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Development of Project Proposal - Assignment Example

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Change control has a critical role since hardly projects are executed according to the project management plan (PMBOK 2008). Project management plan, scope of the project and other…
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Development of Project Proposal
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SMITH HOUSE PROJECT PROPOSAL DEVELOPMENT Formal Change Request Integrated change control is performed from the start of the project till its completion. Change control has a critical role since hardly projects are executed according to the project management plan (PMBOK 2008). Project management plan, scope of the project and other deliverables required for project completion must be monitored and controlled throughout the project either by rejecting or approving the changes at appropriate level so that only approved changes are incorporated in the project management plan for revising the project baselines.
Mulcahy (2011) explains that change control procedures include the steps for what and how modification of official company standards, policies, plans, and procedures, project documents would be approved and validated and made part of final project management plan. Project manager and project team is mainly responsible to identify the change control procedures at all level and their inclusion in the plan. PMBOK (2008) suggests that Integrated Change Control procedure includes the following activities based upon the current status of the project.
Identify need for a change to occur or had already occurred.
Influencing the factors affecting integrated change control to ensure that only approved changes are implemented.
Review and approval of requested changes at appropriate level.
Manage approved changes ad regulate flow of change requests.
Release only approved changes for maintaining the integrity of project baselines
Maintain configuration and plans related to the project baselines
Review and approve all the corrective and preventive actions for implementation.
Disseminating information on revised cost and schedule.
Controlling and updating the revised cost, quality and schedule in accordance with approved changes by ensuring coordination across the project.
Documenting the complete impact of the changes to all the project areas
Validation of defect repair
Controlling the quality of projects in accordance with quality standards defined in project management plan
Provide information on project performance to all concerned.
Changes to project scope always impact the components of the triple constraint i.e., cost, schedule and scope. A scope creep is likely to be associated with increase in cost and time required but may or may not impact the motivation of the project team (PMBOK 2008). In our project, it is essential to have a formal change control procedure in accordance with the steps described below.
Formal acknowledgement of the request for change
Review and analysis of the change on the triple constraints and other project deliverables
Informing the client with details of impact of change
Proposing all alternative and viable options to meet project objectives and intended change
Seeking formal approval from the client
Including the change in the project
Updating the project management plan and sub-parts of all the projects
Establish new baselines (if necessary)
Perform configuration management
Update all records and archives
Monitor and control the project and impact of changes on the project against the defined baselines
Impact of Change
Initial project duration was calculated to be 61 days with an estimated cost of 5630 €. Please see appendix ‘A’ and ‘B’ for reference. After the approval of change request, change to the project schedule and cost were recalculated as a result of project scope creep. The analysis revealed that now the project duration would be 71 days with an estimated cost of 8235 €. Please see Appendix ‘C’ and ‘D’ for reference. This indicated that project duration increased from 61 days to 71 days but was well within the promised duration of 14 weeks (14X7=98 days). However, as a result of adding a new wing to the building the cost increased from 5630 € to 8235 €, an increase of 46% in project cost.
List of Assumptions and
Following is a list of assumptions while accommodating the change request resulting in project scope creep.
A procedure for change control and approval exists
Project would be completed within promised duration of 14 weeks
Increase in the project cost would be acceptable to customer
Customer would be able to provide additional funds to complete the additional wing
Labor cost during the construction of additional wing would not change
With the change in project scope, contractor would be able to avoid the penalty
Besides change request for project scope, contractor would be able to received bonus for early completion of the project
If indeed, the project schedule and cost change dramatically, the customer would agree to new baselines for cost and schedule under same terms and conditions.
Permit for additional wing construction would easily be sought from relevant authority.
Weather would remain supportive during the project
Analysis of Risk Factors
Following are few potential events and their mitigation actions during the completion of the additional building as a result of change request in project scope by the client.
Potential Event
Mitigation Action
Increase in project cost due to scope creep
Perform resource leveling and bottom up estimation to precisely estimate the project cost and incase of cost overrun due to scope creep seek additional funds from the client
Schedule delay due to inadequate coordination and customer response
Perform fast tracking or crashing to meet the project end date
Bad Weather
View weather forecast during the project phase, continuously monitor and add exception in project contract to gain more time for anticipated bad weather
Poor quality of work to complete the project in time
Adhere to project quality standards and perform inspections at defined check points
State of Work for One Contractor
Contractor, with expertise in construction, will work in conjunction with the client (Smith) to manage the construction of a house building with an additional wing. The contractor would assist the client in developing detailed construction project plan, schedule, resource plan and execution of the project. The contractor would identify and track the personnel, resources, equipment and work to identify needs and establish scope to complete the construction project work. The contractor would be required to:-
Develop a detailed project management plan
Coordinate with governmental and other agencies for acquiring permits and similar regulatory and statutory requirements
Monitor site to identify and resolve issues
Develop plan for identification of resources and equipment required
Identify details of activities to complete the project work
Manage procurement and hiring of personnel
Provide site supervision and coordination during all phases of the project
Establish quality standards and resolve any quality issues
Establish and develop procedure for integrated change request
Analyze impact of and seek approval for changes requested by client
Ensure that all project deliverables are established and achieved as planned
Contract Closure Procedure
According to Mulcahy (2011), all projects should be closed prior to closing of the project. At the end of the contact, the project manager performs the audit and formally performs the administrative closure of the project contracts. The contract closing procedure should include:-
Collect contract documents including original contracts and supporting documents such as performance reports, schedule plan and contract changes for review
Perform complete formal review of all the requirements project deliverables and change orders to verify that all deliverables and requirements have been met and all changes to the original plan have been approved and completed.
Seek formal acceptance through formal letter to confirm that all contractual obligations have been met and completed.
Perform administrative closure process by preparing closing documentation for the project deliverables
Archive the contract closure documentation and any lessons learned to include in the company database for use on future projects.
Project Closure Procedure
After the contract closure has been performed, project manager should formally close the project to mark the completion of project objectives (Sanghera 2008). Project closing process is similar to contract closing process except that it undertakes the overall aspects of the project and all knowledge areas. The project closing procedure many include:-
Collect all project documents including original, support documents and changes to the project
Complete review of the project deliverables and project objectives if these have been met and completed
Seek formal acceptance of the project deliverables from the client
Perform project financial closure and financial auditing of the project
Perform administrative closure of the project through formal documentation
Measure customer satisfaction
Archive all documentation in the project records
Reassign and release all personnel and project resources
Hold lesson learned sessions and review complete project closing phase
Celebrate project success
APPENDIX ‘A’
SMITH HOUSE ORIGINAL PROJECT PLAN
APPENDIX ‘B’
SMITH HOUSE ORIGINAL PROJECT COST ESTIMATE
Task
Task
Duration (days)
Effort (staff days)
Resources
Rate
Total Cost
1
Get a building permit.
5
1
General contractor
40
40
2
Clear the site.
5
20
Heavy-equipment operator
50
1000
3
Dig the foundation and footings.
3
9
Heavy-equipment operator
50
450
4
Install forms.
3
9
Concrete worker
30
270
5
Pour concrete.
1
5
Concrete worker
30
150
6
Wait for the concrete to harden.
5
0
Concrete worker
30
0
7
Remove forms.
1
3
Concrete worker
30
90
8
Build the floor.
1
5
Concrete worker
30
150
9
Frame the first floor.
2
10
Framer
20
200
10
Build the second floor.
2
10
Concrete worker
30
300
11
Frame the second floor.
3
15
Framer
20
300
12
Sheath the house.
3
12
Siding installer
20
240
13
Install windows and doors.
4
8
Window/door installer
30
240
14
Install siding.
2
6
Siding installer
20
120
15
Put up roof framing.
2
8
Framer
20
160
16
Shingle the roof.
1
4
Roofer
20
80
17
Install plumbing.
4
8
Plumber
35
280
18
Inspect the plumbing.
1
0
Plumber
35
0
19
Install wiring.
6
12
Electrician
35
420
20
Inspect the wiring.
1
0
Electrician
35
0
21
Hang and finish sheetrock.
4
12
Trim carpenter
35
420
22
Paint the interior.
3
9
Painter
20
180
23
Lay the carpet.
2
6
Trim carpenter
35
210
24
Install the hardwood flooring.
3
6
Flooring installer
20
120
25
Install trim.
3
6
Trim carpenter
35
210
26
Procure the certificate of occupancy.
5
0
General contractor
40
0
5630
APPENDIX ‘C’
SMITH HOUSE CHANGED PROJECT PLAN
APPENDIX ‘D’
SMITH HOUSE NEW PROJECT ESTIMATES
Task
Task
Duration (days)
Effort (staff days)
Resources
Rate
Total Cost
1
Get a building permit.
5
1
General contractor
40
40
2
Clear the site.
5
20
Heavy-equipment operator
50
1000
3
Dig the foundation and footings.
3
9
Heavy-equipment operator
50
450
4
Install forms.
3
9
Concrete worker
30
270
5
Pour concrete.
1
5
Concrete worker
30
150
6
Wait for the concrete to harden.
5
0
Concrete worker
30
0
7
Remove forms.
1
3
Concrete worker
30
90
8
Build the floor.
1
5
Concrete worker
30
150
9
Frame the first floor.
2
10
Framer
20
200
10
Build the second floor.
2
10
Concrete worker
30
300
11
Frame the second floor.
3
15
Framer
20
300
12
Sheath the house.
3
12
Siding installer
20
240
13
Install windows and doors.
4
8
Window/door installer
30
240
14
Install siding.
2
6
Siding installer
20
120
15
Put up roof framing.
2
8
Framer
20
160
16
Shingle the roof.
1
4
Roofer
20
80
17
Install plumbing.
4
8
Plumber
35
280
18
Inspect the plumbing.
1
0
Plumber
35
0
19
Install wiring.
6
12
Electrician
35
420
20
Inspect the wiring.
1
0
Electrician
35
0
21
Hang and finish sheetrock.
4
12
Trim carpenter
35
420
22
Paint the interior.
3
9
Painter
20
180
23
Lay the carpet.
2
6
Trim carpenter
35
210
24
Install the hardwood flooring.
3
6
Flooring installer
20
120
25
Install trim.
3
6
Trim carpenter
35
210
26
Procure the certificate of occupancy.
5
0
General contractor
40
0
27
Procure the additional wing building permit.
5
1
General contractor
40
40
28
Dig the foundation and footings for additional wing
2
6
Heavy-equipment operator
50
300
29
Install forms on additional wing
2
6
Concrete worker
30
180
30
Pour concrete on additional wing
1
3
Concrete worker
30
90
31
Wait for the concrete to harden on additional wing
5
0
Concrete worker
30
0
32
Remove forms additional wing
1
2
Concrete worker
30
60
33
Build the floor additional wing
1.5
6
Concrete worker
30
180
34
Frame the first floor additional wing
1.5
6
Framer
20
120
35
Build the second floor additional wing
1.5
6
Concrete worker
30
180
36
Frame the second floor additional wing
2
8
Framer
20
160
37
Add the sheath additional wing
2
6
Siding installer
20
120
38
Install windows and doors additional wing
2
4
Window/door installer
30
120
39
Install the siding additional wing
1
3
Siding installer
20
60
40
Put up roof framing additional wing
2.5
7
Framer
20
140
41
Shingle the roof additional wing
1
3
Roofer
20
60
42
Install plumbing additional wing
2
4
Plumber
35
140
43
Inspect the plumbing additional wing
1
0
Plumber
35
0
44
Install wiring additional wing
2
4
Electrician
35
140
45
Inspect the wiring additional wing
1
0
Electrician
35
0
46
Hang and finish sheetrock additional wing
2
6
Trim carpenter
35
210
47
Paint the interior additional wing
1
3
Painter
20
60
48
Lay the carpet additional wing
2
4
Trim carpenter
35
140
49
Install trim additional wing
1
3
Trim carpenter
35
105
8235
References
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. Read More
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