Project Management Plan - Coursework Example

Project management plan Contents Contents 2 0Procurement Recommendation 3 1Client requirements 3 2 Justification 4 1.2.1 Design and build 4 1.2.2 Construction management 5 1.2.3 The proposed route 6 2.0 Contract Recommendation 6 2.1 Divided Contract 6 2.2 General Contract 6 2.3 Turnkey Contract 7 2.4 Proposed Contract: Target Cost Contracts With Bill Of Quantities 7 3.0 Site And Project Organizational Charts 8 4.0 Communications And Contract Administration 10 4.1 Autocratic 10 4.2 Paternalistic 10 4.3 Laissez-faire 11 4.4 Democratic 11 Bibliography 11 1.0 Procurement Recommendation Effective preparation, planning and proper implementation of a project is fundamental to the success of any clients job, within the built environment and construction sector. Considering the above, it is therefore necessary to have a procurement route that suites the project to be implemented. This avoids unethical issues associated with substandard procurement and tendering procedures. Procurement route refers to the complex relationships formed between clients, project management consultants, contractors and construction managers, to enable a building/ construction project succeed. In identifying the most suitable procurement route for the project-the construction of a greenway route, the client’s priorities were analyzed and compared to the available routes. 1.1 Client requirements The client’s priorities and demands guides the procurement route selection. The route selected must be able to satisfy entirely the most important of the client’s requirements while allowing for ease of control, flexibility without compromising on quality. The figure below summarizes the client’s priorities Most important The client is much interested in the control of the project. This insinuates that he would like to have a say in the major decisions during the construction phase. During the said time, the client wishes to be able to make changes and have them implemented without interfering with the progress of the entire construction, taking into account the cost and time plan. The chosen route does not prioritize time, risk and accountability as required by the client. This shall be mitigated by other methods to be adopted during the construction and implementation phase. Cost and responsibility are of medium necessity to the client. Monetary value has to be considered because the project is to be funded by the public sector, therefore financial accountability shall be important. The cost estimates should be as precise as possible. The client then considers quality as a priority as well. The quality of the final design, and the quality of the entire project will lead to the success of the construction and will avoid time lags, during construction. The main objective of the project- having people cycle and pedestrians use the route is the central responsibility and integral part of the project. Quality is thus to be adhered to without compromise. 1.2 Justification In this section, analysis of selected procurement routes is done. The design and built contracting management and the justification of the selected final procurement route based on the client’s needs. 1.2.1 Design and build The design and build procurement method has the following advantages It reduces the need to commit time and resources to a separate design team (single point of responsibility) It has improved constructability meaning that the contractor has direct input in the design process. There is cost certainty and Reduced time due to combined design and construction. The disadvantages of the route includes; There is lack of control- a feature highly prioritized by the client. There is lack of flexibility in the implementation and construction phase and Quality has not been considered. This disadvantages outweigh the advantages rendering this route not appropriate for this project and thus not recommended. 1.2.2 Construction management The advantages of this method include: It provides a single point of contact There is clear delegation of responsibility Quality control mechanism available There is possibility of changes during construction- flexibility The demerits of the route include: Absence of cost certainty It requires a greater deal of control. The project is to be funded by the public- Nottingham city council. This means that in order for the financier to ascertain the viability of the project, there must be absolute knowledge of the cost of the entire project. With this route there is potential of overestimation or underestimation. The demerits affect the integral position of the client and is hence not suitable for the stated project. 1.2.3 The proposed route The proposed procurement route is the method which many people consider as traditional, because it has been in practice for quite a lengthy period of time. In this project, basing on the clients requirements, it’s the most appropriate. In this route, the client is at the center of control, his main priority. The client is a key decision maker in production of the final design. This also means that the client is able to determine the quality of the design as he takes part in it. The route, however, does not consider time and risk. These are the least prioritized factors by the client. The other drawback is the absence of flexibility. But considering the other two routes analyzed, the flexibility can be compromised as the other factors raised by the client are well placed within the route. The client will be in a position to have his main priorities such as control and quality. In as much as the route has lost popularity in the recent times. It best suites the client’s requirements and is thus suggested as the most ideal route for this project. 2.0 Contract Recommendation 2.1 Divided Contract In this contract procedures, the client engages different contactors for the construction work and for the installation/ fitting work. It is not suitable for the project above, it suitable for small construction works of mainly buildings for residence in real estate. The client doesn’t have a say in the control and daily management and running of the projects under this form of contracts. 2.2 General Contract The client engages one contractor to carry out all the construction operations. The client may however engage sub-contractors to help him carry out works during the construction phase. It is general in the sense that the contractor has full control of the project and the client does not have say. This is however contrary to the client’s needs. He needs to be in control and have a voice in the decision making throughout the implementation and construction phase of the project. 2.3 Turnkey Contract This contracting technique differs from the general contract in that the planning and design of the construction is part of the contract. This is an outdated form of contract as in only applicable in construction of lesser units, mainly processing structures and factories. 2.4 Proposed Contract: Target Cost Contracts With Bill Of Quantities This contracts are suitable for construction of large structures. The contractor is able to provide a precise price. This contract is compatible with the suggested procurement route as the contractor is accountable for the delivery of the work and not its development. The contractor provides an estimated price but is paid the actual costs incurred during the implementation and construction phase. This is a comprehensive form of contract and it entails stringent administrative procedures and requires daily client involvement. This is an integral part of the client’s priority of control and quality monitoring. This form of contract comes with higher administrative costs, but due to the shear complexity and volume of works in this project; administrative assistant will have a positive financial effect and will serve to enhance cost certainty. “Any project is only as good as the people involved” (Prior, 2015), positive collaboration is in the interest of both parties as financial risk is shared on a pay or gain basis. It is thus the recommended to be adopted by the client as it suits his needs. 3.0 Site And Project Organizational Charts A successful project must have an organizational technique and abide to it. A project organization is a structure that facilitates the coordination and implementation of project activities. The main reason is to create an environment that fosters interactions among team members with a minimum amount of disruptions, overlaps and conflicts. A properly designed project organization chart is very important in the project success. It basically shows where each worker is placed within the project structure. It is usually drawn in pyramid form. Members at the top usually have more authority and responsibility than the members towards the bottom. Types of project organizational charts 3.1 Programmatic It refers to a traditional structure in which program sector managers have formal authority over most resources. Suitable for projects within one sector. All resources are from a single unit. Advantage is that there are clear authority boundaries. The major disadvantage is that the sector might not have all the required specialized personnel needed to work on the project. 3.2 Matrix based It allows program units to focus on their specific technical competencies and allow projects to be staffed with specialists from all over the organization. It is efficient in allocation of resources and is very flexible in dealing with various needs and priorities. 3.3 Project based In this organizational project, managers have high level of authority to manage and control project resources. The manager has total authority over the project and can acquire resources need to accomplish the objectives from even outside the parent financier. Personnel are specifically assigned to the project report directly to the project manager who is responsible for the performance appraisal and career progression of all project team members. The major disadvantage of this chart is that there is duplication of resources, if many projects are being handled at a time. The chart below gives a summary of how the organization chart in this model looks like. It’s a typical example of the project based organizational chart. It suites the needs of the client and it’s therefore the one suggested. 4.0 Communications And Contract Administration There are various management techniques that are used in the management and administration of the contract. These include: 4.1 Autocratic This is authoritative and the manager makes all the decisions, keeps information, and the objectives and tasks to be done as required. Communication is mainly downward, from leader to subordinate. Advantage is that the direction of the project remains constant. However supervision is required. 4.2 Paternalistic The managers makes decisions in the best interests of the employees rather than the organization. The social and leisure needs of the workers are met and the manager consults the employees. This style has communication both downward and upward, motivates employees and generates employee loyalty. The demerit is that employees are highly dependent on the leadership. 4.3 Laissez-faire The manager’s role is marginal and the employees manage their own areas within the project. The manager evades management duties and communication is usually horizontal. It’s the best in highly professional and creative employees. 4.4 Democratic The manager allows the employees to take part in decision making. Everything is agreed by majority. Suitable when complex decisions have to be made, and job satisfaction and quality will improve but it slows down the process of decision making. It is the method of administration and communication suggested to be adopted by the client. Bibliography 1. ICE (2009). Civil Engineering Procedure. 6th Ed. Thomas Telford: London. 2. Hackett, M., Robinson, I., and Statham, G. (2006). The Aqua Group guide to procurement, tendering and contract administration. Blackwell: Oxford.Bower, D. (2003). Management of procurement. Thomas Telford: London. 3. Hughes, P. and Ferrett, E., (2011). Introduction to health and safety in construction: the handbook for construction professionals and students on NEBOSH and other construction courses. 4th Ed. Butterworth-Heinemann: Oxford 4. Cooke, B. and Williams, P., (2009). Construction Planning, Programming and Control. 3rd Ed. Wiley Blackwell: Chichester 5. Smith, N.J. (2008). Engineering Project Management. 3rd Ed. Blackwell: Oxford. 6. Twort, A. C. and Rees, J. G., (2004). Civil Engineering Project Management. 4th Ed. Elsevier Butterworth-Heinemann: Oxford. 7. Maylor, H. (2010). Project Management. 4th Ed. Financial Times Prentice Hall: Harlow. Read More