Sensitivity: InternalPLASTIC FANTASTIC – PROJECT REPORTWORD COUNT: 5163APRIL 27, 2020P a g e 1 | 52Sensitivity: InternalExecutive SummaryThe purpose of this report is to develop a project plan for Plastic Fantastic (PF). PF is a smallUniversity of Derby project with the aim of reducing plastic waste, by transforming plasticwaste into new products for resale to consumers. To achieve the purpose of this report, PF’sexternal and internal environment have been researched to identify the need for a businessimprovement project. Jackson et al (2016) suggested the use of PESTLE is to assess theexternal factors PF will need to consider when launching; a key factor identified is sociocultural due to the growing concern shown by adults, which has forced businesses to reducevirgin plastic use (Mintel, 2019b). A resource and capabilities table has been used to assessthe internal environment. It shows a lack of resources in financial, human and physicalaspects, therefore, highlighting a key issue in completing the strategic managementequation (Ramsbottom, 2019).From this, options were discussed in order to justify undertaking a project (APM cited inMaylor, 2010). These options consist of developing the inbound supply chain and marketingPF to potential consumers. Using Maylor’s (2010) screening and filtering and primaryresearch, a table was used to narrow down and choose a suitable option for PF. After theanalysis, option 1 was chosen to allow for the collection of plastic to create products; thedetailed plan of action has been created for this option. The focus and objective for option 1have been outlined as creating a sustainable inflow of plastic waste, by collecting donatedplastic from staff and students at the University of Derby. Additionally, project success wasidentified as meeting the triple constraint, which Pinto (2016) suggests the project will besuccessful when time, budget and performance targets are met.The detailed plan of action uses project management tools to detail requirements neededcomplete the project. A Gantt chart identified the tasks involved, commencing with ameeting on the 14th September and concluding on the 2nd December following a review.Alongside this, CPA and RACI have been used to identify the critical path of tasks and clarifyroles and responsibilities (Tartell, 2017). To control and monitor the project, a riskassessment was carried out to plan and manage these risks (Doval, 2019), it identifies thekey risk of a lack donation from students. Additionally, a stakeholder analysis will help PFmanage and communicate with the people involved to ensure positive involvement andP a g e 2 | 52Sensitivity: Internalreduce the risk of conflict, it identified the community of students as key as they need to bemanaged closely.P a g e 3 | 52Sensitivity: InternalTable of ContentsExecutive Summary…………………………………………………………………………………………………………………1Introduction……………………………………………………………………………………………………………………………5Section 1: Situational Analysis and Problem Identification………………………………………………………… 6Situational Analysis…………………………………………………………………………………………………………..61.1 – PESTLE……………………………………………………………………………………………………………………. 61.2 – Porter’s Five Forces Model……………………………………………………………………………………….. 71.3 – Resource & Capabilities Table…………………………………………………………………………………… 7Problem Identification……………………………………………………………………………………………………… 9Primary Research……………………………………………………………………………………………………………..9Section 2: Possibilities (Options)……………………………………………………………………………………………. 10Ideas for Action………………………………………………………………………………………………………………10Option 1:………………………………………………………………………………………………………………………. 10Option 2:………………………………………………………………………………………………………………………. 102.1 – Screening and Filtering Table……………………………………………………………………………………11Section 3: Specific Project………………………………………………………………………………………………………14Section 4: Detailed Plan of Action………………………………………………………………………………………….. 164.1 – Gantt Chart:………………………………………………………………………………………………………….. 164.2 – Critical Path Analysis:………………………………………………………………………………………………164.3 – RACI:……………………………………………………………………………………………………………………..174.4 – Costing Table:…………………………………………………………………………………………………………184.5 – Risk Assessment:…………………………………………………………………………………………………….184.6 – Stakeholder Analysis……………………………………………………………………………………………….19Conclusion…………………………………………………………………………………………………………………………… 21References……………………………………………………………………………………………………………………………22Appendices………………………………………………………………………………………………………………………….. 25Appendix 1: PESTLE Analysis…………………………………………………………………………………………….25Appendix 2: Porter’s Five Forces……………………………………………………………………………………… 27Appendix 3: Resources and Capabilities Table…………………………………………………………………… 28Appendix 4: Plastic Fantastic Student & Staff Survey…………………………………………………………..29Appendix 5: Interview with Helen Rutherford…………………………………………………………………… 31Appendix 6: Dump Bin Costing………………………………………………………………………………………… 41Appendix 7: Gantt Chart – PF Plastic Collection………………………………………………………………….42Appendix 8: Critical Path Analysis (CPA)…………………………………………………………………………….43Appendix 9: Plastic Fantastic Logo and Colour Pallet…………………………………………………………..44Appendix 10: RACI Model……………………………………………………………………………………………….. 45P a g e 4 | 52Sensitivity: InternalAppendix 11: Costing Table…………………………………………………………………………………………….. 46Appendix 12: Project Risk Assessment……………………………………………………………………………… 47Appendix 13: Risk Probability Impact Chart (Maylor, 2010)………………………………………………… 48Appendix 14: Project Risk Profile Template………………………………………………………………………. 49Appendix 15: Project Risk Control Measures…………………………………………………………………….. 50Appendix 16: Stakeholder Analysis……………………………………………………………………………………51P a g e 5 | 52Sensitivity: InternalIntroductionThis project report will introduce Plastic Fantastic (PF) along with its aims and futureintentions. It will then cover an analysis of the external environment it could operate in,supported by secondary research and the internal resources and capabilities available at thiscurrent time. Using the situational analysis, options for potential future development can bemade, and a justification of the most appropriate option can be given. This option will thenbe taken forward as the specific project, where a plan of action using project managementtechniques will be made, to allow for the successful implementation of the project. Tosupport the project, primary data collection results as well as academic resources will beused to underpin and justify decisions.PF is a small University of Derby project undertaken by students in engineering and businessmanagement. The aim is to reduce plastic waste by turning recyclable waste into newproducts in order to reduce the impact on the environment, by reducing the volume ofsingle use plastic ending up in landfill. This will be accomplished through PF creatingrecycled plastic products for consumers to purchase. However, for this to happen PF needsto be developed into an active business, therefore, in order to do this an area of focus willbe identified from the following situational analysis.P a g e 6 | 52Sensitivity: InternalSection 1: Situational Analysis and Problem IdentificationSituational Analysis1.1 – PESTLEA PESTLE analysis has been chosen to develop an understanding of the macro environmentin which PF intends to operate. Jackson et al (2016) suggests a PESTLE should be used toassess the external factors PF will need to consider when launching its business. Fromresearch conducted into PF’s external environment Appendix 1 has highlighted key areas offocus, these are discussed below as they will have significant impact on PF.For PF to start selling products made from recycled plastic it needs to consider politicalfactors, as Appendix 1 shows that the UK government provides financial support toorganisations which use alternatives (Mintel, 2019a) this could be in the form of makingrecycled plastic products. To PF, finding financial support is important as this will allow forthe development of its operations, leading to the growth of the business, therefore,reducing the chance of failure which Patel (2015) found is very high with 90% of start-up’sfailing. Environmentally friendly products are currently trending, this is seen in theenvironmental factors identified in Appendix 1 by Mintel (2018), which show that 47% of alladults are concerned about plastic pollution. This growing concern benefits PF as thatpercentage of adults in the UK relates to over 30 million people (ONS, 2019c), thisdemonstrates a potential lucrative market which PF has the ability to tap into.This growing concern shown by adults in the UK has also had an impact on socio-culturalfactors in the external environment. This factor identified that higher education levels arehelping younger generations understand modern day issues and identify businesses notdoing their part to be sustainable. This concern has encouraged a push which will forcebusinesses to continue reducing the use of virgin plastic (Mintel, 2019b) for moresustainable and less harsh materials. Furthermore, this educational awareness has created asocial culture which is questioning the trustworthiness of organisations in the eyes of theconsumer. This may in the future impact on start-up businesses making it more difficult tosurvive unless this sustainable culture is embedded, as it will be expected by the consumer.P a g e 7 | 52Sensitivity: Internal1.2 – Porter’s Five Forces ModelThe Porter’s Five Forces Model for identifying competitiveness within the market (Jackson etal, 2016) has been chosen to provide an insight into the industry PF intends to enter. As PF isnot currently an active business it is important to understand the possibility of market entry.Appendix 2 shows Porter’s model in relation to PF. By using the research conducted for thePESTLE, assumptions of the competitiveness in this niche industry can be made. The mostimportant factor identified is ‘threat of new entrants’ this is because there is a need tounderstand the possibility of market entry. It has been identified in Appendix 2 as ‘High’because Lynch (2015) suggests that new entrants come into a market which is lucrative withlow barriers to entry. The idea of this industry becoming lucrative is supported by theidentification of the growing environmental concern in the UK, the PESTLE analysis identifiesthat consumers disposable income has grown 1.4% from 2018 (ONS, 2019a, P2), meaningthat consumers may be more open to buying more expensive sustainable non-essentialproducts. If PF can take advantage of first mover advantage to gain suppliers and buyerstrust before they have to start competing against other businesses within the market it willdevelop strategic competitive advantage from having the resources necessary to competesuccessfully.Following this the next important factor to PF is ‘power of buyers’. Appendix 2 identified thisas having a ‘Low’ threat, this is due to a lack of substitute products using recycled plasticthat the consumer can buy. This leads to a lack of choice for consumers currently, whichreduces their power over PF. However, this will change to become a higher threat as themarket develops and more businesses enter to take advantage of potential profit margins,due to the implementation of choice for the consumer.1.3 – Resource & Capabilities TableTo identify PF’s current internal Resources and Capabilities (R&C) an R&C table has beenused. Appendix 3 shows that PF has few physical resources with only its under-developedmachines as assets, these will shred and transform recycled plastic into new products. Dueto students building the machines it helps identify the skills at PF and the ability toP a g e 8 | 52Sensitivity: Internalunderstand how the machines work. Therefore, allowing for the capability to meetconsumers ever changing needs and wants from organisations.However, Appendix 3 has confirmed the lack of R&C’s at PF by showing gaps in importantareas such as financial, human and physical. This will impact on the ability to start-up thebusiness and compete within the market. Therefore, this is a key issue which needs to beinvestigated in order to complete the strategic management equation (Ramsbottom, 2019)to be able to develop value and strategic competitive advantage.Following on from the situational analysis above, this report will define PF’s problemstatement. This will then be used to identify and justify potential projects, PF could takeaction on moving forward, in order to resolve the main problem identified from the aboveanalysis.P a g e 9 | 52Sensitivity: InternalProblem IdentificationAs PF is a university project rather than an established business in the market, poses majorchallenges in developing a successful business through a business improvement project.Therefore, thought needs to be given on the possibility and scope of potential projects. InPF’s case the situational analysis and Appendix 3 highlights the lack of resources andcapabilities, therefore, limiting the ability to collect plastic and create high volumes ofrecycled products for resale.For PF to be successful and overcome its problem, a way to control the volume of plastic itreceives for processing and increasing brand awareness needs to be found. If a solution tothis is not found then PF as a project will collapse and seize to exist, however, for PF a singleproject may not be sufficient to lead to success therefore, the key and most importantproject needs to be identified.Primary ResearchPrimary research refers to the type of research where first-hand, original data is collectedfor a specific topic (Ramsbottom, 2020a). Primary research for this report has been carriedout in order to tailor specific questions to PF’s needs and collect current data. The datacollection methods chosen were:– A questionnaire was chosen as a quantitative research method to gather data fromstaff and students at the University of Derby. (See Appendix 4)– A semi-structured interview was chosen as a method of qualitative data collection.This is a purposive sample as the participant was selected due to their role at theuniversity. (See Appendix 5)The scope of the research was limited with only 39 respondents to the questionnaire,however, the data collected demonstrates clear conclusions and trends which can be said torepresent the whole of the target audience. A limitation of this research is that it was aimedat the University of Derby, therefore, in the future to understand the needs of the widercommunity, PF will need to carry out more research. The data collected from these will beused to support and justify decisions which will be made regarding project choice and thedevelopment of the detailed project plan.P a g e 10 | 52Sensitivity: InternalSection 2: Possibilities (Options)Ideas for ActionBelow are two project options which could be undertook by PF to resolve their currentissues as identified in the problem statement. The purpose of this section of the report is toprovide “justification for undertaking a project” (APM cited in Maylor, 2010, P184), byweighing up the benefits, costs and risk. To apply this to PF a table has been constructed toscreen and filter the options discussed below.Option 1:The first option for PF is to develop its internal resources and capabilities throughdeveloping the foundations of an inbound supply chain in order to produce products. To dothis PF will have to collect plastic from the university. A method which can be used is PFsetting up a plastic bottle collection across University of Derby campuses. For this to besuccessful awareness will need to be raised, focusing towards staff and students inparticular to donate their plastic waste. Carrying out this option will develop the inboundlogistics and provide PF with the raw material to allow for the creation of new products,which can then be sold back to the staff and students in the atrium at the Kedleston Roadcampus.This option will benefit PF as it will be a low volume, targeted approach to collecting plasticfor production which will avoid causing issues due to a lack of storage in the initial phases.Another benefit is that this inflow will allow for PF to start generating an income, whichcould lead to the ability for future business improvement projects to grow the business.However, with this option there is risk which will be discussed as part of the FinancialAppraisal in the table below.Option 2:The second option for PF is to take advantage of the latest trends and market PF to potentialconsumers. To do this PF will need to raise awareness of the project. This can be donethrough the creation of social media to market PF across the University of Derby and widercommunities. It could also involve working with the Students Union to voice PF acrossuniversities throughout the UK. In doing this option it will develop a following over time,which then could allow for an established method of marketing products made by PF toconsumers.P a g e 11 | 52Sensitivity: InternalThis option will benefit PF as it will raise awareness of the project as currently 31% of peopleknow what PF is. This method may also make selling products more successful as consumerswill know the story behind PF. However, this option has its issues, one of which is that it willbe very time consuming and with PF having no permanent staff, having someone with thesocial media understanding or skills to be able to implement the success of this option willbe difficult. A risk associated with this option is that even with a social media following it willnot guarantee purchasing of products made by PF, therefore, this option will not generatean income to support PF’s growth.Below is a table displaying both project options for PF, it has been created using Maylor’s(2010, P99) suggestion on how ideas can be screened and filtered to narrow down options.This will be used to decide which project is more suitable in PF’s current environment, todevelop the specific project plan.2.1 – Screening and Filtering Table Screening/FilteringOption 1Option 2Market Assessment of theIdeas:Doing this identifies whichideas are more attractivewithin the market(Maylor, 2010)Appendix 4 shows that 51% of therespondents want to buy recycledproducts, even if it is moreexpensive than the non-recycledequivalent. The questionnaire alsodemonstrates the willingness ofrespondents to recycle usingdedicated PF bins with 92%responding “Yes”. Therefore, thishighlights the demand andwillingness in the market for PFproducts, which means that there isa need for the development of asupply chain to meet this demand.Appendix 4 highlights the lack ofawareness of PF as 69% ofrespondents have not heard of PFbefore. Therefore, there is a need tocreate awareness so thatassociations can be developedbetween brand and consumer. Ashighlighted in Appendix 5, raisingawareness of student’s personalemissions and impact on theenvironment may be an effectivecatalyst to raise awareness of PF.Financial Appraisal:Identifying the cost of theoption available to PF.Option 1 has a cost associated withit. As there is a need to purchase abin which is shown in Appendix 6 tocost £47.96. This can be used for thelow volume plastic collection neededat this current time. This option mayOption 2 has no financial costassociated with it as raisingawareness through the use of socialmedia on a basic level is free.However, with this option there is alarge time cost associated with it P a g e 12 | 52Sensitivity: Internal become time consuming for teammembers visiting sites to collectplastic.due to the need for constantcontent creation and pagemanagement. This option also has ahigh level of risk due to the lack ofguaranteed success.Strategic:Identifying the strategic fitof the option and if itmeets the currentcompany mission (Maylor,2010)Meets vision and goals of PFidentified in this reportsintroduction, as it reduces thevolume of plastic going to wastebecause it is being transformed intonew products rather than heading tolandfill.Meets vision as it will raiseawareness of current environmentalissues. However, it won’t meet thestrategic goals of PF to reduce thevolume of single use plastic endingup in landfill.Technical:Deciding the technicalpossibility to successfullydeliver the option(Maylor, 2010)PF has the support of the EstatesDepartment at the University ofDerby, which manages the wasteproduced by site visitors. PF also hasthe ability to collect donated plasticon university sites. Appendix 5,shows the potential futuredevelopment of a plastic bottledeposit scheme which PF can thencollect and use for product creation.This demonstrates the potentialcapability of the Estates Departmenttaking over inbound logistics for PF.PF is a student run project, wherestudents choose to join the projectas part of their dissertation eachyear. Due to the optional nature ofthis project, there may not be thehuman resources to maintain thisoption in the long term. Even withhaving the human resources, thesestudents may not have the skills,ability or time to devote tomarketing PF. From the above analysis and the filtering and screening table, the option that is mostsuitable for PF is Option 1. This option allows for PF to collect the volume of plastic initiallyneeded to create products for resale while taking into consideration the limited resourcesand capabilities of the project. Option 2 has been deemed not necessary yet as Appendix 4shows a level of awareness of PF. This option may be difficult to implement due to the lackof human skills and time to market PF using social media, as well as in the short term thiswould not generate an income to sustain the project into the future. Therefore, this optionP a g e 13 | 52Sensitivity: Internalcould be a potential future project for PF once trading. The specific project section will showthe project plan for Option 1.P a g e 14 | 52Sensitivity: InternalSection 3: Specific ProjectThis report so far has identified the external environment and internal capabilities of PF,which has led to the proposal of two potential projects for business improvement. From this,Option 1 was identified as being the most suitable project option, therefore, this section ofthe report will go in depth and detail the plan of how PF should carry out, implementchange and monitor success of this option. For Option 1 to be classified as a project, theProject Management Institute (2004) suggests that it needs to be a temporary activity inorder to create a unique result. This is supported by Maylor (2010) as he suggests that on abusiness level, projects are ongoing in every organisation as they execute the strategy of thebusiness.The focus and aim of Option 1 the ‘Plastic Collection’ project will be to create a sustainableinflow of plastic waste, by collecting donated plastic from staff and students at theUniversity of Derby. This supply can then be transformed to create products for resale onuniversity campuses to generate an income for PF, this income will generate the cashneeded to grow the business into a success. In completing this project, PF will be able toenter the market for recycled products and take advantage of the demand for theseproducts, due to growing consumer concern for the environment as discussed in thesituational analysis of PF in Section 1 (See Appendix 1). This secondary research reflects PF’starget audience of staff and students at the University of Derby as Appendix 4 shows thatrespondents concern for the current environment is a 7.51 out of 10.The objective of the ‘Plastic Collection’ project is for PF to collect plastic bottles from staffand students across all of the university campuses by having a weekly collection. In doingthis PF will collect enough plastic to start production of products for resale and generate anincome to support the growth of the project into a fully functioning business. Success of thisproject will be achieved when the triple constraint is met, which Pinto (2016) suggests iswhen these three criteria are met; time, budget and performance the project will besuccessful. Therefore, this project will be successful when it is completed within thesuggested 26 day time frame shown in the critical path analysis (See Appendix 8), meets thebudget outlined in the costing table (See Appendix 11) and finally when the performance ismet which will be identified by the engineering students having the ability to continuouslyproduce products which can be sold.P a g e 15 | 52Sensitivity: InternalTo achieve this PF will need to follow the detailed plan of action below, which uses multipleproject management tools designed to “optimise the project process and to preventproblems in the process” (Maylor, 2010, P657 cited in BCP book).P a g e 16 | 52Sensitivity: InternalSection 4: Detailed Plan of Action4.1 – Gantt Chart:APM (2015) suggest a number of core competencies that a project manager should hold,one of these competencies is schedule management where by managers identify and planwork activities that are needed to implement change such as a project. To do thissuccessfully a project manager can use a planning method such as a Gantt Chart (SeeAppendix 7), this is a bar chart that illustrates each of the projects tasks in order with thetime they occupy (Burgard, 1989). Freeman (2019) suggests a benefit to using a Gantt chartfor project management is that it allows for project information to be visualised clearly,therefore, allowing stakeholders to understand the breakdown of the project without theneed for an explanation. However, Freeman (2019) goes on to mention that using a GanttChart can be a time consuming role, especially if adjustments to earlier tasks need to bemade.For PF this tool allows for the identification of tasks and the order in which they need to becompleted in, to successfully implement the project. Appendix 7 shows 21 tasks which makeup the entirety of this project, from the first task of setting up a meeting with the Universityof Derby management team on the 14th September, through to reviewing the plasticcollection at the end of the initial project on the 2nd December. Three tasks in the ‘PlasticCollection’ project are ongoing whereby they should be able to continue to repeat as aresult of this project, these tasks are collecting plastic, transferring plastic to the engineeringteam and reviewing the collection.4.2 – Critical Path Analysis:The use of scheduling systems such as Critical Path Analysis (CPA) is essential to ensuringprojects are kept on task and finish on the allocated completion date (David and Pierce,2013). CPA has been chosen for this project as it shows the total project time from start tofinish and includes the time it takes to complete each task, this allows for the critical path tobe highlighted. The critical path is the longest-duration path through the diagram, andcannot be delayed without delaying the entire project (Ramsbottom, 2020b). To avoiddelaying the project, the resources being used in the slack tasks can be transferred to thecritical tasks to ensure completion without delaying the project.P a g e 17 | 52Sensitivity: InternalPF’s CPA as shown in Appendix 8 uses the tasks identified from the Gantt chart excluding thecontinuous tasks mentioned above. It shows the order tasks need to be completed in toallow the project to move forward onto the next stage. For the ‘Plastic Collection’ projectthe majority of tasks cannot be carried out simultaneously, for example, the task of gettinguniversity approval is unable to be carried out without setting up a meeting before hand,therefore, the task of setting up a meeting cannot take place at the same time as themeeting itself. Tasks which can be carried out simultaneously are 5, 6 and 7 as they all worktowards researching the requirements and creating the design for the dump bin which willbe used to collect plastic, however, they all need to be completed before being able tomove onto task 8 which is contacting companies, therefore to meet the deadlines Appendix9 shows a logo for PF which can be used as well as a colour pallet to be used for the bindesign. If PF follow this CPA without any delays the critical path for this project is 26 days,therefore, showing that PF can start collecting plastic less than one month after the projectcommences.4.3 – RACI:The RACI model stands for Responsible, Accountable, Consulted and Informed. Tartell (2017,P12) states that the model is used to “clarify roles and responsibilities, and make visible whohas the authority to sign off on each step or on the overall project”. It is important to do thisas if there is uncertainty, Hanlon (2019) suggests it will slow decision making, therefore,causing a delay in the project.The table in Appendix 10 identifies the tasks each stakeholder group of the project areresponsible for. For the task of creating a poster to promote the collection, businessstudents have been identified as being responsible and accountable for the task, as they willhave the skills and understanding of what is needed to create an informative poster. TheRACI table also identifies that the engineering students should be consulted for ideas as wellas informing the project lead of the progress of the task. Appendix 10 also clarifies the rolesand responsibilities of the continuous tasks such as collecting plastic; it shows that bothbusiness and engineering students are responsible for collecting the plastic as this is astudent focused project, the university needs to be informed on the plastic collection whichwill be covered through the approval processes, and the project lead is accountable in thisP a g e 18 | 52Sensitivity: Internalsituation as the students will be representing PF while collecting, so if any issues were toarise then the university will hold the project leader accountable for their actions.4.4 – Costing Table:Although this project has limited costs associated with it, it is still important to plan for andmanage a budget for the project. In doing so it allows PF to monitor their progress to meetthe ‘budget’ element of the triple constraint and ensure project success can be achieved.Appendix 11 shows PF’s costing table for the ‘Plastic Collection’ project, it shows thebreakdown of the resources required, in terms of quantity and total cost. The total projectcost is £57.96, this sum is a total of the cost of a single dump bin costing £47.96 and anestimated cost of coloured poster printing for 100 sheets totalling £10.4.5 – Risk Assessment:Risk is an event or condition which is uncertain, it could have either a positive or negativeeffect (PMI, 2013). Conducting a detailed project risk assessment using various techniquesaccording to Boyce (2003) is important to achieve the ultimate goal of project managementwhich is meeting the triple constraint. Doval (2019, P99) states that “projects by their natureare risky, so the project manager has a key role in identifying, planning, and managing risks”.Therefore, a detailed risk assessment has been carried out to control and monitor PF’s‘Plastic Collection’ project (See Appendices 12, 13, 14 and 15).To start with an initial risk assessment was carried out (See Appendix 12). The table shows10 potential risks associated with the project, while identifying the probability and impactthese risks would have if they were to occur. In relation to this project a high risk is staff andstudents not donating plastic, this has a medium probability as they could continue to useuniversity waste bins and a high impact because if no plastic is donated then PF cannotmake products for resale. This risk was identified in the interview with Quality andCompliance Manager Helen Rutherford (See Appendix 5), therefore, PF need to make it easyfor students to donate in order to successfully collect plastic. An example of a low risk forthis project is the dump bin not meeting the needs of PF, this has a low probability as therequirements for the bin will be researched to ensure it meets needs, and the impact is lowas it cannot stop PF from collecting plastic.P a g e 19 | 52Sensitivity: InternalAppendix 13 shows a Risk Probability Impact Chart by Maylor (2010), it is used to plot therisks identified for the project onto a colour coded diagram. Depending on where the risksare located on the chart will determine which risks should be focused on. The risk of noapproval by the university has a low probability but a high impact, therefore, Appendix 13shows it in a red box. This means that PF should focus on this risk more than a risk in thegreen for example the bin not meeting needs, although this risk will not have an impact onthe project it should not be ignored as it is still remains a risk.To further develop the project risk assessment and to understand how PF could managethese risks Appendix 14 shows a Project Risk Profile Template, this take
