Project Management Page 1 of 2

ONLINE EXAM - CASE STUDY

Sturdy IT Platform (SITPR) Project Case Study

Oil and Gas IT Fabricators Company Limited (OGITFCL) is a leading oil and gas contracting company
which specializes in fabricating, testing, integrating and deploying high-end IT infrastructure projects.

OGITFCL manages several projects simultaneously and is currently responsible for an IT fabricating
project, Sturdy IT Platform Rig (SITPR). The project is scheduled to be completed in 12 months with
a budget of USD 3 million. During the last few months, it has been increasingly difficult to work with
the planned schedule and budget as several major unplanned and ad-hoc requests are being received
from their client, which it claims to be crucial to meet its current business and environment needs.

The project manager for SITPR project is concerned that every extra day spent in processing change
orders adds further delays to the targeted completion date because IT design engineers must approve the
changes and the IT infrastructure deployment and implementation teams must alter an already tight
schedule. The project manager of SITPR is under increasing pressure from upper management of
OGITFCL to complete the job with the expected profit margin. Currently, the project has USD 300,000
to work with to meet the planned goals and deliverables. The management of OGITFCL has been
pressuring SITPR project’s team to keep the client happy so as to be in a prime position to win the
contract for another fabricating project in the next few months if everything goes smoothly.

When the SITPR project manager arrived at work this morning a fax for a major change from the client
was on his desk. The major change was to accommodate a more rigid IT infrastructure to cater for a
robust connectivity in extreme stormy sea conditions. As, the project represents a large investment for
the client, they firmly believe that they are entitled to make major changes which are necessary to
maximize the performance of the completed oil rig. The changes were logical but were quite expensive.

However, the client have been encountering increasing resistance from the SITPR project manager on
the major change request. The client feels that the SITPR project manager is trying to avoid making the
major changes and is now becoming disappointed. As a result, the client’s attitude towards the project
manager has begun to turn sour. The CEO of OGITFCL has now been officially informed and a
resolution to this crisis is required to be addressed soon.

Level 3 Asia Pacific University of Technology & Innovation 202009

Project Management Page 2 of 2

QUESTIONS
1) INITIATING
Based on the case study, you are required to produce a complete Project Charter as an agreement
between the client, OGITFCL, and SITPR project manager.
(5 marks)
2) PLANNING
Discuss the various risks associated with the project and relate these to the avoidance, acceptance,
transference, sharing and mitigation.
You must identify FIVE (5) risks, response strategies as well as the risks responses/action plan
required for each risk within the Risk Register.
Note: Risks – 5 marks | Response Strategies – 5 marks | Risk Response/Action Plan – 10 marks
(20 marks)
3) EXECUTION
An important aspect while executing a project is to document any changes accordingly. Consider a
Change Request Template that can be used in the project to keep track of all the changes especially the
issue highlighted in the case study. Also, describe what the role of a Change Control Board is, as well
as its governing members which includes representation from both OGITFCL, and the client.
Note: Change Request Template – 5 marks | Change Control Board Role – 5 marks | Change Control
Board Members – 5 marks
(15 marks)
4) MONITORING & CONTROLLING
In SITPR, you are appointed as a business analyst. Therefore, you are requested to identify THREE (3)
types of report which shows the performance of the project with detail elaboration on each report.
Additionally, determine a clear Integrated Change Control Process to OGITFCL to ensure that the
project will be on the right track, and explain potential Scope Creeps of the project, since the change
requests kept coming from the clients.
Note: Reports – 5 marks | Integrated Change Control Process – 5 marks | Scope Creep – 5 marks
(15 marks)
5) CLOSING
Summarize with a proper project Close Out Meeting, complete with an agenda of what necessary items
and documentation to be covered.
(5 marks)

Level 3 Asia Pacific University of Technology & Innovation 202009