Project Management Which Is a Vital Initial Stage in Achieving the Intended Purpose of the Project - Coursework Example

Research Report in Project Management Name Institutional Affiliation Date Table of Contents Section 1 3 1.0. Executive Summary 3 2.0. Methodology and Results 4 A. Infrastructure Division Project (ID) 5 B. Transport Division Project (TD) 14 3.0. Discussion 15 4.0. Conclusion 16 5.0. Appendices 16 Section 2 17 Risks associated with the project schedule implementation determined 17 Actions to be taken by the PPO to mitigate risks and reduce possible impact on the completion of the project 18 Issues the Head of HA has to take into account if s/he would like to implement the advice given above 20 Possible impact of the issues taken into account on the competitive position and the performance of HA 20 References 21 Section 1 1.0. Executive Summary This report is about Project management and planning which is a very vital initial stage in achieving the intended purpose of the project since it gives the entire project a reasonable direction. There are different types of resources that should be planned and managed in order for the project to be economically and resource-wise be optimised. These resources include finances, human labour, materials and most importantly, time. A well planned project will create room for sharing resources and also allows for maximum accountability between the project manager and the project team (Heerkens, 2002). It also enhances sufficient employee expertise since the labour resource team can plan their assignments in order to get ample time in developing and sharpening their skills. Reliability of a project is one aspect that planning takes care of very well since it helps the project manager and the contractor to estimate the duration of completing the whole or part of the project within a given financial budget. Most projects that are not well planned and executed may stall for very long periods of time due to poor resource utilisation and allocation. It is upon this background that optimisation becomes imperative so that the project can be completed within the allocated resources and in the shortest time possible. To do this, an efficient and reliable network scheduling technique is used. One of such techniques is the Critical Path Method (CPM) that helps in breaking down the work and transforms it into a structure of network presentation ((Heerkens, 2002). The aim of this method is to provide an effective and efficient schedule plan for the project and to determine the projects’ critical activities and the amount of resources needed for the execution of the project main tasks as scheduled. 2.0. Methodology and Results The solution to the problems in the Infrastructure Division (ID) and Transport Division (TD) projects in this report requires application of the network scheduling techniques that will help in deciding how the resources are utilised and allocated with the aim of achieving cost and time objectives. The application of Critical Path Method (CPM) to these two scenarios will help in making decisions like Slacks in activities, Interdependence of activities, Time delays and The most probable time the project will be completed. The stages involved in analysing and solving these two problems are; i. Breaking down the project into activities that are mutually exclusive and identifying the sequential correlation between project activities. ii. Constructing the logical network diagram to represent the sequence portrayed by the activities iii. Identification and estimation of the deterministic periods of each activity iv. Analysis of the network diagram implications and establishment of the path(s) within the network diagram which shows critical activities. v. Reallocation of the resources to help in the identification of a better schedule that is either cheaper or faster overall. A. Infrastructure Division Project (ID) This project is executed in four phases with each phase having activities and the time within which each activity will be completed and the sequence in which they occur. The following assumptions have been made for this section; i. The project starts on Friday, January 2nd, 2015 ii. A week comprises 5 working days The high level structural construction has four phases with each phase highlighting the major activities and finish times as shown in the tables that follow. Phase One: The surface preparation and foundation Activity Precedence Time (Days) Meeting to evaluate the surfacing and foundation work volume - 3 Meeting to determine transportation requirements 1 Fencing of the construction site 3 Building of the management temporary offices 4 Building of a temporary road leading to the construction site 3 Clearing of the site 7 Digging of the foundations on A 15 Digging of the foundations on B 18 Digging of the foundations on C 25 Evaluation meeting 2 Preparation of foundation steel structure 8 Technical requirements of the concrete 2 Laying of the steel structure on the foundation 14 Concrete preparation 5 Pouring of the concrete 6 Concrete curing 5 Engineering verification of the foundations 3 Evaluation of phase meeting 2 Phase Two: The structure construction a) Construction of the terminal ground floor Activity Precedence Time (Days) Construction of a concrete platform on site A 16 Construction of a concrete platform on site B 20 Construction of a concrete platform on site C 28 Erection of concrete columns on site A 24 Erection of concrete columns on site B 20 Erection of concrete columns on site C 22 Technical evaluation 4 Construction of the ceilings on site A 12 Construction of the ceilings on site B 10 Construction of the ceilings on site C 15 b) Construction of the first floor Activity Precedence Time (Days) Erection of concrete columns on site A 12 Erection of concrete columns on site B 15 Erection of concrete columns on site C 16 Construction of the ceilings on site A 14 Construction of the ceilings on site B 18 Construction of the ceilings on site C 16 Link bridge construction from site A to B and C 10 Link bridge construction from site B to C 14 Phase evaluation and report writing meeting 2 Phase Three: The interior building Activity Precedence Time (Days) Meeting with the sub-contractors 2 Wall separation on ground floor on site A 18 Wall separation on ground floor on site B 15 Wall separation on ground floor on site C 12 Wall separation on first floor on site A 16 Wall separation on first floor on site B 14 Wall separation on first floor on site C 15 Laying down of electricity and computer networks on the ground floor 20 Laying down of electricity and computer networks on the first floor 24 Laying down of plumbing and heating network on the ground floor 24 Laying down of plumbing and heating network on the first floor 30 Phase evaluation and report writing meeting 4 Phase Four: The certification of the high level structural construction Activity Precedence Time (Days) Meeting with the sub-contractors 2 Meeting with the construction certification body 2 Structure certification of ground and first floor on site A 6 Structure certification of ground and first floor on site B 5 Structure certification of ground and first floor on site C 7 Certification of electricity and computer networks on both floors on site A 7 Certification of electricity and computer networks on both floors on site B 8 Certification of electricity and computer networks on both floors on site C 10 Certification of plumbing and heating on both floors on site A 9 Certification of plumbing and heating on both floors on site B 12 Certification of plumbing and heating on both floors on site C 10 Formal certification meeting 3 a) From the annex network diagram shown in the appendix section, if the project commences on 2nd January 2015, the earliest date when the first three phases will be completed is on 1st march 2017. CONCRETE PLATFORM CONSTRUCTION ON A CONCRETE PLATFORM CONSTRUCTION ON B CONCRETE PLATFORM CONSTRUCTION ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR:16 FINISH DAY: DUR: 20 FINISH DAY: DUR: 28 CONCRETE COLUMN ERECTION ON A CONCRETE COLUMN ERECTION ON B CONCRETE COLUMN ERECTION ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR: 24 FINISH DAY: DUR: 20 FINISH DAY: DUR: 22 TECHNICAL EVALUATION START DAY: ID: FINISH DAY: DUR: 4 CEILING CONSTRUCTION ON A CEILING CONSTRUCTION ON B CEILING CONSTRUCTION ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR: 12 FINISH DAY: DUR: 10 FINISH DAY: DUR: 15 CONCRETE COLUMN ERECTION ON A CONCRETE COLUMN ERECTION ON B CONCRETE COLUMN ERECTION ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR: 12 FINISH DAY: DUR: 15 FINISH DAY: DUR: 16 CEILING CONSTRUCTION ON A CEILING CONSTRUCTION ON B CEILING CONSTRUCTION ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR: 14 FINISH DAY: DUR: 18 FINISH DAY: DUR: 16 LINK BRIDGE CONSTRUCTION FROM A TO B & C LINK BRIDGE CONSTRUCTION FROM A TO B & C START DAY: ID: START DAY: ID: FINISH DAY: DUR: 10 FINISH DAY: DUR: 14 PHASE EVALUATION START DAY: ID: FINISH DAY: DUR: 2 MEETING WITH SUB CONTRACTORS START DAY: ID: FINISH DAY: DUR: 2 WALL SEPARATION ON GROUND FLOOR ON A WALL SEPARATION ON GROUND FLOOR ON B WALL SEPARATION ON GROUND FLOOR ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR:18 FINISH DAY: DUR: 15 FINISH DAY: DUR: 12 WALL SEPARATION ON FIRST FLOOR ON C WALL SEPARATION ON FIRST FLOOR ON B WALL SEPARATION ON FIRST FLOOR ON A START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR:16 FINISH DAY: DUR: 14 FINISH DAY: DUR: 15 ELECTRICITY AND COMPUTER NETWORKS ON GROUND FLOOR ELECTRICITY AND COMPUTER NETWORKS ON FIRST FLOOR START DAY: ID: START DAY: ID: FINISH DAY: DUR: 20 FINISH DAY: DUR: 24 PLUMBING AND HEATING NETWORKS ON FIRST FLOOR PLUMBING AND HEATING NETWORKS ON GROUND FLOOR START DAY: ID: START DAY: ID: FINISH DAY: DUR:24 FINISH DAY: DUR: 30 PHAES EVALUATION START DAY: ID: FINISH DAY: DUR: 4 b) If the project commences on 2nd January 2015, the earliest date when the high level structural construction part of the project will be completed is on 23rd June 2017. MEETING WITH SUB CONSTRUCTORS MEETING WITH CERTIFICATION BODY START DAY: ID: START DAY: ID: FINISH DAY: DUR:2 FINISH DAY: DUR:2 STRUCTURE CERT OF GRD & 1ST FLOOR ON A STRUCTURE CERT OF GRD & 1ST FLOOR ON B STRUCTURE CERT OF GRD & 1ST FLOOR ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR:6 FINISH DAY: DUR: 5 FINISH DAY: DUR: 7 CERT OF ELEC & COMP NTWKS ON A CERT OF ELEC & COMP NTWKS ON B CERT OF ELEC & COMP NTWKS ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR:7 FINISH DAY: DUR: 8 FINISH DAY: DUR: 10 CERT OF PLUMBING & HEATING ON A CERT OF PLUMBING & HEATING ON B CERT OF PLUMBING & HEATING ON C START DAY: ID: START DAY: ID: START DAY: ID: FINISH DAY: DUR:9 FINISH DAY: DUR: 12 FINISH DAY: DUR: 10 FORMAL CERT MEETING START DAY: ID: FINISH DAY: DUR: 3 c) If the erection of the columns (in the structure construction phase) takes 27, 23, and 25 days in the ground floor of sites A, B, and C respectively, the wall separation in the first floor (in the interior building phase) lasts for 20, 18, and 19 days in sites A, B, C respectively, and the certification of the electricity and computer networks (in the certification phase) is delayed by 2 days in each floor of all sites, what will be the new date to complete the “high level structural construction” part of the project? The project will culminate on 17th august 2017. The following activities cannot be delayed in phase one which entails the surface preparation and foundation; Phase one Fencing of the construction site Building of the temporary access roads Clearing the site ahead of construction Digging of the foundations in sites A, B and C Preparation of the foundation steel structures Preparation of the technical requirements of the concrete Laying of the steel structure Preparation of the concrete Pouring of the concrete Phase two Construction of a concrete platform on site A Construction of a concrete platform on site B Construction of a concrete platform on site C Erection of concrete columns on site A Erection of concrete columns on site B Erection of concrete columns on site C Construction of the ceilings on site A Construction of the ceilings on site B Construction of the ceilings on site C Erection of concrete columns on site A Erection of concrete columns on site B Erection of concrete columns on site C Construction of the ceilings on site A Construction of the ceilings on site B Construction of the ceilings on site C Phase three Wall separation on ground floor on site A Wall separation on ground floor on site B Wall separation on ground floor on site C Wall separation on first floor on site A Wall separation on first floor on site B Wall separation on first floor on site C Laying down of electricity and computer networks on the ground floor Laying down of electricity and computer networks on the first floor Laying down of plumbing and heating network on the ground floor Laying down of plumbing and heating network on the first floor Phase four Structure certification of ground and first floor on site A Structure certification of ground and first floor on site B Structure certification of ground and first floor on site C Certification of electricity and computer networks on both floors on site A Certification of electricity and computer networks on both floors on site B Certification of electricity and computer networks on both floors on site C Certification of plumbing and heating on both floors on site A Certification of plumbing and heating on both floors on site B Certification of plumbing and heating on both floors on site C From the annex network diagram shown in the appendix section, if the erection of the columns in the structure phase takes 27, 23, and 25 days in the ground floor of sites A, B and C respectively, the wall separation in the first floor in the interior building phase lasts for 20, 18 and 19 days in sites A, B and C respectively, and the certification of the electricity and computer networks in the certification phase is delayed by 2 days in each floor of all sites, the new project will delay up to the next month 14th July 2017. B. Transport Division Project (TD) The Hertfordshire Airways (HA) has three customer advantages which include; Prices Schedule Flexibility Luggage Allowance The train operators offer the following customer advantages; Travel Comfort Convenience Price For every HA customer advantage, the train operator advantages and profit/loss are given as shown in the tables below; a) Price Train operator advantage Annual Profit/Loss (£ Million) Convenience 3 profit Travel Comfort 6 profit Price 9 loss b) Schedule Flexibility Train operator advantage Annual Profit/Loss (£ Million) Convenience 14 profit Travel Comfort 8 profit Price 3 profit c) Luggage Allowance Train operator advantage Annual Profit/Loss (£ Million) Convenience 6 profit Price 8 profit Travel Comfort 12 loss HA should adopt the second option which is “Schedule Flexibility” since it has higher returns (£25 Million annually) than the other two. This strategy is a bit hard to implement because a lot of things have to be sacrificed. For example, price and luggage allowance. This implies that low profits will be registered in reality. The elements of the strategy to be implemented are as tabulated below. Train operator advantage Annual Profit/Loss (£ Million) Convenience 14 profit Travel Comfort 8 profit Price 3 profit 3.0. Discussion Critical path method of project planning, scheduling and management is a very useful control and monitoring tool for projects ((Heerkens, 2002). It allows the project manager to compute the actual dates for each task within the project and use these dates to compare the current level of progress of the project with what ought to be the actual progress with the aim of reacting accordingly to avoid working behind the schedule. The activities which are to be undertaken within the project execution period and their related outcomes are represented by a network diagram. The dependencies are displayed to assist in scheduling so that the activities that can run parallel to one another can be evaluated. It is a widely used technique in industries to determine the float and slack times. Project duration can be determined so that direct and indirect costs can be minimised in order to optimise the resources pumped into the project. 4.0. Conclusion In conclusion, CPM and PERT techniques are reliable methods of project management as seen in the above infrastructure division and transport division projects. They help in resources optimisation because activity times can be estimated accurately on order to approximate the amount of time the project will be executed. 5.0. Appendices Network Diagrams for the ID project (The Appendix is Attached) Section 2 Risks associated with the project schedule implementation determined Implementation of the project schedule that has been determined above comes with several risks. Although CPM aims at assisting project managers to identify and monitor project activities in a manner that is accurate so as to avoid unnecessary delays, its implementation requires appropriate approximation of the initial activity durations (Deeprose, 2002). Further, CP requires utmost importance because any delay of an activity within the critical path is likely to result in project delay. If the delay of a project is more than float, then that is likely to result in project delay for the entire project. It is important to note that CPM is really complex and it approximations are largely based on different assumptions made by the PPO and on how the estimates are accurate. The success of the project, on the other hand, does not depend on it because its main aim is to shorten the project lifespan (Kerzner, 2001). The other unfortunate thing is that this project is complex and the nature of resources it requires may not exhibit the flexibility stated in the CPM. What is more, project completion time and dates in CPM are purely estimates and that implies that any error in the estimates would results in several changes in the project, especially in an activity consumes more time than estimated in the CPM. Actions to be taken by the PPO to mitigate risks and reduce possible impact on the completion of the project The impacts against the risks can be reduced by the PPO in a number of ways. For instance, the existence of any delay within the CPM can be eliminated if the PPO can change the sequence of the activity. For instance, this can be done by accomplishing the activities that do not fall under the critical path prior to their float and the remaining time can be employed in working on the activities within the critical path. Subsequently, this can reduce the duration of the activities within the CP and thus reduce the overall project time. In practical sense, it means that the resources saved in the non-critical activities are assigned to critical activities. What is more, new CPs can be identified by revising the calculations on project durations. For example, new deadlines can be arrived at by allocation of more cost to a project to complete it earlier. This is called project crashing where deadlines are reduced at an extra cost. Another method the PPO can employ is that of studying the relationship within the project. If the projects are more related to one another, it means more time will be required for project completion. The PPO can crash some activities depending on the judgement as to whether it is necessary to reduce the project durations for critical activities. Further, in situations where the project is faced with the risk of experiencing abnormal delays, the PPO should come in and review the initial CPM and evaluate how the immediate predecessors can be modified and how some of the activities within the critical path can be done at the same time. In other situations, the PERT is developed in addition to the CPM so as to come up with time estimates that are accurate. Therefore, a successful PPO is supposed to take the application of the two techniques into consideration. Issues the Head of HA has to take into account if s/he would like to implement the advice given above One of the primarily issues that should be taken into account with regard to the project is determination of the overall cost (Lock, 2004). The project manager will need to reduce the opportunity cost out of the investment. The solution to the transport division project requires complicated methodology which in turn implies that a more complex chart has to be used. In the above case, pert method of project planning and scheduling is employed. The charts established by this technique are confusing and complicated to interpret because it can represent thousands and hundreds of activities and their interdependency especially where the projects being handled are very large. In addition, the charts can be very expensive to develop, maintain and update. The graphs developed by this technique are greatly reliant on the capability to predict accurate time frames for a lot of tasks. In the event of occurrence of unpredicted events, the activity time estimates can be incorrect. This implies that the technique works best for projects with reliable previous predictions. Possible impact of the issues taken into account on the competitive position and the performance of HA The aforementioned issues and risks have unprecedented impacts with far reaching consequences. It is therefore necessary to make accurate time estimation judgements with utmost predictability and accuracy bearing in mind flexibility to cater for unforeseen future variations and alterations. This move will ensure that reliability of the method is increased in order to enhance its dependability. One of the possible impacts is inaccuracy of time prediction. It is also imperative to break down complex projects into smaller components that are easier to manage and represent with the help of graphs. This will improve the entire project planning, scheduling and execution. It will also help in cutting down the cost to manageable amounts for the activity network diagrams. References Top of Form DEEPROSE, D. (2002). Project management. Oxford, U.K., Capstone Pub. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=66786. Bottom of Form Top of Form HEERKENS, G. (2002). Project management. New York, McGraw-Hill. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=75939. Bottom of Form Top of Form KERZNER, H. (2001). Project management a systems approach to planning, scheduling, & controlling. New York, John Wiley. http://www.books24x7.com/marc.asp?bookid=2380. Top of Form LOCK, D. (2004). Project management in construction. Aldershot, Gower. http://site.ebrary.com/id/10211489. Bottom of Form Bottom of Form Read More