Transformation of Presteigne Town into a Technology City - Business Plan Example

Running head: Project Management Plan Transformation of Presteigne town into a technology Transformation of Presteigne town into a technology city Introduction Project planning and management is putting into action the acquaintances, proficiency, and techniques in a bid to diligently and effectively implement a project. In other words it is the organizing controlling and altering the resources available in order to accomplish the specified objectives of a project. This project is aimed at making Presteigne not only the regional but also the global technology focal point. Presteigne is a small town which is right at the border of Wales and England. This formulates a virtue for its relative isolation. The fact that it is situated between England and Wales makes it a strategic town because both England and Wales will want to contribute to its development and gain from it. The transformation of Presteigne town into a technology city will not only help to strengthen the ties between Wales and England but it will also help in the creation of over 60,000 jobs in the first phase of the project and over 200,000 other in the completion of the project. Since Presteigne is secluded from the modern world it has maintained a great deal of ancient relics of both Wales and England and hence the museum which will be built in the city will also go a long way in preserving the relics and putting them on display for everyone to see. The project will be completed in both phases the first phase will be the longest taking 6 years and the second phase will require 5 years for completion. By phase one’s completion, the following objectives must have been met: a science and technology square, a commerce process outsourcing center, intercontinental finance center an ancient relic’s museum, tourism amenities, a top notch research center and other basic social utilities such as schools churches malls and the like. The completion of this phase will be accompanied by a creation of over 60,000 job opportunities for citizens of both England and Wales the second phase will only be a polishing up of the facilities and the establishment of other multinational companies in the city. At its completion around 200,000 jobs will have been created with the highest percentage coming from the science and technology square. Assessment of the project environment For expediency of a project, its environment must be considered might be considered. The considerations of the environment are done in the perspectives of the project period environment, the interior project mores, the commercial culture, and the exterior societal environs when a consideration of the internal and external factors that might influence the project was done, the following was established. The factors external to the project included political interference, demonstrations by the town’s residents, remoteness of the town and also the unavailability of building materials in the town. The internal factors included leadership techniques and organizational charter which was espoused for the project and the management of the funds of the project since the project was running on a limited budget and there were numerous risk factors that surrounded the project. Project organization If it is possible, a project ought to be seen through by an incorporated squad comprising of the client squad, specialist consultants, constructors and professional contractors functioning jointly as a unitary squad. To attain a thriving incorporation of synchronized numerous activities; the activities must be clustered. Clustering effect is a "chaining" or "networking" activities based on recognizing criterion: practical technology, ordinary clientele, geographical vicinity, the manufacturing procedure, etc. Gareis (2004) and Thiry and Deguire (2007, p. 652) recognized three main factors that can improve organizational structure of any project and these factors include: 1. Horizontal incorporation progression of projects in the artefact’s life-cycle, 2. Vertical incorporation view of projects through project collection, to connect it to the business scheme. 3. Incorporating project control formations to generate and convey value. Project organization is a combination of vertical association (hierarchical) and horizontal (squad project), a blend that has resulted into a newfangled kind of configuration - the matrix (Tsoukas & Chia, 2002, p. 571). These perspectives ought to be applied in edifice projects since they helps to give confidence, novelty and shun adversarial mores; it heartens cooperative accountability for a triumphant result. In order to come up with the best results in the project the project team was comprised of experts from different walks of life. Finance team was concerned with the accounting of the whole project and deciding on how much funds to allocate to what activity, the engineering and architecture team was concern on the building materials needed the best place for each and every structure to be erected. The human resource team was dealing with the expertise and the amount of workforce need, the social work and psychology team was dealing on the best ways to convince the residents of the town to sell their land. While the regulatory team was dealing with which activities to be given priority, the political science team was helping the in ways to counter any political interference that the project might face while conducting its endeavours and which ones can be postponed for another day. Risk Analysis Chan et al. (2001, p. 95) recognized a group of project accomplishment factors in favour of design-build plans and scrutinized the comparative significance of these issues on the plan result. Among the factors that he established as important was risk assessment in design-build projects. Risk analysis is aimed at establishing the probable effect of the risk. The description of the risk is hard to pin down and its dimension is contentious (Lifson and Shaifer, 2008). There is no unswerving or consistent use of the word risk. Many a times, risk is understood in association with ambiguity. Risk analysis methods are categorized into two major groupings: quantitative and qualitative (Flanagan & Norman, 2003; Vaughan, 2007). Xu et al. (2001, p. 75) suggested that a view of the risk assessment in this kind of project as things to do with of the contractor’s price and Tummala et al. (1999, p. 229) devised a risk management procedure (RMP) which was a way to assess the potential hazards linked to the project price in all the stages of the project time limit. Therefore, the risks that faced the projects were uncertain buildings contractors’ prices, political interference and also the unwillingness of the citizens of Presteigne to give up their land. However, if we obtain support from authorities in both Wales and England then sign contracts with contractors and give reasonable compensation to the Presteigne citizens these risks will be avoided. Project scheduling and costs The project will require land of about 2 million square meters. The cost of acquiring this and establishing on-site infrastructure in that land is approximated to be 650 million pounds and the off-site infrastructure is approximated to be 210 million pounds. The off-site and on-site infrastructure include will pay attention to 5 main sectors which include education, health, telecommunication, roads, ITO/BPO and tourism. This first phase june2013 to June 2019 will require skilled and unskilled labour. This will mean that 30,000 residents will be required to offer unskilled labour, 10,000 experts on several vicinities will be required and 200,000 non regular workers. The payment of these will be approximately 200,000 pounds. Others resources such as building materials and compensation for the residents of the town are estimated to cost around 100,000 pounds. The financing of the project will done by the Welsh and English authorities as well as the private investors willing to start activities in the city. The two authorities are expected to contribute around 40 % of the budget while the private investors are expected to come up with the other 60% Project monitoring and control As a major component of providing an effectual project management dexterous management the actual implementation of the plan to make sure that it resides on track with regard to the plan was needed. As a result the project management team launched a Project monitoring and control program so that we could monitor and control its progress. Financial control was the major part of the program. If we controlled what was accessible and at what time then we had the chance to own the progress of the project. The second aspect of the program was deciding on the people who were to be allocated to various positions so as to supervise or oversee the progress of the project. This way we could be able to control both the quality and the process of the project. Conclusion The Presteigne technology city project draws closer an assorted sack of fortunes if it is well executed. This techno polis project will avail a stage an ancient clash between humanity and automation. The project will produce a beacon of brilliance in the whole of Europe and the entire world as well. Every project is always aimed at producing something out of an untapped material and this project does that and much more; it establishes brilliance from a place that is seemingly beyond reclamation. The well qualified and hard working team of project managers and consultants will ensure that the project progress as planned to the very end. It is the hope of the team of project managers that at the completion of this project a new wonder of the world will be recorded Gantt chart Presteigne technology city project GANTT Chart Task Year2013 Year 2014 Year 2015 Year 2016 Year 2017 Year2018 Year 2019 Year 2020 Year 2021 Year 2022 Year2023 Year 2024 Beginning of phase 1 Science and technology square Commerce process outsourcing center Ancient relic’s museum and tourism amenities Intercontinental finance center Top notch research center and other basic social utilities Beginning of phase2 Establishment of other multinational companies Establishment of a mall Establishment of The University of Presteigne Official closure of the project References Chan, A., Ho D.,& Tam, C. 2001. "Design and build project success factors; multivariate analysis", Journal of Construction Engineering and Management, volume 127, pp.93-100. Gareis, R. 2004. Management of the Project-Oriented Company, chapter 6 in P.W.G. Morris & J.K. Pinto (Eds.), The Wiley Guide to Project Management, New York, NY: John Wiley and Sons. Thiry, M.,& Deguire, M. 2007. Recent developments in project-based organizations, International Journal of Project Management, 25, pp. 649–658. Flanagan, R., &Norman, G. 1993. “Risk management and construction", Cambridge:Backwell Scientific. Lifson, M. & Shaifer, E. 2008. "Decision and risk analysis for construction management”, New York: Wiley- Interscience. Tsoukas, H. & Chia R. 2002. On organisational becoming: rethinking organizational change. Organization Science, no.13(5), pp. 567–82. Tummala, V. & Burchett, J. 1999. "Applying a risk management process (RMP) to manage cost risk for an EHV transmission line project", International Journal of Project Management, volume 17, pp.223-35. Vaughan, E. 1997. “Risk management", Wiley, New York. Xu, T. et al. 2001. "Risk assessment on contractor’s pricing strategies" Journal of Construction Management and Economics;Volume 9, p.p.77-84. Read More