Project Management Plan

September 8, 2017 | Author: Sumann Ballaa | Category: Risk Management, Risk, Industries, Business, Engineering
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PPMP20008: INITIATING AND PLANNING PROJECTS ASSIGNMENT ON PROJECT MANAGEMENT PLAN DISPLAY SUITE FITOUT FOR QUEEN VICTORIA STREET FREMANTLE APARTMENTS WA

AMD CONSTRUCTION 204 BROKE STREET SYDNEY, NSW 2000

SUBMITTED ON: 20/5/2016

SUBMITTED BY: ANH NGUYEN PHAM (S0252679) BHUWAN GIRI (S0273826) RAMESH BHATTARAI (S0266380) SUMAN BALLA (S0276219)

TABLE OF CONTENTS INTRODUCTION (BHUWAN) PROJECT MANAGEMENT APPROACH PROJECT SCOPE MILESTONE LIST SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE (SUMAN) CHANGE MANAGEMENT PLAN COMMUNICATIONS MANAGEMENT PLAN COST MANAGEMENT PLAN PROCUREMENT MANAGEMENT PLAN (RAMESH) PROJECT SCOPE MANAGEMENT PLAN SCHEDULE MANAGEMENT PLAN QUALITY MANAGEMENT PLAN RISK MANAGEMENT PLAN (RAY) RISK REGISTER STAFFING MANAGEMENT PLAN RESOURCE CALENDAR COST BASELINE 2

QUALITY BASELINE SPONSOR ACCEPTANCE

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1. INTRODUCTION This project management plan encompasses all the required plans and sub-plans which are rudimentary for success of a project. This project report includes the total budget and the number of employees and the equipment required for the execution of the project in a given time frame for each work. All the information is provide below in the project plan. 1.1 Purpose The primary purpose of this project, Display suite fit out, includes demolition of existing interior with construction, furnishing, electrical works, lighting and finally plantation and landscaping on the basis of detail demolition and construction drawings provided by Hassell Architectural Design as discussed earlier. 1.1.1 Plan description It is a commercial suit design for apartment. In fact it is like a dummy so that the stakeholder can see what the company is going to build in the near future. 1.1.2 Plan pre requisite Architectural drawing is the first prerequisite for the project, Cost is another factor, working hour and time also plays important role too. 1.1.3 External Dependencies Social factor like noise pollution, air pollution may occur during dismantle work, work cannot commence at night, to reduce sound pollution and complains. 1.1.4 Monitoring and control Project manager is responsible for the monitoring and control of the whole project. Frequent monitoring and control is necessary so that the project is completed in right time with correct budget 1.1.5 Budget As the project is sponsor by DHA, DHA is paying the money for this project. The budget of our project is AUD 39,000.00. and the time for the completion is 85 days approx.. 1.1.6 Tolerance There is ± 10% tolerance in both working time and in budget. It is because any incident can postpone the work schedule which cause delay in completing the task which ultimately lead to raise in finance. 3

1.1.7 Schedule The schedule of our project is shown in Gantt chart which is attached in the appendix. change in the plan or date should be informed to the team members of the project by the project manager.

2. PROJECT MANAGEMENT APPROACH Richard Macculum is the project manager and has the full power and is responsible for managing and for the execution of the project as per the Project plan and it’s all other subsidiary plans of managements. The project requires many persons from different field of interests such as Engineers, general and skilled labors, foreman and the equipment and machines for the demolition process. The project manager will use all the resources and works according to the management plan for the proper execution of the project. The total project and subsidiary plans should be checked and needs approval from the project sponsor, CWB. Also, the funds are arranged by the CWB for the project. If any other approval is required then for that a written format is made and signed by the sponsor as well as by the project manager for getting any permission from the authorities. The project manager is responsible for communicating with organizational managers on the progress and performance of each project resource.

3. PROJECT SCOPE The scope of this project includes the planning, design, development, testing, and re-construction of the apartment. This project will meet or exceed organizational standards and additional requirements established in the project charter. The scope of this project also includes completion of all documentation, manuals, and training aids to be used side by side with the demolition and construction process. Project completion will occur when the demolition, construction and documentation have been successfully executed. All project work will be performed internally and no portion of this project will be outsourced.

4. MILESTONE LIST

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The table given below shows the milestones for the demolition and re-construction of the given project. This project includes only major milestones of the project and rest of sub-plans are described in other parts of project plan are described in other sub headings and WBS. If delay happens during the project execution which may affect the milestone then the manager should be notified as soon as possible so as to avoid the delays and to provide the delivery on time. Any change in the plan or date should be informed to the team members of the project by the project manager.

Milestone Demolition Floor Work

Demolition ceiling work

Finishing floor works

Description Date All equipments and labours are required demolish the 22/02/20 floor. Demolition of tiles, removing skirting,

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removing carpets This includes demolition of ceiling tiles, removing

8/03/201

air conditiong ducts, lights, removing electrical wires

6

and support frames of iron or steel. This includes fixing doors and windows, installation

29/04/20

of carpets, electrical supplly and wire and

16

equipments installation, water supply and necessary equipments installation, paint, sanitory works and Finishing ceiling work

brickwork. This includes re-alignment work of vent and grill,

26/05/20

celing tiles installation, fibre cement works , roof and

16

external painting works.

5. SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE .

5

Schedule baseline is the approved project schedule and is part of project plan (PMBOK 2013). The project Display suite fitout for Queen Victoria Street consists of work packages which are more than 8 hours to but do not cross 56 hours of work. The project work packages were formulated with sound collaboration among the team personnels and inputs from various sources from the past were too incorporated. All work packages are defined in the WBS Dictionary for this refurbishment project which include all tasks, resources, and deliverables. Every work package in the WBS is defined in the WBS Dictionary and will aid in resource planning, task completion, and ensuring deliverables meet project requirements. All team individuals contributed for this project and the schedules were taken from WBS and ProjectCharter. Only after the approval of project sponsor, the project got base-lined. Further schedule are to be updated with Ms Project by the Project Manager. If there are to be any proposed changes to the current schedule, it will follow control process. With the combined consensus of project manager and team, the determination of the effects on the change on schedule, resources, cost and risks will be carried out.If there is to be changes, it should be approved by the Project Sponsor which will then be incorporated by Project Manager in all stages. The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix A, Project Schedule and Appendix B, Work Breakdown Structure.

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6. CHANGE MANAGEMENT PLAN Change management incorporates the change control process. A standard template can be used in the project when there is needs for change in daily schedule of work due to shortage of material or unavailability of labor. Even a small change in project must be carefully carried out as it may impact overall duration of the project. The whole cycle should first identify the necessity of change, record it in a register, carry out evaluation for its necessity, submit the request for change and finally present it on to the board and implement if it is passed by the board and implemented by the project manager. Any of the team Any team member or stakeholder may submit a change request for the SmartVoice Project. The SmartVoice Project Sponsor will chair the CCB and any changes to project scope, cost, or schedule must meet his approval. All change requests will be logged in the change control register by the Project Manager and tracked through to completion whether approved or not.

7. COMMUNICATIONS MANAGEMENT PLAN 7.1 Communication Management Approach The effectiveness of communication is administred by the Project Manger. This can be ensured by use of Communication Matrix for documentation of all forms of communication. Communication matrix is the bible of communcation which consist of information about who should be involved in communication, when to make the communication and whom to communicate. With the progress of project amendments will be required in this matrix which may be driven by variation in personnel, scope, finance and other reasons. The project manager is the key person who administers all the proposed and approved modifications to the whole communication management plan. Only after approving the chages, project manager will make updates on the plans and helping documents and eventually circulate the updated communication plan to the team members and stakeholders. This process should be in sync with project’s Change Management Pland which surely helps to keep all the stakeholders in the loop so that everyone is aware of the changes in communication management.

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The communication matrix of project team presented below encompases the communications requirements. It will be a guideline for information communication.

Name

Title

Jarvis John

Project Sponsor

Richard Mac

Project Manager

Cullum Kenya Kent Smith Young Civil Engineer Tek Karki

Supplier Quality Specialist Suman Bang Foreman

E mail

Office Phone

[email protected] om [email protected] com

[email protected] .com [email protected] l.com [email protected] com [email protected]

0436988948

0436599944

0436598912 0436598458 0436597895 043654548

Cell

Communication

Phone preference 043659894 Collaborative 7 043659894 6

043959894 5 046329894 5 043458945 043779894 5

Environment Email

Cell Phone Schedule Office Phone Cell Phone

Roles of the team members are as follows: Project Sponsor: Project Sponsor is the lead person in the project and has the authority to authorize the project charter. Success of the project depends on the project sponsor and is the ultimate source of funding. Project Manager: Project Manager is the person who has bird’s eye view of the project at portfolio level and administers majority of the resources to the project. The project manager of this project oversees the overall demolition and all works that follow afterwards. Supplier: Supplier is responsible for making sure the materials are on time for demolition and construction Quality Specialist: Quality Specialist checks the strength and quality of the materials used in the project.

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Civil engineer: Civil engineer sees if the site works are running according to planned drawings Foreman: Foreman guides the general labor in carrying out laboring works 7.2 Communication method and technologies: A common method of communication is to be established for communication. Google Drive can be incorporated to share data and files among the team members. All team members should possess basic understanding of MS project and ability to develop, maintain and communicate schedule. Further, every team member is given with a personal profile with own username and password to access their portals online in a common platform or company website.

8. COST MANAGEMENT PLAN

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9. PROCUREMENT MANAGEMENT PLAN The process which helps in acquiring the goods that required in the project is known as Procurement Management Plan. There are various goods required in the completion of the project like brick, sand, cement, reinforcement, woods, natis, glue, tiles and many more. The procurement plan gives the clear idea about when , the required materials are to be deliver in the site in proper quantity. In the event a procurement becomes necessary, the Project Manager will be responsible for management any selected vendor or external resource. The Project Manager will also measure performance as it relates to the vendor providing necessary goods and/or services and communicate this to the purchasing and contracts groups.

SN

Description

Order Date

10

Received Date

Remarks

1

Bricks

2

Sand

3

Cement

5

Nails, Glue,

6

Tiles

7

Furniture works

10.PROJECT SCOPE MANAGEMENT PLAN The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. Project manager is sole responsible for the scope management of the project. It is defined by WBS, WBS dictionary.

1 Refurnishing an apartment

1.1 Demolition floor work

1.2 Demolition ceiling work

1.3 Finishing worksceiling works 1.4Floor Finishing

1.1.1Remove existing data GPO’S, carpet tiles, perimeter ducted skirting

1.4.1 Tile works

1.2.1 Remove lighting, grid, ceiling tiles

1.1.2 Front door brick work

Fibre cement works 1.3.21.4.2 Tile works 1.2.2 Relocate existing lights and electrical 1.3.3 Electrical works 1.4.3 Roof and external painting works

1.1.3 Form opening in partition wall for new door

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Project Schedule plan also includes WBS dictionary. WBS Number:

WBS Name:

Work Package?

1.1 WBS Predecessor(s):

Front door brick work WBS Description:

☒ Yes / ☐ No

None

This work package aims to remove existing window cut the double brickwork to accept a new front door of floor plan.

Must-Start Date: 02/02/2016 Must-Finish Date: 03/02/2016 WBS Estimated Effort: 2 days Assigned to: Team Leader: Michael

Resources: Labour, equipment, material Total cost: $1,100 AUD Assumptions and Constraints: There could be a time constraint due to fault in cutting the brick that also need an additional cost of material and worker to perfectly fix it

Robert (Phone: 0449133556) Project manager: James Smith (Phone: 0424445667) Technical information: Workers try to avoid break the concrete and the finishes of the internal and external brick wall nearby to prevent the cost to fix that place, and must be follow the safety instruction during performing task Quality requirement: After completion, the quality must be checked by expert and project manager, and the following task can be conducted conveniently.

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Acceptance criteria: Tasks are met the expectations of the expert and done on schedule of the project. There is no risk occur in the next following task

In our project we have different WBS dictionary. As we can see it has all the points that easily describes the Project scope management plan. We have attached the other WBS dictionary at the end.

11. SCHEDULE MANAGEMENT PLAN In project management, a schedule is a listing of a project's milestones, activities, and deliverables, usually with intended start and finish dates. 11.1 Resource Estimating Project estimation requires a level of expert judgement, not only in the project itself but more importantly expert judgement of the business environment in which the project is being delivered. Some areas of consideration are: 

Impact of inflation over the project lifecycle



Foreign exchange risk when using international suppliers



Can hedging or insurance reduce the exposure to the business



Required labor and labor rates



Material costs and assumptions 13



Costs of quality



Availability of historical information



Level of project estimation accuracy required

Duration Estimating Straightforward approach to the estimation of activity durations is to keep historical records of particular activities and rely on the average durations from this experience in making new duration estimates. Since the scope of activities are unlikely to be identical between different projects, unit productivity rates are typically employed for this purpose. For example, the duration of an activity Dij such as concrete formwork assembly might be estimated as:

11.1 Activity List

ID

Descrip

Name

tion

Predecessor ID Relations

3 4 5 6 7 8 9 10 11

CUT-BACK EXISTING PERIMETRE REMOVE EXISTING DATA AND GPO'S REMOVE CARPET TILES TO ACCEPT REMOVE EXISTING PERIMETRE DUCTED RELOCATE SECURITY CONTROL PANEL RELOCATE A/CON. CONTROLS REMOVE EXISTING SKIRTING FORM OPENING IN PARTITION WALL

3 3 3 6 7 8 9 10

hip FS SS FS+1day SS FS FS FS FS

13 14 15 15 16

FOR NEW DOOR Remove Lighting from the Ceiling GRID & CEILING TILES. REMOVE REMOVE EXISTING EXPOSED CEILING REMOVE EXISTING LIGHTS AND ELEC RELOCATE EXISTING MECH.GRILLS AND

11 13 14 15 16

FS+2days FS FS+1day FS FS+1day

20

Brickwork

19

SS

14

Successor Relati ID onship

21 22 23 24 25 26 27 28 29 31 32 33 34

Tile Works Doors and Windows Water supply Sanitary works Sanitary and CP Fixtures Electrical Works Electrical Fixtures Furniture Work Internal Painting work Re Alignment works of vent and grill Tile works Fiber cement works Roof and external Painting works

20 20,2 20,2 23 24 23 26 27 28 29 31 32 33

FS 20SS 20FS FS FS+1day FS FS+1day FS FS FS+2days FS FS FS

12.QUALITY MANAGEMENT PLAN Planning for quality management in a project increases certainty and reduces the risk of project failure attributable to inadequate project management processes that result in outputs failing to meet defined and agreed standards. A Project Quality Management Plan is a formal framework that defines the project management processes that will be applied ensure that the project is managed in accordance with relevant methodologies and standards so that the delivery of project outputs can be confirmed by the Steering Committee as ‘fit for purpose’ 12.1 Quality Planning: It includes identifying which quality standards are relevant to the project and determining how to satisfy them.

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12.2 Quality Assurance: It involves evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. 12.3 Quality Control: It involves monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

13.RISK MANAGEMENT PLAN The principle for managing risks for the Display Suite Fitout – Queen Victoria Street, Fremantle Apartments WA project includes a methodical process that the project team can determines, scores, and ranks the variety of risks occurring during conducting the project. Hence, the project manager can have the strategic plan to deal with the high level risk to promote the efficiently of the project. The project manager is able to prioritize risks based upon the effect they may have on the project by assigning the influence factor to each risk and measure the severity of the risk. The highest impact risks will be added to the project schedule and assigned to risk managers in order to take the essential method to exercise the corrective steps at the right time to minimize the risk as minimal during the schedule. The greatest impact risks have to ensure that they was monitored during the project schedule. When risks are determined, they will be qualified and the team will develop avoidance and mitigation strategies to each risk. Risk managers must provide status updates on the risks they was taking in weekly project team meetings, only in meetings including their risk’s planned timeframe. Based on this analysis of risk during then closing project, the project manager will identify any improvements resulted from the avoidance and mitigation steps that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base.

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14.RISK REGISTER Existing controls described &

Evaluation

evaluated

form of Risk

Reschedule or take Over costing more than budget allocated

5

A

H

In case project does not completes in

4

B

H

given time frame

Machinery break down

3

A

M

a bank loans

to reduce this risk

(L, M, H or

ENTITY>.

What we will do

Effectively assign P

Yes

the work for workers avoiding

Get in agreement

delay in tasks Assign the task

with the project

effectively to

owner for the extension of

P

No

avoiding delay or assign more

completion day

workers to do the

Hire another

delayed tasks have a technicians

machines or need the assist of technical expert 17

VH - see Sheet 1)

VULNERABLE

risk. (L, M, H or VH - see



to manage this Current Effectiveness

will
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