Project Management Engineering - Assignment Example

Project Management Engineering Qn How does a tracking Gantt chart help communicate project progress? Gantt charts are horizontal bar charts that show all tasks and activities in a project to explain the overall schedule and are useful tools in elaborating projects where resources, effort and milestones are important (Lock, 2004). By using Gantt charts, the project manager can monitor individual tasks, as well as the overall project progress. A tracking Gantt charts is a visual format tool for showing the status of a project’s progress with respect to the schedule. The Tracking Gantt chart graphically compares the project plan and actual time performance.  With the bar-chart layout, differences between the planned schedule and actual start, finish and remaining activity durations are easily depicted. It answers the questions, how much of the project has been completed as well as what is the current status of the project? Progress is represented by the amount of time each task takes. The set completion dates mark the progress of the project tasks and sub-tasks or even individual tasks. This enables the project manager to consider the completion strategy for the remainder of the project. Actual and revised time estimates are added to the Gantt charts to reveal the project status and the important dates. The tracking Gantt chart helps communicate critical project progress information to the project manager, the project stakeholders and any interested persons, giving room for relevant adjustments in project resources. Furthermore, the charts are designed to allow for consistency in project review at different stages of the project throughout the project cycle (Lock, 2004). Qn. 2. Why is it important for project managers to resist change to the project baseline? Under what condition would a project manager make changes to a baseline? When would a project manager not allow changes to a baseline?  The project baseline is the restraining mechanism that defines least expected standard performance of key areas of the project. Therefore, it is important that the project manager maintains the integrity of the project baseline. Although changes are sometimes inevitable, changing the project baseline interferes with its integrity as the mechanism for planning, controlling, measuring, and evaluation of project performance. Careful project definition in the initial stages of the project can help in minimizing any changes during the course of the project, whether the change is internal or external. Project managers will in the course of the project receive requests from section heads or stakeholders to change the project baseline for various reasons. Change, however, should not be undertaken to offset major changes in project scope. The project manager has carefully to consider scope changes allowing only changes without which the project will fail. Changes may also be allowed if it is clear that not doing so would imperil project implementation significantly. As a general rule, the project baseline should be changed only if there is evidence of the project failing, which may call for project re-planning. The change request must include the description of the change, reason for the change, and the implications of the project cost and schedule (Lock, 2004). A project manager will not allow changes to the baseline if the changes are likely to have a negative impact on the project, for instance increasing the project budget and completion time, without an offsetting increase in quality. Changes should not also be allowed when the work package or the cost accounting for the project is complete. Changes to “improve performance” should not change the baseline and also changes resulting from planning errors and pricing errors. The baseline should never be changed if there are sufficient contingency reserves in the project. Project Plan for Supply of HCL The project goal is to serve the client, a mining company located in a remote location 128 kilometers away from Armstrong, with 78,000 liters of Hydrochloric Acid. The delivery is expected to be complete within strictly three days to be acceptable. The project scope involves all the activities tied towards the delivery of the said chemical to the remote location within the three days. Work Breakdown Structure Level 1 Level 2 Level 3 1. Supply of HCL 1.1 Initiation 1.1.1 Evaluation of the problem 1.1.2 Review of the project requirements 1.2. Planning 1.2.1 Assessment of tasks 1.2.2 Assessment of resources. 1.2.3 Selection of the project team. 1.2.4 Assignment of tasks and resources for the tasks 1.3. Execution 1.3.1 Project kick-off 1.3.2 Purchase orders 1.3.3 Organization of transportation. 1.3.4 Delivery process 1.4 Project Management 1.4.1 Control of resources 1.4.2 Risk Mitigation measures 1.5 Project Closure 1.5.1 Wind-up and clearance operations 1.5.2. Documentation and submission of project report 1.5.3 Formal completion Work Breakdown Structure Dictionary Level WBS Code WBS Code Definition 1 1 Supply of HCL All work to ensure the supply of 78,000 liters of HCL to a remote location 2 1.1 Initiation The activities to get the project rolling 3 1.1.1 Evaluation of the problem Project manager to examine the project, and consider different options 3 1.1.2 Review of requirements Project manager to assess the requirements necessary to undertake the project. 2 1.2 Planning All work for the Project Manager to design a plan to implement the project 3 1.2.1 Assessment of tasks Project manager to outline the effort required and evaluate the capability to perform 3 1.2.2 Assessment of resources Project manager to evaluate the resources required for the project and the capacity to generate the same 3 1.2.3 Selection of the project team. Project manager to select personnel for the project 3 1.2.4 Assignment of tasks and resources Project manager to assign tasks and resources to the personnel 2 1.3 Execution All work to practically implement the project 3 1.3.1 Project kick-off Project starts on agreed date and time 3 1.3.2 Purchase orders Project manager makes an order to the chemical factory for the procurement of the 78,000 liters of fuel 3 1.3.3 Organization of transportation Transportation machinery and operators are set in position for the work 3 1.3.4 Delivery process Delivery of the HCL begins 2 1.4 Project Management Activities to ensure successful implementation of the plan 3 1.4.1 Control of resources Co-ordination to ensure efficiency in time and resource use 3 1.4.2 Risk mitigation measures Project manager recommends and ensures precautions such as safety concerns 2 1.5 Project Closure All activities to conclude the activities of the project 3 1.5.1 Wind-up and clearance operations Relocation of all machinery and personnel back to normal work 3 1.5.2 Documentation and submission of project report Project manager prepares a report detailing the project and submits to the client 3 1.5.3 Formal completion Project manager signs project completion agreement Methodology The project will be set out so that the aircraft delivers the HCL to the airstrip from where the tanker will deliver the HCL to the remote location. At the beginning of operations, the tanker is first filled with HCL which it delivers directly to the remote location from Armstrong. Immediately, the pump begins filling the aircraft which delivers the HCL to the airstrip in a storage tank and continues throughout the day. After the tanker’s first delivery for the day, subsequent deliveries by the tanker are from the airstrip to the remote location. Work Package Work Package Authorisation Title HCL Supply Project Person Authorised Team Manager Date Date of the Agreement Description The work involves the delivery of 78,000 litres of HCL to a remote location 128km from Armstrong Ontario. Techniques, Processes and Procedures A tanker and an aircraft are provided for the project work. The tanker has a capacity to carry 6085 litres while the plane can carry 4725 litres of liquid. Other tools include a pump and storage. The process involves transporting the HCL from Armstrong to the remote location via tanker and aircraft. The procedure involves maximising the use of the tanker and the airplane to maximize efficiency and to save time. The aircraft works only during the day while the tanker works throughout the 24 hour, with drivers working shifts. Configuration and Management Requirements The client must provide in due time, the machines and resources required for the work done including any technical requirements from their side. Accessibility must be guaranteed as well as making ready any documentation or authorizations. Joint Agreements The company will provide the technical capacity and personnel to ensure delivery of the chemical to the client while the client. The client is responsible for all the costs incurred by the project. Constraints The time prescribed must be strictly adhered to and the costs because of that. Reporting Arrangements The team members will report on the project progress each day. Problem Handling and Escalation Any issues arising from security, safety or other risks in any part of the project to be reported immediately to the project manager. Approval method The client’s representative will monitor and approve all requirements from the client in discharging the project as well as advising the client on project completion. Work Package Acceptance Person Accepting Project Manager Date Date of Acceptance Assessment and feedback Estimated Time Schedule Day 1 Activity/Delivery Time of Delivery D1 11.01 a.m. D2 1.19 p.m. D3 3.37 p.m. D4 5.55 p.m. D5 7.13 p.m. Day 2 D1 10.18 a.m. D2 12.36 p.m. D3 2.54 p.m. D4 4.12 p.m. D5 6.30 p.m. Day 3 D1 10.18 a.m. D2 12.36 a.m. D3 2.54 p.m. Based on the above estimated activity durations, the project will most likely be completed in two and a half days. Risk Plan A risk management plan is a tool that enables the project manager to respond promptly and effectively to the risks that may occur in the course of the project. For this project, the risks expected include bad weather that may deter the aircraft from flying, cost and time overruns, transportation breakdown and the risk of contact with the chemicals. The following risk mitigation plan is suggested: Risk Description Action Bad weather Bad weather conditions may prevent the aircraft from flying, which might affect the final project time. Hiring extra tankers to do the delivery Cost and time overruns The operations may prove more costly than Setting up a contingency fund for unforeseen circumstances Transportation Breakdown There is a possibility of the tanker or the airplane being grounded due to mechanical breakdown The project management team should have replacements on standby Personnel contact with the chemicals There is a risk of exposure to the dangerous chemicals Contracting medical and safety professionals in case of any instance References Lock, D. (2004). Project Management in Construction. Aldershot: Gower. Read More