Project Scope Management, Project Cost Management, and Project Time Management - Case Study Example

Project management plan (PMP) Name: Tutor: Course: Date: Project management plan (PMP) This Project management plan (PMP) is a document that is formal and approved for purposes of managing project execution. In the General aviation terminal project, the PMP documents are actions needed to coordinate, integrate, prepare and define various planning activities. The plan covers the following management areas; project integration, project time, project scope, change, project cost, project quality, human resource, communication, project risk, and project stakeholders. 1. Project integration The project charter for General aviation terminal is developed before the project management plan is produced. The project manager, TB, from Bahrain Airport Company (BAC) is responsible for directing and implementing the pre-construction, construction and recruitment of terminal personnel to assume technical and administrative operations at the airport. The project manager will also be responsible for monitoring and controlling all the project work taking place on site. The planning team led by NB and JS from Victoria University will be responsible for performing integrated change control. This will be important in making changes to quality, schedule, costs and performance. At the moment of project closure, the director named Tim from Bahrain Airport Company will be involved in the closure phase of the project. The project manager is asked to be skillful in integration management to avoid skids (Smith, et al. 2013). 2. Project scope management Scope of the general aviation terminal project is aimed at designing and constructing a general aviation terminal for VIP landing, gliders and corporate business jets in Bahrain. The aim of scope will be to ensure that the required work of construction is completed successfully at a cost of BHB 1.4 million within 3 years and 8 months. The specifications include 3D architectural drawings, environmentally sustainable designs, and conform to laws and regulations. It should also include security features for customs, police security and passengers. NB and JS will be responsible for planning and defining the scope. Project requirements include finance (funds), physical such as equipment, machines, materials and tools as well as human resources. Work breakdown structure is created and the scope is validated and controlled. Scope elucidates the need for general aviation terminal, establish airport passenger expectations, manage changes and obtain a go-ahead for the project (Rowland-Jones, et al. 2008). 3. Project time management The design of general aviation terminal project is expected to be started in March 2015 but the actual construction work begins in January 2017. This means the project will involve resources, scheduling, activities and schedule management for good timing. The project will develop a project schedule using Gantt chart to cover all the defined activities in each phase. These activities are then sequenced in a logical order right from kick-off meeting to commissioning of the project by Bahrain Aviation company director. All activity resources and their durations will be estimated. Finally, a project schedule is developed and controlled (Richet, 2013). The structure of schedule management is as shown in table 1 below; Table 1: General Aviation Terminal Project (GATP) schedule management Planning Implementation Closure March 2015- Dec 2016 January 2017-December 2018 January 2019 Deliverables: Design briefs, technical sketches developed, work plans developed, approvals and permits, monitoring and tracking, change management, project sign-offs Deliverables: Site preparations, inspection of designs, procurement of materials, equipment, tools and machines, recruiting contractors and sub-contractors, tracking and monitoring Deliverables: Inspection sheets, training of personnel, testing and appraisals, change plans Milestones: Design appraisals complete, technical designs developed, work plans developed Milestones: Designs inspected and approved, site prepared, building taking shape, project tracked and monitored, actual project built and inspected Milestones: Payment documents completed, inspections and testing completed, sign-off procedures done, terminal commissioned 4. Project cost management The general aviation terminal project will have its costs assessed, allocated and administered. Costs are planned and estimated using the construction standards and estimates from UAE. The budget is determined based on the nature of activities and cost of labor, materials and machines in Bahrain. Project manager, TB, will check spending to ensure budget optimization of budget allotment with the allocated and planned budget. The preliminary budgetary allotment is shown in the table 2 below; Table 2: GATP cost management Year 1 Year 2 Year 3 Year 4 Project total Budget allocation 120,000 425,000 700,000 248,000 1,493,000 Forecast - - - - - Approved baseline 118,000 423,000 710,000 245,000 1,496,000 Actual 45,000 - - - - Variance 73,000 423,000 710,000 245,000 1,454,000 N/B: Estimates are developed at ±25% in terms of accuracy for planning phase and reported in monthly status reports. Estimates are developed at ±10% in terms of accuracy for implementation phase and reported in monthly status reports. 5. Project quality management General aviation terminal activities will be designed, devised and discharged in an effective and effectual manner consistent with its conduct and project objectives. Planning for quality in the project is meeting the customer requirements. Some of the customer requirements include developing a terminal for celebrities, providing highest level of comfort for customers, responsive to hot climates, and achieving 5 stars in Green star rating. The project manager will be in-charge of planning quality and performing quality assurance. Plan-Do-Control-Act (PDCA) will be the quality planning tool that will be used to control the project. The baseline project expectations will be checked against the actual performance of the project. 6. Human resource management The general aviation terminal project will be managed and implemented by competent people. The management style will also be open, flexible and fosters staff morale and productivity. Technical and interpersonal skills are required for each employee performing specific team roles. The project plans for human resources, acquires and develops the project and finally manages the team. The HR schedule is as shown in the table 3 below; Table 3: GATP human resource structure Role Qualifications No. required Skills required Project manager 15 years experience in construction, degree in civil engineering and project management 1 Management and people skills Designers and quantity surveyors Degree in architecture and building, 10 years experience 13 Technical and creative skills Contractors 15 years experience in building construction projects 2 Technical skills, interpersonal, communication skills Procurement officers 5 years experience in supply chain and purchasing, degree/diploma in procurement 8 Numerical skills, computer skills and translation skills 7. Communication management Communication in the general aviation terminal project is important as it comprehends all aspect of the project with keen interest. Communications are planned, managed and controlled. The project will use SharePoint to track team events and milestones. The communication schedule is as shown in table 4 below; Table 4: GATP communication plan Purpose Audience Frequency Method/channel Responsible Kick-off meeting All stakeholders March 2015 (once) Conference room Tim (Director BAC) Feasibility study reports Planning and design team August 2015 and Dec 2015 (twice) Boardroom TB (Project manager) Progress reports Implementation team Quarterly from Jan 2017 e-mails / town hall projectors TB Project changes and alerts Director, procurement and planning team On need basis e-mails, phone calls TB Milestone reporting Director, project team Bi-annually Bahrain Newspapers Project manager 8. Project change management General aviation terminal project will control every positive change and if the project meets its objectives within budget and on time. The change management process will be informed by Bahrain standard change management process. Different aspects of the project will be subjected to control at the various phases. The table 5 below shows the general aviation change management process; Table 5: GATP project change management plan Type Planning Implementation: design sub-phase Implementation: construction phase Benefits n/a Change requests approved, expected benefits as baselined in business case planning Change requests approved, expected benefits as baselined in business case implementation Financials n/a Change requests approved, baselining total costs as indicated in the business case planning Business case implementation according to baselined total cost, change requests approved Scope n/a Features and scope as baselined in project charter, requirements in detail Features and scope as baselined in project charter, requirements and design in detail Timeline n/a Design as baselined in planning, change requests approved Timeline baselined in implementation to project completion, change requests approved The change management request process is as shown in figure 1 below; Figure 1: Construction project change request process From figure 1 above, information flows to the project manager from the change requestor, upon which the manager will coordinate with analysts and project steering committee for change request review. 9. Project risk management The project reviews risks and critical issues (Flanagan & Norman, 2003). Although no mitigation strategies exist, steps have been taken to create some. The risk register is as shown in the table 6 below; Table 6: Risk assessment register for GATP PROJECT TITLE: GENERAL AVIATION TERMINAL CONSTRUCTION PROJECT RISK ASSESSMENT REGISTER Risk Likelihood Impact Risk indicator Control mechanism Responsibility Score Last minute budget changes and underfunding of the terminal construction project Low (2) High (7) BAC source accounts Regular meeting with financiers and progress meetings with construction team Project manager 14 Supplier and sub-contractors unable to meet deliverables due to financial difficulties High (4) High (4) Annual finance audits Check and monitor supplier organizations for individual finance procedures Procurement manager 16 Limited or lack of working space for construction staff Moderate (3) Moderate (4) Undertake safety and health assessments Develop a health and safety risk assessment plan Site engineer 12 Lack of resources on site Low (2) Low (2) Task taking longer Minute meetings to discuss and check against construction control program Project manager 4 Appropriately unqualified construction staff selected and hired to implement the project High (4) High (4) Appraisal and recruitment process HR to manage recruitment process, training plan for researcher developed and implemented HR manager 16 The above information comes from the project charter. 10. Stakeholder management The general aviation terminal project has a number of stakeholders with different interests in the project. Some of the stakeholders include project steering committee, project sponsor (BAC), project manager, analyst, and team members. Many stakeholders are identified as early as possible in the project. The table 7 below shows the stakeholder, their representatives and responsibilities. Table 7: GATP stakeholder management plan Stakeholder Representative Responsibilities Sponsor Tim Provide project funding Monitor progress and obtain updates for the project Planning team Project manager Develop work plans and oversee planning phase Design team Chief Architect Provide technical designs and sketches of the aviation terminal VIP celebrities, landing gliders, corporate business jets Michael Schumacher Security of the airport, aesthetic appeal and attractiveness Government of Bahrain President Attract investment and grow local economy Conclusion Project management plan for the general aviation terminal draws relevance from the various constraints and issues that relate to time, schedule, cost, performance and others. The project is affected by the ten factors and skillful planning and implementation on the part of the project manager will help eliminate any skids. Reference list Flanagan, R & Norman, G 2003, Risk Management and construction, UK: Blackwell. Richet, J L 2013, Agile Innovation. Cases and Applied Research, n°31. ESSEC-ISIS. Rowland-Jones, R Thomas, PT & Page-Thomas, K 2008, Quality Management tools & techniques: profiling SME use & customer expectations. The International Journal for Quality and Standards. London. Vol. 5, pp. 56-78. Smith, NJ Merna, T & Jobling, P 2013, Managing risk in construction projects, John Wiley & Sons. Read More