
● Deliverable Process: To ensure that a satisfactory deliverable product is created and that the
procedure and time taken into account for this project shall be submitted at least two weeks
before the deliverable delivery of the material to the project board representatives and
monitored by the project manager.
● Management Review: During the implementation of the project, the project manager, the
project board and the stakeholder can evaluate the quality control strategy at various levels.
There are lists to be considered for management review, including plan finding and their
issues, approach and mechanism of production if implemented, an overview of all
comments.

● Check Sheet: It is the checklist of all activities and processes needed to be done in our
project. It will help us to update all the work, for example, activity A is completed or still
ongoing. This will also allow other team members to keep checking each other's work, so if
anyone of the team gets a problem, other members can help to find solutions.
● Minutes of Meeting Template: We set the meeting twice a week to keep updating and
brainstorming about our project. This will help all the team members to have the same idea
of all the process, so if something happens other people can carry on the project. Moreover,
we also record our meeting as a backup, which can ensure that every does not miss any
significant information during the meeting.
● Communication: Apart from proper meetings twice a week, we always keep updating
individual processes on WhatsApp group. This allows the team member to talk or share
some ideas and questions if there is any issue about the project
6 Records
All the records will be posted on the Nile site (the university website) on the group board, which
will allow everyone in the team to see. We also back up the records in our Google Doc. that shared
to everyone in the group. This can make sure that all the ideas, plans, important information and
documents will be kept safe.
7 Reporting
Our team will update the report every week in order to prevent some unexpected problems or even
unexpecting issues. For example, during the processes of the project, there might be several issues
that can occur, so it is better to keep writing a report to update these circumstances to the project
manager, a board of director, or even stakeholder. The report will provide the information on
updating the processes, cost and budgeting, quality, and etc. All these reports will be kept in the file
on Google Doc., which will allow everyone in the team to access through that information.
Moreover, there is another report called an exceptional report, which refers to a finished process
with the confirmation of quality control. This report will update after any activity process has been
done and already check the quality of the activity, with no any error or mistake in that process.
8 Timing of Quality Management Activities

Assuming that our project of the Creche construction process will have a duration of approximately
a year, which starts from July 2020 until July 2021. We need to complete the project within July
2021, so our timing of quality control and management will be listed below:
● Quality control process
o Quality check for the project will be twice a week, which mostly be on Tuesday and
Saturday
o An inspection will be once a week, which might be on Saturday after quality check
because all team member can help identify what needs to be done more and also
what is the problem if there any concern
o Quality approval will try to be done at least once a month if it possible
Roles Responsibilities
Member of Project Board ● Each PRINCE2 project has a project
board. It is made up of the customer
(or executive), someone representing
the user side and someone
representing the supplier or specialist
input.
● In PRINCE2, they are the customer,
senior user and senior supplier
respectively.
● The Project Manager reports regularly
to the project board. The board is
informed of progress and any
foreseeable problems.
● The project board provides the Project
Manager with a set of necessary
decisions. They determine how the
project will proceed and overcome its
problems.
Project Manager ● The Project Manager takes on the
responsibility of organising and
controlling by sequence.
● Selects people to do the project work
and ensure it's done properly and on
time.
● Draws up the project plans that
describe what the project team will be
doing and when they expect to finish.
● Responsible for the day to day
management of the project within the
constraints laid down by the project
board.
● Monitor how well the progress
matches with the plan.
Assistant Project Manager – ● Create coordination plans for
Communications stakeholders, including both internal
and external about implementing
contact plans during the whole project.
● Monitoring of current and possible
impacts on primary stakeholder and
predict any substantial adverse effect
or lack of positive impacts, which also
liaise with the project director to
resolve the problems.
● Capture details and answer
collaborator inquiries, then send them
to the director of the project at
frequent intervals with serious
problems developing as soon as the
problems are detected.
Assistant Project Manager – ● It requires to perform an initial risk
Risk Management assessment before the project begins,
which means the risk manager needs
to differentiate, highlight, assess and
categorise all identified risks and put
forward possible solutions and
strategies.
● Provide risk management policy and
guidance.
● Ensure that the implementation of the
risk management framework and
process is appropriate.
● Managing risks is beyond the
responsibility of the project team and
links with other functional
departments.
Assistant Project Manager – ● Establishing a quality control program
Quality Assurance to make sure the standard of each
process meets the qualification. This
will apply for all main elements of the
project function, including building
design, teachers, machine and
equipment, construction material, and
etc.
● Make sure that the quality control plan
is followed by the program and the
period of time during the project life
cycle. Also, keep updating and raising
any reported problem and liaising with
the project manager or other assistants
in specific areas of problem.
● Plan and perform a quality audit to
validate the efficacy of quality control
methods; submit results to the project
manager and project board.
● Evaluating each process during the
project and also appraising all project
members for the best quality of work
to the customer.
Assistant Project Manager – ● Performing the calculation of financial
Finance forecast to determine the project
viability will make other assistants to
understand the budget of the whole
project life cycle. Also creating
expenditure evaluations to consider an
alternative outlined to save costs.
● Allocating budgets for every project
part and sector such as track costs for
construction or even raise major
variances; liaise with the director of
the project and also with all project
assistants to find triggers and devise a
suitable solution.
● Responsible for day-by-day
transactions in case of necessary or
emergency use of budget during the
whole project time period.
RISK MANAGEMENT STRATEGY

Facility
Release:29/05/2020
Date:29/05/2020
PRINCE2
Author: Tijin Philip & Anh Long Vu
Owner: Fundamentals A’s
Client:University Of Northampton
Document Ref:
Version No:1
1 Risk Management Strategy History

The source of the document will be found at this location –


date
First issue
1.3 Approvals

Issue
1.4 Distribution
Name Title Date of Version

Issue
Debbie Alexander Module Leader 29/05/20 01
2 Table of Contents
Page
1 Risk Management Strategy History 1

1.3 Approvals
1.4 Distribution
2 Table of Contents
3 Introduction
4 Risk Management Procedure
6 Records
7 Reporting
8 Timing of Risk Management Activities
10 Scales
11 Proximity
12 Risk Categories
13 Risk Response Categories
14 Early Warning Indicators
15 Risk Tolerance
16 Risk Budget
3 Introduction
The purpose: is to identify and highlight the potential issue which could occur in a crèche project.this helps
to mitigate the risk which could impact in the project failure, risks faced in construction, resources,
machinery, conflicts between project members and stakeholders and others.
Objectives:
● To reduce any sort of threats and improve opportunities for example employment opportunities for
personals in the field such as operational risk manager, risk analyst, risk manager, financial services
risk management manager, insurance risk management executive, and more.
● Another objective will be to recognize any major risks such as construction obstacles & delays,
issues caused by weather conditions, chemical usage in construction, etc and how we are going to
mitigate and control those risks/factors.
The Scope: is to build a new creche on the university campus, which helps the current students and the
faculty members. Using the risk management strategy helps the project team to identify the risk in each
stage of the project like construction, lectures, team management and working on those risks to
mitigate/control them.
4 Risk Management Procedure

Risk identification

and so on
● Exceeding the budget due to unstable market value of construction materials, machines or
inflation.
● Delay in project due to external influences such as bad weather or the quarantine situation
due to epidemic has a great influence on the project progress
● Suppliers have difficulty delivering quality equipment with precise quantities and on time
schedule
● Conflicts within the project team members and between project team members and
stakeholders/suppliers
● Inexpert contractors, project team members and managers can lead to operational and
governance risks
● Team member may be ill or not able to work, which will cause delays, accumulate work and
extend project time
● Construction might lead to pollution from construction materials and noise pollution that
hinders the educational environment
● The waste during operation of crèche is not properly disposed
● Failure to capture national regulations regarding number of children allowed in child care
per employee number à Lack of necessary human resources
● Changes in customer behaviour with crèche: house moving, other economical alternatives
● The risk of a lawsuit if something bad happens to a child in creche is a real possibility.
Risk analysis
Potential risks in the future are presented based on PESTEL analysis (Political, Economic, Social,
Technological, Environmental and Legal). These risks will be further classified in the risk categories
section. The basic license is indispensable to launch the project as well as proceed smoothly. The
negative impact on the project is caused by poor project cost management, lack of experience human
resources, delayed project execution time due to epidemics, delayed construction due to poor
contractors, natural disasters, pollution, higher-than-expected cost of materials and equipment for
various reasons.
Risk evaluation
Refer to risk register which
Risk mitigation and control
● Provide the required documents of the entire project and demonstrate coming profitability
as well as empower the university in the future to apply for permits from the council and
stable funding from the University of Northampton.
● Estimate, evaluate and scale costs thoroughly for all project activities such as purchasing
and selling equipment and materials, staff salaries, project maintenance as well as risk
expenses.
● The responsibilities, roles and specific tasks of team members must be clearly defined and
properly scheduled. The project leader in general and team leaders in particular should
capture the progress of the project through regular meetings in order to compare, evaluate
and urge the members to complete the set goals on time. In situations where face-to-face
meetings are not possible, virtual meeting applications should be synchronized by all
members and used with care.
● Minimize the risk of dissent in a group based on three basic steps: collecting opinions of
team members, identifying the source of internal conflicts and providing the most
appropriate solutions in the earliest meetings.
● Approve the availability and quantity of required items with stakeholders. Also consider
and prepare alternative supplies as contingency plans when a bad situation occurs.
● Testing and hiring instructors with experience and skills needed in this project.
● Regularly inform the progress of project to the University as well as require their support
such as volunteer jobs, advertising campaigns or workshops for propaganda purposes .

1. SWOT analysis- strength, weakness, opportunities and threats
● Strength: Building a creche will help students and faculty members to manage their
childcare needs while in university effectively. It also provides an exclusivity and priority to
the users, which provides a good customer base and consistency in income and profits.
● Weakness: lack of interest in the creche from current students (Employability factor), lack
of users on term holidays.
● Opportunities: employability opportunities for current students, volunteer opportunities,

placement opportunities, education for students, awareness among people.
● Threats: planning permissions, university authorization, lack of materials, completing the

project within the given budget and time, management of the team, lack of publicity,
reduction of income during university holidays, pandemics such as COVID 19.
2. Probability and impact matrix: After the conclusion of SWOT analysis, it will be time to understand
the probabilities and impacts of the risk. This assessment will help us to identify the major risks and
control it.
3. Risk Register: having a risk register helps us to understand the clear view of outcome, probability
and the mitigation strategy for each risk.
6 Records
● Risk register: Risk register will be one of key records in this project, this encompass identified risks,
description of the risk, risk probability & impact, and risk response types such as what to avoid,
reduce, what fallback measures we have, acceptance and sharing aspects. The major risks identified
for this project are COVID 19, planning permission, delay in building construction due to
contractors, builders and COVID 19, market fluctuation( price increase), lack of materials, lack of
suppliers, impact of bad weather, inexperienced project team, health & safety
measures/regulations being ignored even though many risks are identified, usage of hazardous
chemicals (in construction and also usage of plastic in creche equipments). Therefore, the risk
register is very useful in this project, so all the risks are known, and the mitigation procedures can
be taken on time and monitor the progress of the project.
● Other records will be financial records (accounts, expenditure etc), property records (Planning
permissions), construction plans, authorisation certificate for the creche, task and activities
schedule and digital records.
7 Reporting
The project risk report will include: Risk of change in cost of materials, risk of lack of resources for
specific jobs at the required time, risk of suppliers not being able to complete the work under contract
terms. The project risk report will be updated at the end of each month based on risk log records,
which documents all risks every week.
Portfolio risk reporting summarizes all portfolios and highlights key areas that need to be realized as
soon as possible. It helps the management team to control the scope and budget of the project, such as
allocating resources for individual project tasks. This report will be provided at the end of the month.
8 Timing of Risk Management Activities

1. March(end)- April(beginning)- COVID 19 risk and planning of the project in accordance with UK
govt procedures, regulations and policies.
2. April (beginning)- legal risk action of response for planning permission failure, Health and safety
regulation breach, UoN approvals such as planning permission for construction, delay in
application for council/educational body certification for a creche.
3. May- June- Delays in the acquiring contract confirmation from the contractors, and other
entities.
4. July- August (after approval) - building construction delays, risk occurred due lack of experience
within the project team, time scale delays due to contractors/builders, COVID 19 etc, the
material provided/brought by the contactors not meeting the industry standard.
5. September- October- issues with the suppliers (not having the material), material delivery
issues, bad weather (construction hold).
6. November- July (throughout the project)- Weak management, issues within the project team,
communication with the project board, environmental pollution due to construction,
accessibility issues for the university users due to construction, pollutions complaints,
disagreements between the partners, software issues, contractors providing non child friendly
furniture’s (return of them ) and acquiring child friendly furniture’s, issues with the publicity.
7. After project completion- building not looking finished due to contractors rushing it, repainting
the inside considering users of the creche.
Role Responsibility
Corporate ● Provide risk management policy and guidance.
Management- ● Ensure that the implementation of the risk
Executive management framework and process is appropriate
● Managing risks is beyond the responsibility of the
project team and links with other functional
departments.
Project ● Identifying possible risks to the project

Manager ● Evaluating risks
● Proposing strategies to deal with risks
● Designing and operating risk management process in
the project
● Reporting on risk management to higher management
divisions
● Closing down the risks has been solved
Team Manager
● Directly involved in identifying, assessing and
controlling risks
● Support the Project Manager in maintaining the
project
10 Scales
Impact
Very low Low Medium High Very high
1 2 3 4 5
Very high 5 5 10 15 20 25
High 4 4 8 12 16 20
Medium 3 3 6 9 12 15
Low 2 2 4 6 8 10
Probability Very low 1 1 2 3 4 5
Low (1-5) Medium (6-12) High (15-25)
● Breach of health and safety regulations

● Delay in project due to external influences such as bad weather or the quarantine situation
due to Covid-19 epidemic
and so on
● Exceeding the budget due to unstable market value of construction materials, equipment
or inflation.
● Inexpert contractors, project team members and managers can lead to operational and
governance risks
● Suppliers have difficulty delivering quality equipment with precise quantities and on time
schedule
● Conflicts within the project team members and between project team members and
stakeholders/suppliers
● Team member may be ill or not able to work, which will cause delays, accumulate work and
extend project time
● Construction might lead to pollution from construction materials wastes and noise
pollution that hinders the educational environment
● Changes in customer behaviour with crèche: house moving, other economical alternatives
● The risk of a lawsuit if something bad happens to a child in creche is a real possibility.
● IT/security system not meeting requirements or not working
11 Proximity
An appropriate response to be taken when a risk is likely to occur
● Imminent: Planning permission from the council and University Of Northampton, funding
confirmation from UoN.
● Within the stage:
1. Construction stage: Pollutions (environmental, noise, air etc), Material quality (Construction
material, equipment’s etc), interruption in supply of materials or delays with
contractors/builders.
2. Lecture/practical stage: lack of experience of Project management team and other instructors ,
not meeting the deadline, workforce/contractors hired not meeting the required standards
(Registration, certification etc), not acquiring the industry standard raw materials.
3. Support activities: health and safety regulation & policies, security facilities, staff training
facilities, volunteers.
● Within the project: Price fluctuation, Disagreements between project team/stakeholders, project
team members not meeting the deadline (sickness, leaving the project etc) project management
issues (week, dissatisfaction, in the management style etc), legislative measures not being met, lack
of experience.
● Beyond the projects: publicity, not finding customers, maintenance of the building and the facility,
vandalising, lack of staff quality and quantity, legislative measures not being met.
12 Risk Categories
The risk categories in this project are:
Strategic/commercial:
● Suppliers do not meet the contractual commitments

● Collapse or fraud from contractors
Economic/financial/market:
● Inflation/economic crisis after the Covid-19 pandemic

● Fluctuate in the value of construction materials, equipment
● Failure to allocate fixed budgets for separate tasks
● Do not achieve the expected income
Legal/regulatory:

● Approve planning permission from University, council or relevant business licenses
Organisational/management/human factors:
● Poor control
● Making bad decisions in the process of choosing suppliers, contractors or employees
● Unclear division of roles and responsibilities among members
● Conflicts between team members and between project team members and stakeholders/suppliers
● Inexperience contractors/team members
● Change in behaviour of customers
Political:
● Impacts from Brexit

● Impacts from post-pandemic
Environmental:
● Natural disaster-bad weather, Covid-19...

● Air and noise pollution due to construction in university campus
● Environmental pollution due to improper handling of running-creche waste
Technical/operational/infrastructure:
● Construction was delayed due to the impact of stakeholders

● Security system collapsed
● Apps and booking websites do not work or are hacked
● Outsourcing professionals are not able to participate in the project from the beginning
13 Risk Response Categories

Threats
Avoid:
• Agreeing a contract with a fixed price with builders and other suppliers (with the
consideration of budget)
• Material used are environment friendly and within the govt guidelines,
• Use reputed/certified contractor and builder (workforce).
• Executing project during the seasonal changes and viruses such as COVID19
• Exclusion of non industry standard raw materials in construction as it could lead to

dangerous/hazardous situations such as collapse of building.
• Carefully choose the members of team management.
Reduce:
• Hire experienced members to handle the project.
• Make sure the design is accurate, as an error will lead to redesigning and will affect in the timing
and budgeting of the project
• Realistic budgeting, which will help the project team anticipate likely issues and correctly feature
these in budget
• Avoid the use of chemicals which can harm environment
• Having more than one supplier to avoid delays, and a team on site to pre check the deliveries
before the intended start date of construction.
• Project funding contract with the UoN.
• Construction plan & drawing confirmation, contracts confirmation with suppliers about the
materials, expenditure, completion time etc to avoid the conflicts between different partners.
Fallback:
• Have a contingency plan, use of already made materials, if any problem occurs with raw materials
• Back-up Labourers/ workforce/ Contractors
• Having a second option on the project idea i.e., leasing the facility to a charity or another business
to run and maintain the creche.
• An agreement with the UoN for additional funding
Transfer:
• Insurance cover for the construction (Building) and for the whole project including weather factors.
• Outsourcing of the construction, which allows the contractors to adverse variance on budget.
• Safety Equipments such as masks etc to avoid any accidents
• Establish a contract between the project team and the suppliers to get discounts if there is a delay
in delivering goods, to further reduce the budget.
Accept:
• Completion of the construction on time
• Accepting the lack of experience and continuation of the project with due care
• Budget Reservation as contingency

• Create and accept minimum environmental pollution
• Accept the delays and issues cause by COVID 19 and follow the govt guidelines
• Consider the climate/weather stability
Share:
• A separate contract or an inclusion within the contract that the contractors must refund some
amount if the project is not completed on the agreed time.
• Profit and loss will be shared equally.
• Include the UoN in the contract as they are one of the major stakeholders, therefore sharing
responsibility of managing risk.
• Agreement on the quality/warranty of the materials with the suppliers.
• Back up on project members if someone leaves.
• Refund or reduction on the price if the supplier doesn’t deliver on time.
14 Early Warning Indicators

Time, scope, cost, quality, teamwork and well-being of the project organisation are some of the early
warning indicators.
1. Knowing the importance and the feasibility of the project and the selected business case for our
CRECHE
2. Delivery date estimation of for the equipment’s and materials which are needed for the
construction of the building and for the running of the business to make sure the project is completed
within the time frame.
3. Understanding the number/quantity of the project members and the abilities the members have, is
vital
5. To measure the performance of the suppliers and contractors, we need a Log or a performance
indicator.
6. Clear and concise communication with the project team and with the stakeholders (Internal &
external)
7. Allocation of fixed budget for each task, to avoid misunderstanding and confusion, it also helps to
run the project smoothly.
15 Risk Tolerance
Time tolerance: The shorter the tolerance, the more likely the project is to deliver the project on time and
vice versa. During the time of social isolation due to the Covid-19 pandemic, the time tolerance of the
project was estimated to exceed the normal level. Discussing, planning, and negotiating with project
stakeholders such as UoN, contractors or suppliers becomes difficult and requires more time than usual. In
addition, the members of the project team are inexperienced with similar projects which also contributes
to the extension of time tolerances and may lead to delays in project submission.
Cost tolerance: The fixed budget for the project is £1,500,000 then the cost tolerance for this project is
zero. However, risk tolerances that can consume less than 20% of the risk budget are still acceptable.
16 Risk Budget
Total Budget- £1.5Million out of that the Risk Budget will be £120,000, Refer to the budget spreadsheet for
the budget breakdown.
A1 Appendix 1 – Risk Register for Risk F (Exceeding

Budget)
RISK REGISTER FORM [029]
Ref: Version:
Programme Name: Project Name: In Campus Creche
Risk Identifier: Risk Description: Risk

Category:
Risk F Exceeded budget due to failure to allocate fixed
costs. These costs include: construction costs, Financial
equipment purchase costs, staff salaries,
insurance, etc. Significant variance can directly
affect the feasibility of a project because the
amount of money invested from UoN is limited.
Probability: Impact: Expected Value: Proximity:
(Scales from 1-5) (Scales from 1-5) (Scale from 1-25) Imminent to
20 Short-Term
Future
Pre- Post- Pre- Post- Pre- Post-

Respo Respons Respo Respons Respo Respo
nse e nse e nse nse
4-High 3- 4-high 3- 16 9
Moderate Moderate
Risk Response Category:
● Acceptance: Deduct a part of the budget as a backup fund in case of a possible bad
situation
● Avoid: Discuss, negotiate and collaborate with suppliers that offer fixed-value
contracts
● Reduce: Regularly check and capture the budget situation as well as conduct an
analysis and prediction of the potential for adverse disparities to occur.
● Fallback: Request additional funding from the UoN in the event of circumstances that
arise beyond the control of the project team.
● Transfer: Outsourcing aims to reduce the burden of responsibility
● Share: Accepting and requiring transparency of information sharing may be
detrimental to the estimates from all parties involved.
Risk Response:
Outsourcing of budget management is not a good idea because it will lead to lack of
control and power of the project team. Therefore, Transfer is not preferred in this case.
For construction contractors, additional costs are common in construction so that

Avoidance and Sharing are difficult to apply. Acceptance, Reduction and Fall-back are
considered the most optimal solutions.
For suppliers, all options are applicable except outsourcing due to the above reason.
Date Risk Author: Risk Risk Risk

Registered: Owner: Actionee: Status:
Project manager
Project Assistant Active
manager, Project
Assistant Manager
project
manager
A2 Appendix 2 – Risk Register for Risk L (Breaching

health and safety regulations)
Ref: Version:

Category:
Risk L The process of construction may lead to breach
of health and safety regulations Legal
(Scales from 1-5) (Scales from 1-5) (Scale from 1-25)
20 Imminent

nse e nse e nse nse
4-High 2-Low 5-Very 2-Low 20 4

high
● Avoid: Discuss with the contractor and prepare contingency plans for all possible
injuries
● Reduce: Agreement and cooperation with the health and safety sector of University
of Northampton.
● Fallback: Contingency planning through high quality outsourcing
● Transfer: Purchase and apply health and safety insurance policies for members
● Share: All terms and conditions for health and safety regulations need to be
accepted prior to project participation by project participants
Risk Response:
All options should be applied as mandatory steps in carrying out the project.

Risk manager
Contractor Contractor Active
A3 Appendix 3 – Risk Register for Risk E (Construction
delays)
RISK REGISTER FORM
Ref: Version:

Category:
Risk E One of the major operational risks is delays in the
time scale which is a side effect of interruptions
of building construction due to contractor errors. Operational
This has been highlighted at the beginning of the
project.
(Scales from 1-5) (Scales from 1-5) (Scale from 1-25)
20 Within the
stage
nse e nse e nse nse
4- high 2- low 5-very 3-

high moderate
(75%) (40%) 20 6
(90%) (50%)
Threats
Avoid: hiring inexperienced contractors and builders, also avoid not agreeing a contract
with a fixed price with builders and other suppliers.
Reduce: Make sure the design is accurate, as an error will lead to redesigning and will
affect the timing and budgeting of the project.
Fallback: Have a contingency plan, use of already made materials, if any problem occurs
with raw materials, Back-up Labourers/ workforce/ Contractors. Transfer: Insurance
cover for the construction (Building) and for the whole project including weather factors.
Accept: Accept the delays and issues caused by COVID 19 and follow the govt
guidelines.
Share: A separate contract or an inclusion within the contract that the contractors must
refund some amount if the project is not completed on the agreed time.
Risk Response:
Avoid: hiring inexperienced contractors & builders
Reduce: Make sure the design is accurate
Transfer: Insurance cover for the construction (Building) and for the whole project
including weather factors.

Operational risk
manager Contractor Team manager Active/op
en
A4 Appendix 4 – Risk Register for Risk K (Bad weather &

COVID 19)
Ref:
Version:

Categor
Risk K Weather condition plays a huge role in completion y:
of the project as the traffic issues tends to be
higher during rain or snow, flooding can be Environ
another issue, as well as the issues of COVID 19 mental &
will also affect goods delivery on time, and the COVID
weather issue and COVID 19 can reduce the 19
access to work site and cause more delays to the
construction. Which in turns affects the budget for
the project and could cause disagreements with
the contractors, stakeholders and all of those who
are involved within the project.
Probability: Impact: Expected Value: Proximi

ty:
4 (probable) 4(major impact) 16
Imminent

Resp Respons Respo Respon Respo Respons
onse e nse se nse e
high Medium Mediu Medium Low Based on

because m the
the risk probabilit
may not y it has a
occur high
chance of
happenin
g (4)
Threats
Avoid- Executing project during the seasonal changes and viruses such as
COVID19 (avoid Not Following the Govt Guidelines)
Reduce- Having more than one supplier to avoid delays, and a team on site to pre
check the deliveries before the intended start date of construction.
Fallback- Have a contingency plan, use of already made materials, if any problem
occurs with raw materials
Transfer- The two methods we are using here is
Insurance cover for the construction (Building) and for the whole project including
weather factors. Also Establish a contract between the project team and the suppliers
to get discounts if there is a delay in delivering goods, to further reduce the budget.
Accept- Issues with the COVID 19 and follow the govt guidelines. Accept the weather
condition will change and adapt accordingly
Share - Include the UoN in the contract as they are one of the major stakeholders,
therefore sharing responsibility of managing risk.
Risk Response:
Chosen response
More than 1 Supplier for Goods
Usage of weather appropriate material during construction

A5 Appendix 5 – Risk Register for Risk S (Lack of
experience from similar projects)
Ref:
Version:

Category:
Risk S The project members all lack experience as no
one encountered a similar project, hence mistakes People
are imminent. Therefore, throughout the project all
the members will be looking to borrow ideas from
each other and rectify the mistakes they have
made through support and guidance.
(Scale from 1-5) (Scale from 1-5) (Scale from 1-25) Imminent

Respon Response Respon Response Respons Respon
se se e se
2-low 3-moderate
5-very 4-high 20 6
high (30%) (50%)
(80%)
(90%)

Threats
Reduce: Hire experienced members to handle the project
Fallback: Having a second option on the project idea i.e., leasing the facility to a charity or
another business to run and maintain the creche.
Transfer: Insurance cover for the construction (Building) and for the whole project including
weather factors.
Accept: understanding and accepting the fact that there will Risk factors.
Share: Profit and loss will be shared equally.
Opportunity:
Exploit: the widow of opportunity to make profit and moreover provide the user need in
cooperation with UoN.
Risk Response:
Reduce: Hire experienced members to handle the project
Fallback: Having a second option on the project idea i.e., leasing the facility to a charity or
another business to run and maintain the creche.
Transfer: Insurance cover for the construction (Building) and for the whole project including
weather factors.
Date Risk Author: Risk Owner: Risk Risk

Registered: Actionee: Status:
Project manager Project director
All the team Active-
member Open
COMMUNICATION MANAGEMENT STRATEGY

Facility
Release: 29/05/2020
Date: 29/05/2020
PRINCE2
Author: Irfan Shafi
Owner: Fundamental A’s
Document Ref: 001
Version No: 001

1 Communication Management Strategy History



date
First issue
1.3 Approvals

Issue
1.4 Distribution

Issue
2 Table of Contents
Page
1 Communication Management Strategy History 1

1.3 Approvals
1.4 Distribution
2 Table of Contents
3 Introduction
4 Communication Procedure
6 Records
7 Reporting
8 Time of Communication Activities
10 Stakeholder Analysis
3 Introduction
Purpose:
The main motive of the Communication Management Strategy document is to create
frequency and guidelines to communicate with stakeholders whether they are internal
(personnel & managers) or external (Suppliers).
The major objectives of this strategy are:
● To make sure that the communication methods are clear to understand throughout
the project Creche.
● To offer a clear understanding of the communication techniques used in
the ongoing process of the project.
● To facilitate and engage stakeholders via the establishment of a controlled and
balanced bi-directional flow of information.
Scope:
The scope of using the communication management strategy in Creche project is to
counter and avoid conflicts within not only the team members but also between the project
team members. Also, to provide proper information at a specific required time in order to
perform various methods of communications.
Responsibility:
Main responsible person is the Project Manager and Communication Assistant Manager,
but other team members are also responsible for certain protocols.
4 Communication Procedure
Definition of the communication strategies used in the major aspects of the Creche
Project are as follow:
a.Gathering information:
● Meetings with the Board (representing university): In order to clarify requirements
like returns on the investment there will be meeting arranged.
● Communication with suppliers: Communicate with the suppliers through emails/calls
for material and equipment. Once received confirmation then arranging meeting to
finalize the quantity and quality as well as time of delivery.
● For Creche Building construction, contacting architects and builders by call/emails
and after that arrange meetings to get a clear picture and confirm plan.
b. Construction:
● For getting the planning permission a form is to be filled and submitted. Track on
online portal the progress. Respond the queries of planning approver to get
permission.
● Organize meetings with the structural engineers/ contractors to finalize the structure
of the building, keep a track of progress by weekly meetings.
● Arranging group meetings with the construction contractor to finalize budget for
equipment and check its availability. This will take up every week until the
construction of the Creche building is started.
● Meetings with Project Board once in a month to keep them updated regarding the
progress.
● Live interactive communication with architects and labours and make sure they
complete their daily task and after that report the task is completed.
c. Marketing:
● Digital marketing promotions in UON website, Groups and social medians like
facebook, Instagram and twitter keep them updated if there are any updates or
offers.
● Physical promotion about Creche facility on campus by brochures, leaflets etc.
d. Support Elements:
● Regular meetings with Health and Safety department of UON on campus to find out
the formalities which need to be implement.
● Arranging group meetings with the security staff for CCTV and all security systems.
Also, complete the agreements or any paperwork face to face.

1. Emails
2. Phone calls
3. Online Video Conference Calls
4. University of Northampton Website
5. Social Media Platforms
Emails:
These are used for less urgent situations or information which need to pass
between project members, stakeholders. Official university emails are preferred.
Phone Calls:
An easy and effective method of communication between the project team and the
stakeholders.
Online Video Conference Calls:
In order to cut the long-distance barrier audio and video conference calls are really
useful between Project Manager or Team members.
University of Northampton website:
For any updates regarding the Creche facility or to promote
Social Media Platforms:
For posting any helpful material regarding Creche and letting people know more
about this facility, utilize social media platforms like Twitter, Instagram, Facebook,
LinkedIn and other social websites.
6 Records
● Digital Files: Online cloud services or any online data storage to keep files of large
amounts plus easy to transfer data regarding Project.
● Hard Copy documents: These consist of all the agreements or contracts as well as
blueprints and floor plan for building construction. These documents will be safely
stored On Campus so they can be easily accessed.
● Meetings and Conference calls: For all the video calls and meetings minutes will be
taken and to be saved as draft in shared drives and after that circulated to
attendees after the meetings to confirm authenticity. After confirming they will be
saved in the shared drive again.
7 Reporting
● Performance reporting: To track the performance of the project in a group meeting
updated graphs, charts and tables can be used.
● Progress report: To have a general update on progress of the project that is done
weekly basis.
● Lesson Logs: Once any activity is completed, Conduct a meeting with the Project
board and draw on experience and report it.
● Internal and External reporting: The reports which are related to the information
passed between the project team regarding the completed tasks are internal reports
whereas, external report is information between project team and stakeholders.
● Financial Reports: To fix the estimated cost kept for each task meeting with
stakeholders, building contractors will be arranged. Report on each and every
transaction is made to check where and when the money is spent. Also known as
tracking the budget according to the estimated value.
8 Time of Communication Activities

Total Project timing dates February – August 2020
Timeline:
February (Initiating) A meeting with Project Board in order to confirm and apply for
the agreement form of the project.
Feb (After getting agreement): Send emails to contractors and hire one then send
emails regarding the project, meeting with the building contractor to have a
brief about construction plans. Setting up location after that finalising the
budget.
Feb (end): Posting and advertising about the Creche on campus facility.
March (starting): Contact stakeholders by sending emails and check which best
suits the project. After that arranging group meetings for requirements and
delivery time and budget.
March (mid to end): Starting the construction and getting updates and reports on
tasks via weekly meetings.
April -May: Keep a track on progress and emails related to the project.
Until August: Arranging calls, meetings, group discussion between team,
stakeholders and other members in order to keep up the progress and clear
any doubts.

● Project Manager: will review reports and summaries also review the content of
communication before sending out, PM will report to UON on progress and stages
of the project. If there are certain issues, communicate with stakeholders to resolve
them.
● Communication Officer: To communicate and coordinate with internal teams as well
as external suppliers.
● Project support Officer: PSO has the recent and latest information like reports,
arranges meeting, set tasks and agendas and actions for team members and also
for stakeholders.
● Project Team Members: Given tasks will be completed within given time by project
team members. Also, to communicate with other team members.
10 Stakeholder Analysis
“Any individual, group, or institution who has a vested interest in the natural resources of
the project area and/or who potentially will be affected by project activities and have
something to gain or lose if conditions change or stay the same.” – Golder(2005)
Stakeholders must be taken into thought to realize venture objectives and their support is
exceptionally significant for the success of the project. The extreme aim of this
investigation is to progress an approach that expresses the connection between the
numerous stakeholders and the problems they generally care about.
Identification of Stakeholders:
Internal Stakeholders: Project associates, providers, building staff (builders etc), planning
committee of University of Northampton, development financing board of University of
Northampton are recognised as inside stakeholders in the scheme.
External Stakeholders: Government, creche users including students, teaching and non-
educating staff of the University and local public are distinguished as the outside
stakeholders.
Stakeholder prioritization Mapping:

Stakeholder mapping concludes the list of partners and isolates the key partners.
Stakeholder Investigation experiences four processes namely Identifying, Analysing,
Mapping and Prioritising.
Stakeholder mapping may be a Visual representation of the investors that we participate in
our project.
There are four types of Stakeholder representations included in the above shown Mapping
1. Manage Closely
2. Keep Satisfied
3. Keep informed
4. Monitor
Stakeholder Mapping:
Stakeholder Power/Interest Key Interest & Communication Frequency

Issues Vehicle
PROJECT Manager Completion on Meeting, Email, daily, weekly,

TEAM time Phone calls monthly
University of Customer high quality Meeting, Email, daily, weekly,

Northampton swimming pool Phone calls monthly
UoN Fund Owner Should be in Meeting, Email, daily, weekly,

Source the given Phone calls monthly
budget
Suppliers Manager Should provide Regular backup daily, weekly,

detailed through phone monthly
description of and email
the materials
needed
Construction Manager Should provide Regular backup daily, weekly, ,

Staff a perfect plan through phone monthly
for construction and email
Teaching and Customer Creche should Questionnaires daily, weekly, ,
non-teaching be well and Social Media monthly
staff of UoN designed with
reliable staff.
Students Customer Creche should Questionnaires daily, weekly, ,

be well and Social Media monthly
designed with
reliable staff.
Public users Customer Creche should Questionnaires daily, weekly, ,

be well and Social Media monthly
designed with
reliable staff.
________________________________________________________________________
REFERENCES:
Golder, B. (2005). Cross-Cutting Tool Stakeholder Analysis. 1st ed: Foundations of Success, pp 1-
6.
Huber, M., & Pallas, Martina. (2006). Customising in stakeholder management strategies concepts
for long-term business success. Berlin; New York: Springer, pp 13-16.
PLAN

Facility
Release: 29.05.2020
Date: 29.05.2020
PRINCE2
Author: Dinesh K C
Document Ref: 001
Version No: 001

1 Plan History

The source of the document will be found at this location


date
First issue
1.3 Approvals
Signed approval forms should be filed appropriately in the project filing
system.

Issue
1.4 Distribution

Issue
2 Table of Contents
Page
1 Plan History 1
1.3 Approvals
1.4 Distribution
2 Table of Contents
3 Plan Description
4 Plan Prerequisites
5 External Dependencies
6 Planning Assumptions
7 Lessons Incorporated
8 Monitoring and Control
9 Budgets
10 Tolerances
11 Product Descriptions
12 Schedule
3 Plan Description
The overall project of building Creche service in University can be divided into
five (5) major sectors: Data Collection and Identifying stakeholder, Preparing
Project Initiation document, Designing and budgeting the whole project,
Construction of Creche Building and Practical Implication.
The roles and responsibility has been divided into all six group members as
following:
Name Role(s) Responsibilities - Sections
Project Definition, Project

Approach, Budgeting, Investment
Appraisal, Stakeholder Analysis,
Harriet Ruth Sheppard Project Manager MoSCoW, Business Case
Perform Initial risk

Assessment,differentiate,
highlight, assess and categorise
all identified risks and also bring
forwards possible solutions and
Tijin Selvin Philip Risk Manager strategies.
Anh Long Vu Risk Manager
Create quality control program,

Make sure every control program
follow timeline, Plan and perform
quality audit, and Evaluating
Thanutcha Phavaves Quality Manager each process
Create and manage

Communications and develop
Communications Communication Management
Irfan Shafi Manager Strategy.
Project Plan/Finance Project Plan, List of Activities,

Dinesh K C Manager Scheduling
4 Plan Prerequisites
At first, as our project is specific to children, we need to reach out to as many
mature students and university staff as we can. We must be able to assign
roles and responsibility to every member of the group identifying their strong
part where they can utilize their knowledge to the best of their ability and also
with great mutual understanding between every member of the group as to
minimize conflict in general idea and execution of plan. As we have to work
under a certain budget limit, we must be able to allocate and design our
project size. Lastly, regular communication is vital to make this project
success in this pandemic situation.
5 External Dependencies
The Creche project within the University is all about the number of children of
students and university staff. So external dependencies of the project include
stakeholders i.e. number of matured students and staff in the university.
6 Planning Assumptions
● As our project must complete within 1.5 million Pound, allocating
budget to different sectors is the primary assumption.
● Maximum staff and students will use the on-campus facility of creche
service.
● Getting approval of the location to build the creche building from
Universitymanagement team.
● Team members are proactive to work under unexpected situations
such as pandemic.
7 Lessons Incorporated
i. As there is always a risk factor in every project, insurance is must for

recovering in case any uncertain circumstances struck our project.
ii. Every member has a different perspective so a proper way of

communication and maintaining good relations with all six members must be a
priority which helps to carry out plans for making a project successful.
iii. Risk mitigating factors from every aspect are done so that we are ready to
cope with difficult situations and solve accordingly.
iv. Proper task division within the group member is must so that none gets
overload of work and gets frustrated.
8 Monitoring and Control
All six project members will be responsible with their respective parts for
monitoring and controlling throughout the project. Controlling measures are
likes of budget, time frame, communication factor and unprecedented
situations.
9 Budgets
Capital for the project is provided by the university and the total amount for
the project is 1.5 million pounds. So, the project has a limited budget.
Total budget is roughly allocated in the table below:
With Option 2 expenditure being £627,288.02 under the £1.5million budget.
10 Tolerances
Project tolerance sets the range where a project can be over or under a bit
and does not affect the overall planned dimension on schedule, cost and
scope of the project.
There are three major type of tolerances:
i. Scheduled Tolerance: As our project has breakdown structure and has
almost 300 smaller milestones and every individual task got more than
enough time to finish. Our overall project duration has 1 week of tolerance;
either finishing early or late can be considered fine.
ii. Cost tolerance: As our total available budget is £1.5 million whereas total
estimated cost is about £660k, which means we have enough budget to
adjust as per requirement. But as a project planner, setting cost tolerance is a
good way to keep your budget in track, so for this project we decided to make
10% of tolerance in estimated budget.
iii. Scope tolerance: Unlike schedule and cost tolerance, scope tolerance is a
bit different and hard to specify. For our project, there is very minimal scope
tolerance as we can’t go out of our project scope.
11 Product Descriptions
As a team we have decided that one feature of the university that was missing
was a creche facility. Years ago, this may have been thought of as an
impossible option but as facilities for students are forever improving, a social
feature such as a creche could now be considered.
University students vary in age and as some people may feel restricted to
embark on new career prospects, training and new qualifications due to either
the expense or lack of childcare availability.
As a team, the proposal is to build an onsite creche for students and faculty
for children aged 4/5 and under. But with options for additional care for
children of all ages when school holidays and university holidays do not
overlap.
12 Schedule
- See attached file for Gantt Chart and Network Diagram
- Work/Product Breakdown Structure

PROJEC
T DOCUMENTATION
LESSONS LOG

Facility
Date: 29/05/2020
PRINCE2
Author: Harriet Sheppard

Fundamental As - UoN Creche
Project Initiation Document
Date: 25 May 2020
Document Ref: 001
Version No: 001
Page 2
Date: 25 May 2020
1 Lessons Log History


Revision Previous Summary of Changes Changes marked

date revision
date
22.05.20 N/A First issue
1.3 Approvals

Issue
Harriet Sheppard HSHEPPARD Group Leader 25/05/20 01
1.4 Distribution

Issue
Page 3
Date: 25 May 2020
2 Table of Contents
Page
1 Lessons Log History 1

1.3 Approvals
1.4 Distribution
2 Table of Contents
3 Lesson Type
4 Lesson Detail
5 Date Logged
6 Logged By
7 Priority
Page 4
Date: 25 May 2020
3 Lesson Type
● Project –UoN Creche facility
● Programme
● Programme ManagEment
4 Lesson Detail
● Covid 19
● Health and Safety
● Negative Impact, only virtual meetings, no substantial meetings held on
campus.
● Pandemic, university campus closed
● This is the first time that has occurred, no one on the team has had to deal
with this before.
● Have a contingency for web based meetings and set stricter timelines for work
completed.
● Only during the risk that we have identified it as a threat.
5 Date Logged
25/05/2020
6 Logged By
Harriet Sheppard
7 Priority
The PID.
References:
Page 5
Date: 25 May 2020
Connect Childcare, 2013 - 2020. Connect Childcare. [Online] Available at:

https://www.connectchildcare.com/ [Accessed 23 March 2020].
Day Nurseries, 2019. Nursery Search - Northampton. [Online] Available at:

https://www.daynurseries.co.uk/day_nursery_search_results.cfm/searchtown/Northampto
n[Accessed 23 March 2020].
Early Years Educational, 2020. Catelogue. [Online] Available at:

http://www.earlyyearseducational.com/ [Accessed 06 April 2020].
Gov.UK, 2020. Parents Learning Allowance. [Online] Available at:

https://www.gov.uk/parents-learning-allowance [Accessed 23 March 2020].
ILX Marketing Team, 2016. The 7 Principles. [Online] Available at:

https://www.prince2.com/uk/blog/the-7-principles-themes-and-processes-of-prince2
[Accessed 20 May 2020].
University of Northampton,, 2020. Early Childhood Studies BA Hones. [Online] Available

at: https://www.northampton.ac.uk/courses/early-childhood-studies-ba-hons/ [Accessed
23 March 2020].
University of Northampton, 2020. Changemaker. [Online] Available at:

https://www.northampton.ac.uk/student-life/changemaker/ [Accessed 23 March 2020].
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What is the purpose of the project initiation document?

What is the purpose of the project initiation document?

What challenges does the project aim to address?

What challenges does the project aim to address?

PROJECT DOCUMENTATION

PROJECT INITIATION DOCUMENT (PID)

Project: University of Northampton - Creche

Date: 26th May 2020

Author: Fundamental A’s

Client: University of Northampton

Document Ref: 001

Version No: 002

1.1 Document Location

1.2 Revision History

Revision Previous Summary of Changes Changes

Name Signature Title Date of Version

Name Title Date of Issue Version

1 Project Initiation Document History

6 Project Management Team Structure

8 Quality Management Strategy

9 Configuration Management Strategy

10 Risk Management Strategy

11 Communication Management Strategy (IS)

Despite a cultural positioning of care at the margins of academia, student

As a changemaker Ashoku awarded university, there are guidelines that as a

Experiential learning – experiences that help students understand more about

Many of these experiences may be missed by student parents due to lack of

● 86.3% of the stakeholders who filled out our questionnaire said

● The creche will not be influenced by academic programming, but

Stakeholders are individuals or groups with an interest in the project,

The stakeholders involved will be identified by our Communication

● Data from the questionnaire will identify the list of

Project Board Communication

● Due to COVID-19, face to face meetings with the board of

● Meeting with construction team and teaming with the architect

● Designing technology that will be beneficial for student

Timescales and Identify Milestones

● Identifying clear Milestones, at least 8-10 Milestones

Roles and Responsibilities

● Adopt Prince2 methodology that works with the group and

5 Business Case (for both options)

5.3 Executive Summary

With this facility to be available and advertised to potential students will

5.5 Business Options

5.6 Expected Benefits

Stakeholder Option 1 Option 2

UoN Students Childcare Childcare

Local Community See below section on Northampton Community.

5.7 Expected Dis-benefits

- Too many students and faculty members look to enrol, meaning

The final number of participants was 51. Below is a breakdown of results.

● Homework club - This is was under the idea of having faculty

3) Options for fees

From this table, it shows that the most common answer is

From this table, we can see that the majority of

From this table, we can see that the

Incoming Costs Breakdown

5.11 Major Risks

● Lack of permission from university or proper business license