Академический Документы
Профессиональный Документы
Культура Документы
1.0 Executive summary 2.0 Background Information 3.0 Chosen methodology 4.0 Analysis and interpretation of results 5.0 Conclusions and recommendations 6.0 Appendix
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development and installation of software and hardware to run it and renovate the President and Executive Vice Presidents offices. Estimates of the total cost of the project office improvement not included added up to $17 million; however, Ron agreed to commit a maximum of $17 million from the company to finance the entire project and set a deadline of eighteen months for completion.
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For the purpose of the Final Project, this Project Plan is limited to Scoping and Planning processes only. This Project Plan also excludes the analysis of market and other risks, and procurement processes not relevant to the purpose of the Final Project.
3.2 Scoping
It is assumed that Woodys Directors and key management personnel formed a team, where decision makers and operational-level staff are represented, acting as responsible stakeholders of the Woody 2000 project. Given the impossibility to conduct a scoping meeting, its deliverables (COS, requirements, etc.) are estimated from the proposed project agreed between the companys Directors and key management and used as input for the Project Overview Statement.
Company has appointed a team of stakeholders to act as responsible for the Woody 2000 project. For the purpose of this Final Project, it is assumed the construction project will be concurrent with the other deliverables contemplated in the Woody 2000 project.
cause of delay in projects (Klemetti, 2006), hence the need to establish a milestones and milestone review meetings. It is assumed that budget allocation was done without a proper analysis, therefore financing of the construction project should be closely monitored, and, if possible, updated. For the purpose of this Final Project, no cost analysis or non-relevant risk analysis has been developed; however, comprehensive risk identification is developed during the Planning process.
Based on assumptions and interpretation from relevant resources (Singh, 2009), a WBS for the construction project would be as follows:
1. Planning 1.1. Design of expansion 1.2. Timing and budgeting 2. Procurement 2.1. Contractor quoting 2.2. Contractor hiring 3. Construction 3.1. Site clearing 3.2. Excavations 3.3. Foundation 3.4. Mounting steel structure 3.5. Roofing 3.6. Mounting walls 4. Installation 4.1. Electrical installation 4.2. Plumbing installation 4.3. Mechanical installation 5. Finishing works 6. Testing 7. Client sign-off
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3.3.2 Estimates
For the task duration estimate, a three-point technique was used based on relevant information from relevant resources (Singh, 2009). For the purpose of this Final Project, only task duration and resources are estimated. 3.3.2.1 Task duration
No. A B C D E F G H I J K L M N O P
Task Name Design of expansion Timing and budgeting Contractor quoting Contractor hiring Site clearing Excavations Foundations Mounting steel structure Roofing Mounting walls Electrical installation Plumbing installation Mechanical installation Finishing works Testing Client sign-off
Optimistic 90 10 5 5 3 10 15 35 30 45 25 30 45 5 5 2
Pessimistic 180 30 15 15 10 25 35 60 60 85 45 50 90 20 20 10
Estimate 125 17 10 10 6 16 22 49 45 62 35 40 63 11 11 5
Company Custom Woodworking Co. Principal, Schemers and Plotters (S&P) Expert Industrial Developers (EID) I. Beam Construction Ltd. Classic Cladding Co. Zapp Electric Co. I. C. Rain Ltd.
Area
Industrial design consultants Industrial property developers and contractors Steel fabricators and installers Cladding and roofing contractors Electrical contractors Water-proofing contractors
Resource Name Team Responsible for Woody 2000 R. Schemers I. Kontrak D. Rivett B. Leakey O. Volta C. Droppe Final Project - 9
A. Dent W. Easley
Source: Author 3.3.2.4 Resources Breakdown Structure 1. Custom Woodworking Co. 1.1. R. Schemers 1.1.1. Principal, Schemers and Plotters (S&P) 1.2. I. Kontrak 1.2.1. Expert Industrial Developers (EID) 1.3. D. Rivett 1.3.1. I. Beam Construction Ltd.
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1.4. B. Leakey 1.4.1. Classic Cladding Co. 1.5. O. Volta 1.5.1. Zapp Electric Co. 1.6. C. Droppe 1.6.1. I. C. Rain Ltd. 1.7. A. Dent 1.7.1. Tinknockers Associates 1.8. W. Easley 1.8.1. Project management consultants Post-implementation audit report
Ti i gandbudget i g mn n St ar t : 10/ 30/ 12 Fi i h: 11/ 21/ 12 ns Res : Cus t om W oodw ki gCo. or n I D: 3 Dur : 17days
Cont r act or hi i g rn St ar t : 12/ 6/ 12 Fi i h: 12/ 19/ 12 ns Res : Cus t om W oodw ki gCo. or n I D: 7 Dur : 10days
3.3.4 Schedule
3.3.4.1 Gantt chart
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Source: Author
I.
Top 3 risk drivers a. Vendor/contractor relations b. Decision making process in a family owned enterprise c. Financing
Risk mitigation I. Vendor/contractor relations a. Accept b. Since industrial construction tasks require to be outsourced, closely monitor contractor performance, especially for those tasks in the critical path II. Decision making process in a family owned enterprise a. Mitigate b. Interference in the decisions of the team responsible for the Woody 2000 project must be avoided; a decision making process must be clearly established to avoid unnecessary interference III. Financing a. Mitigate b. Payments are to be made to contractors once they complete their work and it has been verified against COS Risk monitoring I. Vendor/contractor relations a. Risk owner: Team responsible for Woody 2000 project
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b. Action to be taken: The team should make sure expectations and boundaries are set, that contractors are familiar with technology and that specifications on the work to be performed is understood; also, both are responsible for managing the relationship with vendors during contract duration c. Outcome: Considering the risk of involving outsourced work, any delay or possible slippage on schedule must be anticipated to the project manager II. Decision making process in a family owned enterprise a. Risk owner: Project manager b. Action to be taken: Establish a decision making process in order to minimize interference c. Outcome: Team responsible for Woody 2000 project should communicate any interference in the decision making process III. Financing a. Risk owner: Team responsible for Woody 2000 project b. Action to be taken: Make sure funding is guaranteed for payment to contractors and purchase of materials; immediately communicate to project manager any possible cost overrun identified c. Outcome: Procure funding for cost overrun, clearly identifying reasons and their impact
The proposed Project Plan objective is to address the shortcomings in project management processes of the personnel involved in the Woody 2000 project that lead to a series of concatenated errors deriving in large cost and schedule overruns as well as serious operational problems at the plant. For the purpose of this Final Project, this Project Plan is exclusively focused on the development of one deliverable of the Woody 2000 project. The first change introduced is to assume that Woodys Directors and key management personnel formed a team, where decision makers and operationallevel staff are represented, acting as responsible stakeholders of the Woody 2000 project. In the case study, the selection of whos in charge of the project was done without any analysis of the project necessities. In the case study, given that the responsible of the project had no idea of project management practices, no PMLC model was defined. In the Project Plan, an Adaptive Project Framework (APF) is the recommended PMLC model for the construction project. It is proposed a comprehensive project management plan, including all the five process groups (scoping, planning, etc.) and their proper sequencing. In the case study, there was no process guiding the project development. A communications plan will be put in place to ensure all the stakeholders are kept informed of the progress of the project. A complete project schedule with critical milestones identified is presented, along with a resources and work breakdown schedules. In the case study, there were no milestones or schedule available.
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The identified milestones will act a monitor tool to identify whether any delays are expected, and to approve work performed by contractors.
A concise risk management plan is presented. After the testing of the building and installations, the contractor should obtain the Certificates of Occupancy and Completion Certificates in order to obtain the client sign-off.
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6.0 Appendix
6.1 Documents to be used in the Project Plan
As described by Wysocki (2009, p.288), the documentation that should be included in the Project Plan is the following: Project Overview Statement (POS) Project proposal and backup data Original and revised project schedules Minutes of all project team meetings Copies of all status reports Design documents Copies of all change notices Copies of all written communications Outstanding issues reports Final report Sample deliverables (if appropriate) Client acceptance documents Post-implementation audit report
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Fewings, P. (2005) Construction Project Management, University of Liverpool Catalogue [Online]. Available from: http://lib.myilibrary.com/?id=26774&entityid=urn:mace:eduserv.org.uk:athens:provider:li v.ac.uk (Accessed: 11 April 2012)
Klemetti, A. (2006) Risk Management in Construction Project Networks [Online] Espoo: Helsinki University of Technology. Available from: http://lib.tkk.fi/Reports/2006/isbn9512281473.pdf (Accessed: 3 April 2012)
Microsoft Corporation (2012) Project Help and How-to [Online] Available from: http://office.microsoft.com/en-us/project-help (Accessed: 11 April 2012)
Project Management Institute Inc. (2008) A Guide to the Project Management Body of Knowledge (PMBOK Guide). 4th ed. Pennsylvania: Project Management Institute Inc.
Singh, H. (2009) Construction Project Management, University of Liverpool Catalogue [Online]. Available from: http://site.ebrary.com/lib/liverpool/Doc?id=10416826 (Accessed: 11 April 2012)
Wideman, M. (n.d.) Project Management Case Study: The Custom Woodworking Company Woody 2000 Project [Online]. Available from: http://www.maxwideman.com/papers/woody2000/intro.htm (Accessed: 11 April 2012)
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Woodward, J. (2009) Construction Project Management: Getting it Right First Time, University of Liverpool Catalogue [Online]. Available from: http://ezproxy.liv.ac.uk/login?url=http://www.icevirtuallibrary.com/content/book/100221 (Accessed: 11 April 2012)
Wysocki, R.K. (2009) Effective Project Management: Traditional, Agile, Extreme. 5th ed. Indianapolis: Wiley Publishing.
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