Project Implementation, Control, and Termination - Essay Example

Table of Contents Table of Contents 2 Executive Summery 3 Introduction 3 Background 4 Project Aims 4 Project Communication 4 Controlling project 5 Project Network Diagram 8 Critical path 9 Project Time Management 9 Project Cost Management 11 Project Success Criteria 14 Project Failure Criteria 14 Best feature of project 14 Wrong Aspects 15 Conclusion 15 Bibliography 15 Executive Summery I have already worked on the project of Adams family for the restoration of farmhouse and its roof. This project is in its operational stage and this report is aimed at providing the main working steps, resources planning, and project management working areas. In this report, I will talk about the project implementation, control, and termination for the roofing project. This report will analyze and adjust the previously established operational steps, resource planning and project phases’ management plans. Introduction This project management and planning report is about the project implementation, control, and termination. This will involve the planning and discussion about the project major steps and operations. In this report, I will provide a review and adjust the previously established constrains and plans. This report will present the detailed evaluation of the triple constraints and their proper settlement for the project working and handling. This project is initiated by the Adams family for the restoration of farmhouse and its roof. This farmhouse roof is a historical place and Adams family has decided to restore the project through the assistance of the Michigan Historical Society. Michigan Historical Society is an association that directs for the rehabilitation and restoration of the old places. Here this project report is aimed to provide a deep insight into the old farmhouse roof restoration project and its controlling. Background Adams family has started a project for the restoration of their old farmhouse and its roof. This project involves the Michigan Historical Society who has agreed to assist in maintaining the property upon completion of the restoration project. Michigan Historical Society is society that facilitates the better preservation of the old places. Michigan Historical Society will work with our development and construction team for the handling of this project. Project Aims This section of the repot covers the basic reasons and aims that are established by the Adams family and Michigan Historical Society regarding the restoration of the farmhouse to its original splendor. They have established the main goal on the subject of the preserving old roof 80% to the authentic structural design. Successful completion of this project will allow the Adams family to appreciate family tradition and actively take part in their heritage now and in future years. This project will restore the farmhouse to its original splendor. This project will also preserve 80% of the authentic structural design of the old work on the farmhouse. We will restore the roof to its original glory. This project will integrate the modern conveniences into the restoration process. Project Communication In this project we have established a strong communication plan that involves the detailed collaboration among the project workers and staff. Here we will establish an environment that will encourage the project personnel regarding the open communication and effective opinion. Here we will establish the following type of communication activities among the project personals: Analysis studies Periodical Meeting Working reports Review Reports Quality assessment meeting and plans Controlling project A continually pleasant feature of running a project is the management of the project schedule. The controlling and managing the plan productively is the preeminent method to give surety the project comes in on time. With the purpose of be productive about this development there are some inputs that one needs to know. The inputs are: Given by (Elyse, 2006) The Schedule Baseline - The schedule baseline is the in progress agreed description of the project schedule which presents a source for matching and reporting on the project activities. The project schedule outlines the premeditated beginning and termination dates for the project tasks (Elyse, 2006). Performance Reports – Performance reports are primary and most important a communication method to outline what work activities have been carried out by whom. A good performance report should outline the premeditated and authentic dates and period of work activities (Elyse, 2006) Schedule Management Plan – The Schedule Management Plan outlines how changes to the schedule can be completed and under which circumstance such changes are permissible. Project Manager, Project Sponsors, and Functional Managers should hold fast to the scheduling course of action outlined inside the schedule management plan (Elyse, 2006). Approved Change Requests - Approved schedule change requests are an input for the reason that the schedule needs to be modified to reproduce the standard changes to the project schedule (Elyse, 2006). After the analysis of Adams family project requirements and documentation, the project planning baseline established for scope, cost, and timetable, project implementation and management of activities can instigate. “Baseline Plans engages application of conservative system control methods to the project effort” (Lewis, 2006). Taking into consideration the Adams family’s project attempt to be a process, the plans, specifications, resources, and different techniques are the inputs. The process outputs should be repeatedly checked and matched with the plan. Modifications in the process should be made to corroborate the project output to that most wanted. Discrepancy between project results and the plan should be reviewed and reported occasionally (Kerzner, 2006). For an under control Adams family’s project, it needs to be planned as a closed system. This can be done by creating baselines plan for scope, cost, and schedule and then putting them beneath some form of version management. Once the project has been accomplished in these three extents, it can be premeditated, monitored, and controlled (Lewis, 2006). A project having no baseline supervision cannot be directed and taken as a closed system, and must be for that reason deliberate to be out of management. No noteworthy presentation measurements can be completed where the scope, cost, and schedule are not bordered and below some structure of change control restraints (Kerzner, 2006). If it turns out to be obvious that the Adams family’s project cannot be controlled under its baseline, then there will be need of fundamental changes. These types of changes are made into Adams family’s project scope or the understanding that the project plan is gravely faulty can make the baseline of dubious value for project control. In this situation, Adams family’s project may have to be re-planned and developed a baseline another time. After the accomplishment of up-to-date baseline, the equivalent practice of examining output and supervising the development must be sustained. Developing a baseline plan is the recognized termination of the planning step and the starting of Adams family’s project implementation and control. Controlling the Adams family’s project baseline is enormously necessary to make project victorious. Other than getting the wrong plan from the requirements, bad cost and schedule rough calculation, and technical complicatedness, the things that will most likely put in danger a project are the changes (Lewis, 2006). Adams family’s project requirements vary surreptitiously can drive costs and schedules further than their thresholds, and make changes in accomplishment of a disorganized manner, or even numerous variations put into the practice in a closely controlled manner, can bring into being incomprehension all the way through a project management. It is for that reason noteworthy to direct the speed of change as well as the change process itself. Current Adams family’s project requirements for changes to the project requirements may be investigative of an unfinished preliminary requirements analysis or the breakdown of the project team to effectively grip and communicate with users near the beginning of the project effort. Project Network Diagram The project network is the technique used for planning, scheduling, and observing the project development (Gray & Larson, 2006). The network is built from the information gathered for the work breakdown structure and is a graphic flow chart of the project task plan. The network represents the project actions and operations that must be accomplished, the logical succession, the interdependencies of the actions to be accomplished, and in the majority cases the times for the activities to begin and come to an end together with the greatest path through the network, the critical path. “The network is the structure for the project information system that is utilized by the project managers to make decisions regarding the project time, cost, and performance” (Gray & Larson, 2006). The project network presents further precious information and insights. It presents the foundation for scheduling personnel and tools. It improves the contact facility that melds all managers and teams collectively in meeting the time, cost, and performance reasons of the project (Gray & Larson, 2006). It offers an educated guess of the project period before selecting a project accomplishment date from a hat or someone’s preferred date. The network presents the times when activities can begin and end and when they can be postponed (Gray & Larson, 2006). It offers the source for budgeting the cash flow of the project. It classifies which actions and activities are critical and for that reason should not be postponed if the project is to be accomplished as intended. It outlines which activities to think about if the project requires to be compacted to meet a deadline (Gray & Larson, 2006). In this section I will present the project network diagram. This diagram will elaborate the main project working stages and execution lifecycle. Figure 1 Project Network Diagram Critical path In the above project network structure the”Red” line shows the project critical path. Project Time Management This section is aimed at providing a detailed analysis of the project time management plan and its associated aspects. Here I will discuss the main and finalized project plan and its implementation criteria. Time is a precious resource. It is also the scarcest. Once time gets ahead of, it is by no means again to be gets back. A project manager must be expert and practiced in managing the overall time and the time of the team members (Elyse P. C., 2006). The simplest technique to handle time successful is scheduling activities. A schedule activity is a distinct scheduled factor of activity carried out throughout the course of a project according to the PMBOK. With the purpose of having a schedule activity, one should have a predictable duration, cost, and resource requirements (Elyse P. C., 2006). The six Project time Management processes are: (Elyse P. C., 2006) 1. Activity Definition: Activity Definition is a element of the planning course of action faction. It outlines the detailed schedule activities which are carried out to turn out the deliverables (Elyse P. C., 2006). 2. Activity Sequencing: Activity Sequencing is also an element of the planning process group. It outlines interdependencies and dependencies among the schedule activities (Elyse P. C., 2006). 3. Activity Resource Estimating: Activity Resource Estimating is a different way that is a element of the planning process group. Activity Resource Estimating on the whole does what is name describes. It measures the category and quantity of resources needed for each scheduled activity (Elyse P. C., 2006). 4. Activity Duration Estimating: Activity Duration Estimating is also an element of the planning process group. Activity Duration Estimating measures the extent of time that will be required to accomplish a scheduled activity (Elyse P. C., 2006). 5. Schedule Development: Schedule Development encompasses analyzing the activity succession, period, and resource requirements to produce the project schedule. It is an important element of the planning process group (Elyse P. C., 2006). 6. Schedule Control: Schedule control controls changes to the project schedule and is an element of the monitoring and controlling process groups (Elyse P. C., 2006). This project will take 60 days of development and operation for the overall project. We will take 8 working hours each day and the 6 days each week. This project will be started on 3 August 2009 and finishing date is 11 August 2009. Here we have divided the project working time to each activity and this average working time is approximately seven days each week. Here construction phase is the biggest working phase. This will take the sixteen days of work for the overall construction of the new roof. We have assigned the time to each activity according to appropriate analysis of the project working and operations. Project Cost Management This project will take $57,930/- of total working budget. This project budget is divided among different project working areas through comprehensive analysis. This cost analysis is carried out for the better project cost and budget allocation. For the budget allocation to the project human resource we have allocated cost to each hour of work for the project workers. This per hour cost allocation is varies from person to person. Here project manger Cost for each of working for each project person is given below: Project Staff Cost per Hours Project manager $25.00/hr Consultant $20.00/hr Contractor $20.00/hr Site Designer $20.00/hr Financial Manager $20.00/hr Demolition Labor $15.00/hr Electricity Worker $15.00/hr Workers $15.00/hr Then we have calculated the project work’s total hours of working. This provided us the total cost of the project worker throughout the project execution and working. Total cost is given below: Project Staff Cost per Hours Total cost per person Total Hours of work Project manager $25.00/hr $12,000.00 480 hrs Consultant $20.00/hr $4,800.00 240 hrs Contractor $20.00/hr $6,240.00 312 hrs Site Designer $20.00/hr $7,360.00 368 hrs Financial Manager $20.00/hr $6,240.00 312 hrs Demolition Labor $15.00/hr $2,760.00 184 hrs Electricity Worker $15.00/hr $2,760.00 184 hrs Workers $15.00/hr $1,920.00 128 hrs Then we have allocated budget to the different project activities and phases. Then we have divided the project cost to each project phases according to its operational requirements. Here demolition will take the cost of $1,440, the framing cost will $6,080, the demo equipment will take $1,440 and roofing of the old farm house will take $6,080 of total project cost. Project Specifications This project is intended to completely renovate and restore the old farmhouse and its roof. This project has aimed at saving the 80% of original farmhouse design and historical work. This project will take 60 days of working and approximately budget of $57,930/-. Project activities & project Duration 3-Aug-09 11-Aug-09 $2,520.00 112 hrs Reconnaissance 7 days 3-Aug-09 11-Aug-09 $2,520.00 112 hrs Project manager 3-Aug-09 11-Aug-09 $1,400.00 56 hrs Consultant 3-Aug-09 11-Aug-09 $1,120.00 56 hrs Brainstorming 7 days 12-Aug-09 20-Aug-09 $4,760.00 224 hrs Project manager 12-Aug-09 20-Aug-09 $1,400.00 56 hrs Consultant 12-Aug-09 20-Aug-09 $1,120.00 56 hrs Contractor 12-Aug-09 20-Aug-09 $1,120.00 56 hrs Site Designer 12-Aug-09 20-Aug-09 $1,120.00 56 hrs Design Project Plan 7 days 21-Aug-09 31-Aug-09 $4,760.00 224 hrs Project manager 21-Aug-09 31-Aug-09 $1,400.00 56 hrs Consultant 21-Aug-09 31-Aug-09 $1,120.00 56 hrs Site Designer 21-Aug-09 31-Aug-09 $1,120.00 56 hrs Financial Manager 21-Aug-09 31-Aug-09 $1,120.00 56 hrs Fund Raising 7 days 1-Sep-09 9-Sep-09 $1,400.00 56 hrs Project manager 1-Sep-09 9-Sep-09 $1,400.00 56 hrs Duty Sharing 7 days 10-Sep-09 18-Sep-09 $6,440.00 336 hrs Project manager 10-Sep-09 18-Sep-09 $1,400.00 56 hrs Contractor 10-Sep-09 18-Sep-09 $1,120.00 56 hrs Site Designer 10-Sep-09 18-Sep-09 $1,120.00 56 hrs Financial Manager 10-Sep-09 18-Sep-09 $1,120.00 56 hrs Demolition Labor 10-Sep-09 18-Sep-09 $840.00 56 hrs Electricity Worker 10-Sep-09 18-Sep-09 $840.00 56 hrs Construction 16 days 21-Sep-09 12-Oct-09 $16,640.00 896 hrs Project manager 21-Sep-09 12-Oct-09 $3,200.00 128 hrs Contractor 21-Sep-09 12-Oct-09 $2,560.00 128 hrs Site Designer 21-Sep-09 12-Oct-09 $2,560.00 128 hrs Financial Manager 21-Sep-09 12-Oct-09 $2,560.00 128 hrs Demolition Labor 21-Sep-09 12-Oct-09 $1,920.00 128 hrs Electricity Worker 21-Sep-09 12-Oct-09 $1,920.00 128 hrs Workers 21-Sep-09 12-Oct-09 $1,920.00 128 hrs Conclusion 9 days 13-Oct-09 23-Oct-09 $7,560.00 360 hrs Project manager 13-Oct-09 23-Oct-09 $1,800.00 72 hrs Consultant 13-Oct-09 23-Oct-09 $1,440.00 72 hrs Contractor 13-Oct-09 23-Oct-09 $1,440.00 72 hrs Site Designer 13-Oct-09 23-Oct-09 $1,440.00 72 hrs Financial Manager 13-Oct-09 23-Oct-09 $1,440.00 72 hrs Project Success Criteria The project will be successful if we achieve the main objectives of the overall renovation of the old farmhouse. This involves the 80 percent rehabilitation of the old structure of the farmhouse. Here we need to completely furnish the proper restoration. This will provide the facility to the visitors who are interested in the old places visit. Project Failure Criteria The project can be failed due to following reasons: Unable to restore to original status Unable to complete project on time Unable to fulfill quality standards of the restoration Unable to complete project within allocated budget Best feature of project In this project we have got lot of best features that we will follow in the next projects. Here we have got excellent project team that has a better interaction with each other. This project team is excellent in performing all type of problems. Next we have established the better project communication structure that is excellent regarding the handling of the project. This communication structure will be carried onward in next project for the effective project management and handling. The next main feature we have got in this project is about the better project risk assessment. This way of project risk management and handling was really effective and we have got it excellent for the onward projects. Wrong Aspects Here the main problem we have is regarding the project team structure. The project team needs to be more collaborative. Here we are using (hierarchical) team structure. This mode of team structure is not so flexible. Here we have to adopt the participating team structure. This project team structure needs to be followed in the next project. Here we will not follow this project team structure in phases of project. Conclusion In this project report I have presented the detailed analysis of the project life cycle of the Adams family’s project. Here I have talked about the aspects of project working and management. This report has mainly concentrated on the project budgetary and timely constraints. I have talked about main feature and wrong aspects which I have found in the overall project management and planning. I hope that this report will be really helpful for management and handling of this project. Bibliography Elyse. (2006). Controlling the Project Schedule. Retrieved 08 06, 2009, from Project Management: Controlling the Project Schedule: http://www.anticlue.net/archives/000775.htm Elyse, P. C. (2006). Project Time Management. Retrieved 08 06, 2009, from Artcule.net: http://www.anticlue.net/archives/000763.htm Gray, C., & Larson, E. (2006). Project Management, The Managerial Process. . New York: McGraw-Hill. Kerzner, H. (2006). Project management: A systems approach to planning, scheduling, and controlling. New Jersey: John Wiley & Sons. Laudon, K. C., & Laudon, J. P. (1999). Management Information Systems, Sixth Edition. New Jersey: Prentice Hall . Lewis, J. P. (2006). Fundamentals of Project Management. New York: AMACOM. Read More