Project Management - Report Example

Project management report Introduction The movement of individuals from the rural set up to urban locations has made the need for adequate housing in the locations a primary concern for the people opting to change their dwelling in Abu Dhabi. Such movements has forced a number of individuals to seek more customized housing in the urban set up that they are seeking to move to. Such advancements is what has forced the Ahmed’s family to construct a brand new residence in the capital. This report seeks to give the details of the project of constructing the home with more intention placed on the arrangement of the work during the project and the risks associated with it. Table of Contents Table of Contents 2 Project scope 3 Deliverables 3 Technical requirements 3 Limits and exclusions 4 Work breakdown 4 Project network 5 Estimation of costs and time 7 Risk assessment 8 Conclusion 8 Gudda, 2011.A guide to project monitoring and evaluation.Bloomington; Author House publishers.Pg 201. 9 Haughan, T. 2002. Effective work breakdown structures.Vienna; Management Concepts.Pg 34 9 Harrison, M and Hester, R. 1998. Risk assessment and Risk Management.Manchester; Redwood books.Pg 56 9 Sweetiing,J. 1997. Project cost estimating. Principles and practice.Rugby; institute of chemical engineers.Pg 6. 9 Taylor, J. 2007. Project Scheduling and Cost Control: Planning, Monitoring and Controlling;J.Ross publishing. Pg 62 9 Vargas, R. 2008. Practical guid to project planning. Taylor And Francis Publishers pg 43 9 Project scope The main objective of this project is to construct home which isatwo floors, 200 sq. m mansion for a family of 5. This will include four bedrooms, three bathrooms and two kitchens a garage and a fireplace. Deliverables To successfully complete this project the company will hand over the following assets to the family. A two floor 4 bedroomed mansion of 200 sq. m each Basic interior amenities like baths and wardrobes. A finished garage Technical requirements The technical specifications for constructing this building will be as specified by the client and the regulations of constructing story buildings in Abu Dhabi. Limits and exclusions The project will not include the landscaping works on the lawn and the compound of the home. This will be undertaken by a different company tasked with the lawn landscaping, construction of the family’s swimming pool and the external fencing wall. The project will be limited to the civil works of the building which will be according to the architectural plans approved by the client. The electrical works will also be included but not the air conditioning. For the air conditioning, interior décor and refrigeration, the contractor will hire other contractors to implement. The working hour on the site will be from Monday through Friday. Any meetings and reviews by the client will be requested prior to the expected date by the identified channel of communication this delimits the entire activities of the firm on the project (Vargas 2007). This project scope will be reviewed by the client at an initial meeting to be agreed upon by the client and the firm. Work breakdown Maintaining a strict control of all the task in a project is one of the major requirements of project success. Modularization of the overall project and breaking it into subtasks to be completed by specific individuals makes the work progress easy to monitor in terms of performance and progress. In this case of construction of the Ahmed’s home, the entire project will be broken down into modules with the work under each module defined under each module (Haughan 2002). From the tasks described in the scope of the project, the work break down can be represented diagrammatically as shown below. Project network Scheduling the tasks at the time of project implementation will guide the activities to be carried out at any time during the project. Project evaluation and review is the most common technique applied to most projects. From the work breakdown structure above the expected completion time for the task can be generated as in the table below. Task name Predecessor task Time estimates Expected time Optimistic time normal Pessimistic time 1 Project scope review - 1 2 3 2 2 Structural design and review 1 4 6 8 6 3 Budgeting 1,2 2 3 4 3 4 Excavation and laying foundation 1,2,3 5 8 12 8.16 5 Mason works 1,2,3,4 12 15 18 15 6 Inspection and review 1,2,3,4,5 4 6 9 6.16 7 Plumbing works 1,2,3 3 5 7 5 8 Interior design 1,2 1 2 3 2 9 Electrical works 1,2,3 4 6 9 6.16 10 Carpentry works 1,2,3,4,5,7 6 9 12 8 11 Paint works 1,2,3,4,5 3 5 7 5 The data shown in the table above can be used to produce a chart in a project management software that will indicate the critical path of the project. In the absence of such software the forward pas method was used to calculate the existence of slack and the critical path activities for the project. The calculations bellow will indicate how the critical path was arrived at. It should be noted that activities on the critical path in this model do not have a slack (Gudda 2011). For our project we already have computed the duration times of the activities. Activity duration Early start time (ES) Earliest finish (EF) Late start (LS) Late Finish (LF) slack 1 2 0 2 0 2 0 2 6 2 8 2 8 0 3 3 8 11 8 11 0 4 8.16 11 17.16 11 17.16 0 5 15 17.16 32.16 17.16 32.16 0 6 6.16 32.16 38.32 32.16 38.32 0 7 5 11 16 17.16 22.16 6.16 8 2 8 10 15 17.16 7 9 6.16 16 22.16 26 32.16 10 10 8 32.16 40.16 32.16 40.16 0 11 5 32.16 37.16 35.16 40.16 3 From the to2ward and backward pass we realize that the critical path of the project takes goes through activities 1-2 -3-4-5--10. The network diagram for the project therefore can be illustrated by the chart below (Taylor 2007). Network chart for the project Estimation of costs and time to achieve the goals of the project and provide the deliverables, there are cost implications that it comes with. Since there is no other exact project ever undertaken of this nature, a ratio method of top down cost estimation will be applied in determining the price estimates. The identified project was construction of a single floor mansion of three bedrooms in the same location. These costs were then subjected to a ratio 221% to determine the estimates as indicated in the table(Cristini, Vegas and Mileto 2012). Item Cost (for single floor 200sq.m) Project estimates Human resource $ 100,000 $ 210,00 Materials $300,000 $ 630,00 Design $ 7,000 $ 14,700 Logistics $ 93,000 $ 195,300 Electricals $ 100,000 $ 210,000 Plumbing $ 100,000 $ 210,000 Total $700, 000 $1,570,000 Risk assessment The risks associated with this project are stated bellow. The response to each has been noted and captured in this matrix either for consideration when need arises or to be discarded if there is no use addressing them (Harrison and Hester 1998). Issue/risk Recommendation Response Status Responsible Date Injuries to workers on site Provision of protective gears For consideration approved HR At planning Inflation of prices Adjusting quoted prices Not considered To be considered later Project team Unrests in the work environment Proper remuneration of workers and provision of security The labor costs to be reviewed approved HR All through the project Specifications shortfalls Continuous review and verification by the client considered Approved Project manager As schedules Unforeseen design challenges Constant consultation of the design engineers Later pending Design team As arising Conclusion Project management requires a proactive approach where most of the aspects of the project are anticipated before hand to succeed. The venture is a multidisciplinary venture that requires the use of a variety of managerial skills and evaluation as illustrated above (sweeting 1997). The process should be carefully guided with a proactive approach to succeed. A mastery of the various tools and the discipline of management will eventually make any project succeed. references Cristini,V., milleto C and Vegas F. 2012. Rammed earth conservation.New York; cambrige publishers.Pg 282 Gudda, 2011.A guide to project monitoring and evaluation.Bloomington; Author House publishers.Pg 201. Haughan, T. 2002. Effective work breakdown structures.Vienna; Management Concepts.Pg 34 Harrison, M and Hester, R. 1998. Risk assessment and Risk Management.Manchester; Redwood books.Pg 56 Sweetiing,J. 1997. Project cost estimating. Principles and practice.Rugby; institute of chemical engineers.Pg 6. Taylor, J. 2007. Project Scheduling and Cost Control: Planning, Monitoring and Controlling;J.Ross publishing. Pg 62 Vargas, R. 2008. Practical guid to project planning. Taylor And Francis Publishers pg 43 Read More