Project Management for Liaison Access and Community - Case Study Example

Project 6: Liaison access and community Project 6: Liaison access and community Customer Inserts His/her Name Customer Inserts Grade Course Customer Inserts Tutor’s Name 08, 05, 2015 Introduction The project 6 that is Liaison access and community plan entails the Liaison with private land holders, Obtain access to private land holding by Negotiate leases, Sign leases and compensation of land owners, Obtain federal approval and communication bout the project to community. Objectives The purpose of the project is to effectively address the land for the entire project. This project meets benefit the land owners who will loose their land to the project. The projects will start on 8th June 2015. Work breakdown structure This process relies on the work break down structure that is decomposed to output the activity list and work break down structure updates (Schwalbe 2010). This is the step where a graphical representation of the project hierarchy is made. Such illustrations help the project management team to look at the project from different angles and identify potential loopholes in the project. This bird-eye view of the project helps create reference points for various activities required in the project phases. This is followed by another best practice of ‘verifying the scope and getting the feedback’. Since timeliness is a crucial component of projects, verification of the scope is also critical in the progress of the project cycle. Thus verification can be done as each major task is completed in the case of a long project. However, for a small project which is not phased, it can be done after the completion of the whole project. Verification involves getting express comments on the project. On the other hand feedback counts for getting customer opinions which are invaluable for continuous improvement in future projects. Last is the best practice of monitoring and controlling the scope. Here, the actual management and controlling of the project takes place to ensure that work is carried out under the decided scope. It aims to avoid, as much as possible, the possibility of adding to the scope. To work on this, there should be good change management process and in case of changes the budgeting and schedule should be adjusted Ms Project Project basis 1. Evaluation and recommendations. 2. Project charter development 3. Charter submission 4. Surveying the area 5. Evaluation and recommendations 6. Project charter development 7.Kickoff Meeting Plan 8. meet owners 9. Project charter review 10. Project charter approval Feasibility study 1 Evaluation and recommendations. 2 feasibility report writing 3. report submission 4. feasibility report review 5. feasibility report approval Environmental approval 1.Vegetation loss 2.disposal of waste 3.Infrastructure facilities 4.social impact assessment Concept/feedback 1.Permit and other legal obligation 2.Selection and oversight of architects 3.Budgeting and cost allocation 4.Stakeholders meeting Detailed design 1.Preliminary design 2.Landscaping Design 3.plant Design 4.Stakeholders meeting 5.Approval Design Work 6.Final Design Construction 1.Building material acquisition 2.water treatment plant 3.buildings 4.drilling infrastructure 5.road infrastructure 6.pipeline infrastructure 7.progress report Commissioning 1.project assessment reporting 2.Final Report 3.Grand opening Assumptions: (a) The project will take 18 days to complete (b) The project team will be working eight hours six days a week excluding Saturday and Sunday (c) There are enough resources to ensure that the project goes to completion Cost breakdown structure (CBS) Prior to the implementation of this project, a Liaison access and community plan will was carried out to determine if the project was feasible or not. Through frequent meetings with the stakeholders and other staff members of company amount their land compensation to award. The project is projected to cost at least $41,461,000. Below are cost estimates for project. Level 3 Level 4 Project basis Project charter development 60,000 Charter submission 6,000 Surveying the area 600,000 Evaluation and recommendations 20,000 Project charter development 0.00 Kickoff meeting plan 6,000 Meet owners 6,000 Project charter review 0.00 Project charter approval 0.00 Feasibility Negotiate leases 6,000 Evaluation and recommendations 6,000 Sign leases 20,000 Organise compensation 20,000,000 Make compensation 60,000 Feasibility report writing 6,000 Report submission 6,000 Feasibility submission 6,000 Feasibility report approval 6,000 Environmental approval Vegetation loss 4,000 Disposal of waste 4,000 Infrastructure facilities report 6,000 Social impact assessment 6,000 Concept/feedback Permit and other legal obligations 6,000 Selection and oversight architects 5,000 Budgeting and closed allocation 6,000 Stake holders meeting 6,000 Detailed design Preliminary design 60,000 Landscaping design 30,000 Plants design 30,000 Stakeholders meeting 6,000 Approval of design 1,000 Final design 20,000 Construction Building materials acquisition 2,500,000 Water plant 10,000,000 Buildings 2,000,000 Drilling infrastructure 2,000,000 Road infrastructure 2,000,000 Pipeline infrastructure 2,000,000 Progress report 6,000 Commissioning Project assessment 2,500 Final report 2,500 Grand opening 6,000 Total 41,461,000 Project management is a process where the project manager has to balance the competing aspects of cost, time, and quality and ensure that the project is delivered according to schedule, without cost overruns, and without major glitches. The planning stage is critical for project managers since it involves laying down a procedure to be followed. In conclusion, the project manager is like a conductor in the orchestra where he or she wields the baton of project management to make the other performers actualize the performance. Key performance indicators The performance indicators of the project are financial savings and acceptance they included rates of flow, cash flows, and profit margins. The reason for using the financial measurement as performance indicators is because they are precise although they are unable to include the intangible issues which might be a hindrance to creation of expectations project value. Land owners value and satisfaction are very vital issues when carrying out the performance measurement. This is because there are many advantages that are realized; they include the fact that the indicators are timely; they are consistent to the strategies and goals of the project. In carrying out the key performance measurement, the project must put in consideration all the necessary aspects in order to draw the right conclusions. The key performance indicators will be to acquire land at lower cost acceptance of the project by the community. KPI Description Measure Met with Access land Land owners are made to discuss how their land is going to be used and the compensation thereof. Report on land owners acceptance or rejection Land owners and project manager Coordination with stakeholders All teams for the project should approve as well as receive information relating to this project. Weekly report on communications for approvals. Project manager Awareness At least 95% awareness among neighbours the project. Records of door-to-door campaign. Land owners/land owners leaders Impact Plants should be made to reduce negative impacts on the community surrounding the project. Loss of vegetation report and loss of cultural site report. Project manager. Dispatch of information Information should be delivered promptly as per the time scheduled. Stake holders delivery zone and achieved notification reports. Stakeholder’s manager. Satisfaction of stakeholders Should achieve 92% satisfaction. Feedback report. Stakeholder’s manager. Complains and enquiries To avoid resistance by the community there should be proper address of their enquiries and complains. Response records. Stakeholder’s manager. Percentage of households displaced Calculation of percentage of households that will be displaced by the project. Displacement report Community manager Interface Matrix As such an effective project manager must be able to evaluate the main components of the project and plan, coordinate and execute all the project activities within these components. Responding project team Land access and liaison Well sites and gathering -How long will be the drillers will be on the land? - What other permanent infrastructure will be put on the land -How many hectare range of the land will be used? WTD, BC and ponds -will be there water treatment plant, BC and ponds in the facility? -what hectare range will be needed for WTP and ponds? Gas processing and pipelines -where will the pipeline for the gas and the processing plant be situated? - How will the land owners be compensated for the pipeline portion? Infrastructure -what is the hectare range of land that is required for construction of offices and other infrastructure? -what other infrastructure will be elected from the land a part from offices and the plant? Environment and cultural heritage -how will the company treat environmental degradation (land) relating to the project? -if the land under consideration is a cultural site. How will we convince the community? -how will be vegetation, land, water, air and natural habitats be affected by the project? -is the land under earthquake belt? Land access and liaison X Commissioning -how will the project be commissioned once land has been acquired? Marketing and sales -How will land be disposed off at the end of the project? Conclusion Project management remains an important exercise whenever a project is undertaken. The size and complexity of the project can be addressed satisfactorily if the project management approach is used. However, it can be noted that the management process itself spreads out to cover other aspects of the project. It is important for the project manager and team to address these integration issues independently. This is based on the assumption that the project consists of various components that must eventually be integrated. This integration is going to result into the complete subproject that represents the whole project. An effective project manager must consider costing as one of the essential elements of any project. Indeed costing in projects is among the most essential exercises. This process can determine the financial viability of a project as well as lay a foundation on which future projections can be made. This exercise helps the stakeholders beforehand to assess the financial benefits that accrue from the implementation of the project. References Horine, G, (2009). Absolute Beginner's Guide to Project Management, Que, Indianapolis, p174. Kerzner, H, (2009). Project Management: A systems approach to planning, scheduling, and controlling, Wiley, Hoboken, NJ, p134-135 Lewis, P. J., (2002). Fundamentals of project management. New York: McGraw Hill. Lewis, R. (2006). Project Management. Boston: McGraw-Hill Professional. Philips, J. (2003). PMP Project Management Professional Study Guide. London: McGraw-Hill Professional. Project Management institute, (2004) A guide to the project management body of knowledge, 3rd ed. Project Management Institute, North Carolina, p98-124. Read More