Opening a New Sports and Leisure Centre in a New Location - Case Study Example

Project Management Student’s name Code & Course Professor’s name University City Date Contents 1.0 1.0 Scope of the Project 3 1.1 List of Assumptions. 3 1.2 Project Delivery Methodology 3 1.3 Project Calendar 5 2.0 Work Breakdown Structure 6 2.1 Organisational Breakdown Structure 6 2.2 Responsibility Assignment Matrix 7 2.3 Lists of Tasks and Duration 7 3.0 Gantt Chart 8 3.1 Estimated Cost of the Project as per the WBS 8 3.2 Risk Register 10 3.3 Project Schedule by Sub-contractors 11 1.0 Scope of the Project The project aimed at opening a new sports and leisure centre in a new location. The project planners hoped to open up the SLC in 18months once they had the necessary approvals they required that act as a green light that will give room for the commencement of the project. The cost implicated and duration spent in this project also put into consideration. The duration and cost of all activities that will be undergone during the project will however be required to be presented in the Gantt charts and calendar during the period the activities will take place in the project. 1.1 List of Assumptions. The project planners make the following assumptions concerning the SLC project: I. Will the schedule be resourced? II. The resources required for completion of the project require supplementary resources? III. Will all the resources required be readily available in terms of time? The days of work and public holidays should be clearly seen. IV. The duration of the project is 18 months and the project planners assume that there will be no interference during the whole project. V. The project planners overlook the fact that they will have enough resources to hire more people for managing the project and staff for the ongoing project and still expect the resources allocated for the SLC project to be adequate. 1.2 Project Delivery Methodology Management through engineering shows the project undertaken in a planned well thought out process in order to layout the structure of project milestones successively. Before the project is actually initiated and built it goes through processes from where the concept was just thought through to designs being actually drafted and the construction process now begins after gaining approval from relevant authority. Measures that were adopted so as to ensure the project lived up to the expected projection it was to accomplish: I. A WBS was framed to group project elements into a more controllable system which ultimately makes estimation, planning and allocation of resources easy to its respective trade. II. In relation with the Work Breakdown Structure and Organization Breakdown Structure was formed which presented the numerous organizations with an input in the project, this was then automatically connected to the WBS. III. Responsibility Assignment Matrix, used to bridge the gap between the work needed to be factored in and the resources to guarantee that the scope’s components are each assigned to an individual team, in this case it would be in terms of the builder and other organizations involved. IV. The tasks were then allocated resources, and the work breakdown schedule for the project was ready, which also included the start of the project and when the project was scheduled to come to an end. V. The total accumulated cost of project must then be established so as to give the project plan a figure of how much the project was actually going to cost. VI. A Project calendar was created to show all public holidays whereby the workers were exempted from work, RDO’s and the expected dates and time that certain activities were set to be started and also finished. A labour programme was laid out for the project to show the steps of construction while also putting into consideration the actual time the project should be finished. 1.3 Project Calendar The project is scheduled to be completed in 18months from May 2016 to October 2017. All weekends were set aside as resting days for the workers also holidays, RDO’s were included every Monday was set aside as an RDO. Period of Milestones Milestone May 2016 Development of project plan and commencement. June 2016 Development of the project budget July- October 2016 Getting permits and approvals for the project November- January 2017 Marketing Strategy Management of the Sports and Leisure Centre February- April 2017 Designing of the existing building into a health care centre and its construction May- September 2017 Development of the required services in the Sport and Leisure Centre October 2017 Closure of the project plan and recruitment of staff incorporated to the project 2.0 Work Breakdown Structure 2.1 Organisational Breakdown Structure 2.2 Responsibility Assignment Matrix 2.3 Lists of Tasks and Duration WBS Task Name Duration 1 SPORTS AND LEISURE CENTRE 558 days 1.1 Premeditated Stage 118 days 1.1.1 Identifying wants and priorities 40 days 1.1.2 Structural Policies 45 days 1.1.3 Limitations 33 days 1.2 Planning 150 days 1.2.1 Generate Possibility for Project 18 days 1.2.2 Define Project Crew 20 days 1.2.3 Advance Primary Plan 20 days 1.2.4 Price Approximation 15 days 1.2.5 Authorized Proceedings 7 days 1.2.6 Architectural Strategy 10 days 1.2.7 Engineer Valuation 30 days 1.2.8 Erection Authorizations Claim 30 days 1.3 Building Stage 90 days 1.3.1 Internal 18 days 1.3.1.1 Internal Erection 10 days 1.3.1.2 Barriers 1 day 1.3.1.3 Inside Entries 2 day 1.3.1.4 Fixtures 2 day 1.3.1.5 Inside Varnishes 3 days 1.3.2 Resources 18 days 1.3.2.1 Securing Materials 16 days 1.3.2.2 Moving Resources to Location 2 days 1.3.3 Facilities 18 days 1.3.3.1 Transmission Organization 3 days 1.3.3.2 Water system 3 days 1.3.3.3 HVAC 5 days 1.3.3.4 Furnace Shield 5 days 1.3.4 Electrical 18 days 1.3.4.1 Electrical Service and Delivery 5 days 1.3.4.2 Igniting and Outlet Wiring 2 days 1.3.4.3 Communication and Safety 3 days 1.3.4.4 Additional Electrical Amenities 3 days 1.3.5 Kit and Endowing 18 days 1.3.5.1 Equipment 9 days 1.3.5.2 Furnishing 9 days 1.3.6 Special Amenities 18 days 1.3.6.1 Special Mechanism and Tools 9 days 1.3.6.2 Site Clean 9 days 1.4 Control 90 days 1.4.1 Permitting 15 days 1.4.2 Validate Operator Necessities 5 days 1.4.3 Employment 30 days 1.4.4 Agreement Sign Off 10 days 1.4.5 Hazard Controlling 30 days 1.5 Advertising 110 days 1.5.1 Design of Ad 60 days 1.5.2 Advertisement 50 days 1.5.2.1 Design Media 36 days 1.5.2.2 Electrical Media 4 days 1.5.2.3 Signpost 9 days 1.5.2.4 Grand Opening 1 day 3.0 Gantt Chart 3.1 Estimated Cost of the Project as per the WBS WBS Task Name Approximate Cost Resource Names 1 SPORTS AND LEISURE CENTRE $ 200,000.00 1.1 Premeditated Stage $50,000.00 1.1.1 Identifying wants and priorities $15,000.00 Project manager 1.1.2 Structural Policies $20,000.00 Consulting engineer 1.1.3 Limitations $15,000.00 Consulting, Planning and Financial Planning 1.2 Planning $80,000.00 1.2.1 Generate Possibility for Project $10,000.00 Project manager 1.2.2 Define Project Crew $10,000.00 Project manager 1.2.3 Advance Primary Plan $30,000.00 Planning engineer 1.2.4 Price Approximation $8,000.00 Financial engineer 1.2.5 Authorized Proceedings $8,000.00 Resource manager 1.2.6 Architectural Strategy $8,000.00 Architect 1.2.7 Engineer Valuation $8,000.00 Consulting, Planning and Financial Planning 1.2.8 Erection Authorizations Claim $8,000.00 Resource manager 1.3 Building Stage $30,000.00 1.3.1 Internal $5,000.00 1.3.1.1 Internal Erection $1,000.00 Carpenter 1.3.1.2 Barriers $1,000.00 Carpenter 1.3.1.3 Inside Entries $1,000.00 Construction worker 1.3.1.4 Fixtures $1,000.00 Electrician, construction worker 1.3.1.5 Inside Varnishes $1,000.00 Designer 1.3.2 Resources $5,000.00 1.3.2.1 Securing Materials $4,000.00 Procurement manager, 1.3.2.2 Moving Resources to Location $1,000.00 Construction worker, procurement manager 1.3.3 Facilities $5,000.00 1.3.3.1 Transmission Organization $125.00 Construction worker 1.3.3.2 Water system $3,500.00 Plumber 1.3.3.3 HVAC $1,000.00 Electrician, plumber 1.3.3.4 Furnace Shield $125.00 Plumber, electrician, Carpenter 1.3.4 Electrical $5,000.00 1.3.4.1 Electrical Service and Delivery $1250.00 Electrician 1.3.4.2 Igniting and Outlet Wiring $1250.00 Electrician 1.3.4.3 Communication and Safety $1250.00 Resource manager 1.3.4.4 Additional Electrical Amenities $1250.00 Electrician 1.3.5 Kit and Endowing $5,000.00 1.3.5.1 Equipment $3,500.00 Procurement manager 1.3.5.2 Furnishing $1,500.00 Procurement manager, construction worker 1.3.6 Special Amenities $5,000.00 1.3.6.1 Special Mechanism and Tools $4,500.00 Procurement manager 1.3.6.2 Site Clean $500.00 Construction worker 1.4 Control $15,000.00 1.4.1 Permitting $3,000.00 Council, Resource manager 1.4.2 Validate Operator Necessities $6,000.00 Resource manager 1.4.3 Employment $1,500.00 Resource manager 1.4.4 Agreement Sign Off $3,000.00 Project manager, Resource manager 1.4.5 Hazard Controlling $1,500.00 Risk manager 1.5 Advertising $25,000.00 1.5.1 Design of Ad $25,000.00 Designer, Marketing Manager 1.5.2 Advertisement $25,000.00 1.5.2.1 Design Media $15,000.00 Marketing manager 1.5.2.2 Electrical Media $2,500.00 Marketing manager 1.5.2.3 Signpost $2,500.00 Marketing manager 1.5.2.4 Grand Opening $5,000.00 Marketing manager, Project manager 3.2 Risk Register Risk ID Risk Risk area Risk ranking Root causes Risk treatment Risk control measures actions to be taken Monitoring procedures Responsible person Timeline 01 Injury of players Field where the players are playing High Tripping of players while playing Close proximity to the in house health care facility Having many health personnel and first aid kits and offering training on first aid services Regular assessment of the players safety during games Health officer N\A 02 Fire Health clinic Moderate Loose wire connections Having fire extinguishers in the hospital Fire extinguishers to be placed in areas prone to fire Daily assessment of safety in the clinic Quality assurance Coordinator N/A 03 Burglary Leisure Centre High Expensive facilities in the area Recruiting of security personnel Manned gates with armed guards Daily assessment of the safety in the SLC Project Manager N/A 3.3 Project Schedule by Sub-contractors WBS Task Name Duration Resource Names Work Complete 1 SPORTS AND LEISURE CENTRE 558 days 1.1 Premeditated Stage 118 days 1.1.1 Identifying wants and priorities 40 days Project manager 1.1.2 Structural Policies 45 days Consulting engineer 1.1.3 Limitations 33 days Consulting, Planning and Financial Planning 1.2 Planning 150 days 1.2.1 Generate Possibility for Project 18 days Project manager 1.2.2 Define Project Crew 20 days Project manager 1.2.3 Advance Primary Plan 20 days Planning engineer 1.2.4 Price Approximation 15 days Financial engineer 1.2.5 Authorized Proceedings 7 days Resource manager 1.2.6 Architectural Strategy 10 days Architect 1.2.7 Engineer Valuation 30 days Consulting, Planning and Financial Planning 1.2.8 Erection Authorizations Claim 30 days Resource manager 1.3 Building Stage 90 days 1.3.1 Internal 18 days 1.3.1.1 Internal Erection 10 days Carpenter 1.3.1.2 Barriers 1 day Carpenter 1.3.1.3 Inside Entries 2 day Construction worker 1.3.1.4 Fixtures 2 day Electrician, construction worker 1.3.1.5 Inside Varnishes 3 days Designer 1.3.2 Resources 18 days 1.3.2.1 Securing Materials 16 days Procurement manager, 1.3.2.2 Moving Resources to Location 2 days Construction worker, procurement manager 1.3.3 Facilities 18 days 1.3.3.1 Transmission Organization 3 days Construction worker 1.3.3.2 Water system 3 days Plumber 1.3.3.3 HVAC 5 days Electrician, plumber 1.3.3.4 Furnace Shield 5 days Plumber, electrician, Carpenter 1.3.4 Electrical 18 days 1.3.4.1 Electrical Service and Delivery 5 days Electrician 1.3.4.2 Igniting and Outlet Wiring 2 days Electrician 1.3.4.3 Communication and Safety 3 days Resource manager 1.3.4.4 Additional Electrical Amenities 3 days Electrician 1.3.5 Kit and Endowing 18 days 1.3.5.1 Equipment 9 days Procurement manager 1.3.5.2 Furnishing 9 days Procurement manager, construction worker 1.3.6 Special Amenities 18 days 1.3.6.1 Special Mechanism and Tools 9 days Procurement manager 1.3.6.2 Site Clean 9 days Construction worker 1.4 Control 90 days 1.4.1 Permitting 15 days Council, Resource manager 1.4.2 Validate Operator Necessities 5 days Resource manager 1.4.3 Employment 30 days Resource manager 1.4.4 Agreement Sign Off 10 days Project manager, Resource manager 1.4.5 Hazard Controlling 30 days Risk manager 1.5 Advertising 110 days 1.5.1 Design of Ad 60 days Designer, Marketing Manager 1.5.2 Advertisement 50 days 1.5.2.1 Design Media 36 days Marketing manager 1.5.2.2 Electrical Media 4 days Marketing manager 1.5.2.3 Signpost 9 days Marketing manager 1.5.2.4 Grand Opening 1 day Marketing manager, Project manager Read More