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Project Outline - Assignment Example

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Principal clients of the company are industrial construction companies and its projects include building manufacturing plants, refinery process plants, and public usage buildings, such as…
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Project Outline
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Project Outline Project Background 1 Company Background. Flexible Models (FM), develops to-the-scale industrial models. Principal clients of the company are industrial construction companies and its projects include building manufacturing plants, refinery process plants, and public usage buildings, such as halls and shopping malls. FM also has clients in the residential construction business but deals in building complexes having more than 17,000 square meters of actual usable area. The model development skills of FM are well-known across industries.
1.2 Project Background. The Research and Development unit of the Property Development Department of the Government (PDDG) is working on a program called the Seismic Zone Residential Construction Improvement Program. PDDG is working to assess the effectiveness of the boxes of a particular dimension used in the foundation of buildings.
2. Project Scope Statement
For successful accomplishment of project objectives, the project team would follow a linear project management life cycle as highlighted by Wysocki (2009). In this context, project management team would interview the stakeholders and review the scope of work to identify in detail their requirements and product specifications to come up with comprehensively planned schedule and cost for client’s approval.
2.1 Project Objectives
Project objective is to design, cut, assemble and deliver the boxes on the client’s location and assess the effectiveness of the scaled dimensions used in the foundations of the building.
2.2 Project Objectives
The project deliverable is boxes of following specifications
The size must be 300 x 250 x 200 cm with a slot of 10 x 10 x 25 cm.
The tolerance on outer dimensions must be +/-2 cm.
The tolerance on dimensions of the slot must be 0 to -3 mm in width. In short, the slot cannot be more than 10 x 10 cm.
It should be made of cardboard or metal sheet.
It should be made of small cubes of dimensions 5 x 5 x 5 cm.
It should be smooth in appearance.
2.3 Product Acceptance Criteria
Boxes delivered with specifications mentioned above in para 2.2 and delivered and assembled at the client’s site within schedule and budget.
2.4 Project Organization
The project would involve all the functional departments in designing, cutting, assembling and delivering the boxes to the client’s site. The organization chart of the project is shown below.
Figure 1 : Project Organization Chart
The required number of the resources would be shared between the project and department. In this case, functional managers would be responsible for directing the required resources to the project for completion of tasks.
3. Work Breakdown Structure
PMBOK (2008) defines WBS as a deliverable oriented hierarchical decomposition of the work executed by the project team to achieve end project objectives and create the required deliverables. Major project deliverables are represented by upper level of WBS that are further decomposed logically until the first level is no more decomposable. Lowest level of the project WBS is called work packages which contains most of the planned work and activities required to be executed and monitored. Figure below shows the WBS for the project.
Figure 2 : Work Breakdown Structure
4. Project Schedule Management Plan
The purpose of the schedule management plan is to measure the project progress during different phases. In this regard, baselines are identified and established in early parts of the project against which appropriate data is collected and measurements are taken (Mulcahy 2011). It also provides guidelines on project time estimation processes making estimates faster and accurate. During the project execution, schedule management plan is used to determine if the deviation or variance is above the allowable threshold and requires any corrective action or not. To effectively manage the project schedule, a Gantt chart would be developed (Wysocki 2009) as shown in figure below.
Figure 3 : Project Schedule Management Plan
5. Resource Management Plan
Mulcahy (2011) stresses the need for identification and requirement of type and quantity of resources including people, material and equipment for project after establishing the sequence of activities. These efforts results in resource management plan that helps to mitigate the risks due to non-availability of certain resources. Sanghera (2010) highlights the purpose of resource estimation to determine the requirements for types and quantities of the resources required. According to Mulcahy (2011), information on and management of material, equipment and other physical resources is critical to successful project completion. In this particular project, both in-house and outsourced sources, as stated in the project description provided by the university, would be required. Table below shows the requirement of in-house resources in the project.
Task Description
Department
Resource Requirement (person days)
Duration (Days)
Requirement Analysis
Interview Client Stakeholders
Product Detail Analysis
Refinement of Final Draft
Design
8
10
4
4
6
2
Design and Concept
High Level Design
Details with Operation Design
Design
4
12
4
6
Production
Set up
Cutting
Sub Assembly 1
Sub Assembly 2
Sub Assembly 3
Assembly Integration
Implementation
Assembly
Cutting
Assembly
Assembly
Assembly
Assembly
Design
Assembly
6
9
12
12
8
6
11
7
4
3
6
6
4
3
7
Table 1 : In-house Resource Requirement
Table below indicates the requirement of external resources
Task Description
Department
Duration (Days)
Cost (USD)
Delivery
Pre-delivery
Product Detail Analysis
External
4
6
3000
6000
Table 2 : External Resource Requirements
6. Project Cost Estimates
“Cost management is the process of estimating, control, and data analysis to establish a continuous cycle of information for the efficient implementation of projects” (Hamilton 2004). According to PMBOK (2008), the purpose of cost management plan is to make estimates for budget for the project and is used to establish cost baselines against which the project cost performance is measured. In our project, cost management plan for the Seismic Zone Residnetial Construction Improvement Program would be based on methodology recommended by Sanghera (2010) and the description of the project provided by the university. The total cost of the project is estimated to be 36960.00 USD. Table below provides detailed cost breakdown of the project.
Task Description
Department
Resource Requirement (person days)
Duration (Days)
Cost (USD)
Requirement Analysis
Interview Client Stakeholders
Product Detail Analysis
Refinement of Final Draft
Design
8
10
6
4
6
2
1200.00
2400.00
900.00
Requirement Analysis Total
4200.00
Design and Concept
High Level Design
Details with Operation Design
Design
4
12
4
6
600.00
1800.00
Design and Concept Total
2400.00
Production
Set up
Cutting
Sub Assembly 1
Sub Assembly 2
Sub Assembly 3
Assembly Integration
Implementation
Assembly
Cutting
Assembly
Assembly
Assembly
Assembly
Design
Assembly
6
9
12
12
8
6
11
7
4
3
6
6
4
3
7
900.00
810.00
1800.00
1800.00
1200.00
900.00
1650.00
1050.00
Production Total
10110.00
Material
Cardboard Sheet
Metal Sheet
Cubes
50 Sheets
50 Sheets
900 Pieces
1000.00
1250.00
9000.00
Material Total
11250.00
Delivery
Pre-delivery
Shipment / Delivery
Outsourced
2
14
3000.00
6000.00
Delivery Total
9000.00
Total Project Cost Estimates
36960.00
Table 3 : Project Cost Estimates
7. Risk Management Plan
According to PMBOK (2008), project management plan is an integral and most important part of the project management plan. The main aim of the risk response is to optimize the project performance and protect the project from uncertainties that impede the project progress. It is tool that helps to prioritize risks and develop appropriate responses specific to the project. No single project is without risk and so is the case with our project. In-depth brainstorming revealed following risks to the project.
R1 – Non-availability of both Cutters Technicians
R2 – Damage during transportation to client’s site
R3 – Change in specifications
R4 – Delay in arrival of raw material
R5 – Incorrect setup
R6 - Loose Assembly
R7 – High Skill Level Requirement for Cutting Operation
R8 – Non-availability of both Assembly Technicians
R9 – Project schedule delay
R10 – Delay in delivery / shipment
R11 – Inadequate raw material purchased
To assess and prioritize the risks, a probability and impact matrix was formed as shown below
Impact
Probability
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
0.1
0.2
R11
0.3
R6
R2
R10
0.4
0.5
R5
0.6
R7
R9
R4
0.7
R2
0.8
R3
0.9
R8
R1
Figure 4 : Risk Probability ad Impact Matrix
At this stage only moderate (yellow) and high (red) risks would be targeted. For this purpose, a risk management plan is given below.
Risk ID
Description
Mitigation Plan
Responsible
R1
Non-availability of both Cutters Technicians
Rescheduling the technicians to ensure there availability on the project
Michael Gartner
Davidson Ferreira
R2
Damage during transportation to client’s site
Introduce severe contractual penalty in case of damage to the external agency outsourced for the shipment
Jim Stanford
R3
Change in specifications
Scope of the project must be defined, approved and agreed upon by all. In case of any change, contractual provisioning must be ensured to compensate the project in schedule and cost.
Davidson Ferreira
R4
Delay in arrival of raw material
Supply Chain Management needs to be activated in advance with information on all possible sources in case of any delay in arrival of raw material. Also high penalty should be imposed in contract against the vendor in case of delay greater than a defined and calculated time threshold.
Jim Stanford
R5
Incorrect setup
Consult historical records and lesson learned from similar projects to avoid such mistakes and training personnel as per requirement.
Philip Cloony
8. Communication Management Plan
Management of communication requirements play significant role in project’s success. According to PMBOK (2008), “it involves timely generation, collection, distribution, storage, retrieval and disposition of information to all concerned stakeholders during all phases of the project”. This relates the information and the people for successful dissemination of the required data at appropriate levels. In fact, project managers spend most of their time in communicating with project sponsor, team and other stakeholders to prevent problems from occurring (Mulcahy 2011). Thus it is essential that everyone involved in the project understands the importance of the communication.
For communication on the project, available organization resources and defined policies and procedures for communication would be adopted. This includes both formal and informal methods of communication, use of technology like email and cell phone. Also different reports, meetings and presentations would be used to share updates on project status, review project performance and approve change requests. A project communication plan is given in the table below
Stakeholder
Communication Requirement
Information to be Communicated
Format
Method
Frequency
Person Responsible
All stakeholders
Gather information on project requirements
Project requirements
Initiation meeting / Minutes of Meetings
Meeting
Once
Project Manager and Project Team
Client
Project Plan
Project Management Plan
Presentation
Formal Verbal
Once
Project Sponsor and Project Manager
All Stakeholders
Encourage communication
Communicate plan, roles and responsibilities
Kick-off meeting
Meeting
Project Manager and project team
All stakeholders including the minister of state
Update on project progress
Project Status
Status Reports
Report
Weekly
Project Manager and project team
All stakeholders including the minister of state
Update of project progress on milestones achieved versus planned
Project Status
Milestone Reports
Report
Montly
Project Manager and project team
Project Manager
Update project status and discuss project issues.
Project status and project issues
Project status meetings
Meeting
Monthly
Project Manager and project team
Client, Project Sponsor and Project Manager
Seek approval to changes in project plan
Project plan progress and updates
Client and Sponsor Meetings
Meeting
As Required
Project Manager and project team
Project Manager
Identify and review issues and risks affecting budget and schedule
Project risks
Project Risk Meetings
Meeting
Monthly
Project Manager and project team
All Stakeholders
Historical Record and Lessons Learned
To make records and lessons learned part of organizational historical archive
All document forms
Formal and informal both
Closing of project
All Stakeholders
All Stakeholders
Celebrations
To formally celebrate successful completion of the project
Invitation Cards
Formal and informal
Closing of project
Project Manager and Project team
Table 4 : Project Communication Plan
9. Quality Management Plan
Since already to risks have been identified which are directly linked to rework thus causing delays and increased cost. For this purpose, quality plan should elaborate measures for implementation of the quality control and quality assurance procedures.
Objective
Frequency
Auditee
Auditor
Controlling the project quality documentation
Once
Project Manager
Technical Leader
Check of raw material prior to arrival
Prior to each delivery
Vendor
Supply Chain Management
Quality check on each step of production for 100% QC coverage
Each step
Assembly
Design
Cutting
Technical Leader
Check of shipment prior to desptach to customer
Each production
Assembly
Design
Cutting
Technical Leader
Table 5 : Quality Management Plan
References
Hamilton, A. (2004) Handbook of Project Management Procedures. London: Thomas Telford Publishing.
Mulcahy, R. (2011). PMP Exam Prep. Burnsville, RMC Publications.
Project Management Institute. (2008). A Guide To The Project Management Body Of Knowledge (PMBOK Guide). Pennsylvania, Project Management Institute.
Sanghera, P. (2008) Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard. Florida: J Ross Publishing.
Wysocki, R. (2009) Effective Project Management: Traditional, Agile, Extreme. 5th ed. Indianapolis: John Wiley &Sons. Read More
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