Defining Project Objective And Deliverable - Myassignmenthelp.Com

Question: Discuss About The Defining Project Objective And Deliverable? Answer: Introduction The 39AA is a redevelopment project in which the sections of the existing 39 AA Victorian building will be demolished and rebuilt and purpose fit to get a new look and fulfill different use purpose. In undertaking the project, project management principles and concepts will be used to successfully meet the project deliverables and project objectives. This paper begins by briefly describing the scope of the 39AA project and then proposes a project management methodology that will ensure the objectives and deliverables are met. A project management technique that incorporates the ten PMBOK (Project Management Book of Knowledge) knowledge areas is then proposed and the major impacts of the proposed project management methodology and tool(s). One chosen tool is then evaluated on the delivery of the 39AA project Project Scope/Summary To acquire the 39AA building Survey the building and the area and develop a new design for the building Demolish sections of the building safely Fresh construction of the demolished sections of the building to client satisfaction Handover of the completed project to the owner and have it accepted Proposed Project Management Methodology The proposed methodology for managing the 39AA project is the PRINCE2 Method. PRINCE2 stands for Projects IN Controlled Environments) (Adler, 2018). This project management methodology places emphasis on the division of the project into stages that can be managed and controlled easily (Tuttle, 2012). PRINCE2 has seven principles that include; Continued justification of the business Learning from experience Roles and responsibilities definition Managing by stages Focus on Products Managing by Exception Tailoring a project to suit the environment (Tuttle, 2012) The method has seven themes that include; business case, quality, organization, plans, changes, risk, and progress. The PRINCE2 methodology has seven processes that include; Starting up the project where the project team is appointed and all stakeholders Project initiation where project initiation document is put together Directing the project where how the project will be overseen is defined Controlling project stages and work packages Management of project delivery and placing formal acceptance requirements Managing boundaries of each stage Project closure where the project is formally decommissioned The project followed the following main phases; project initiation, project planning, project execution, project control, and project closure (Tuttle, 2012) Project management techniques/tools The tools to be used include the Gantt chart (and WBS), and the Project Documentation Gantt chart and WBS This is a chart illustrating the schedule for a project and defines the project start and finish dates for the project, along with the project elements in a summarized form (Kendrick, 2010). The summary and terminal elements makeup the projects Work Breakdown Structure (WBS). The Gantt chart along with its elements and resources for tasks was developed using MS Project (see Appendix I and II). The project was initiated through a project integration management where a project management methodology (PRINCE2) and project management tools (Gantt and the Project Documentation) were selected as the process and framework that would identify, combine, define, coordinate, and unify all the project management process groups (Posner and Applegarth, 2014). The methodology and tools would ensure that all the ten PMBOK areas of knowledge in project management and best practices would be incorporated into the 39 AA project (Ruhe and Wohlin, 2014). Once these were done, the scope of the project was set and defined and then managed as per PMBOK guidelines (Dietmar W. Sokowski., 2015). This was done to ensure all the required tasks and works were undertaken; only the required works to successfully complete the project are included in the scope management (Roseke, 2014). These are detailed in the Gantt Chart (Appendix I) and the scope is briefly shown in the task sheet shown below; The schedule of the project was managed using the Gantt chart in order to ensure the timely completion of the project. The cost for the project is managed through the project cost management in which budgeting s done to estimate the financial costs that will ensure the successful completion of the project and the delivery of its objectives and deliverables (Ruhe and Wohlin, 2014). The budget was done through obtaining up to date quotations for works and materials as well as equipment and labor to ensure accurate project budget. An allowance was provided in the budget (10%) to take care of any emergencies and contingencies. A quality management plan was used to set the quality standards for the 39AA project. The quality document includes all activities and processes that determine the quality objectives, policies, and responsibilities so that the project objectives and deliverables are met to the satisfaction of the project owner. The project was undertaken with a recognition of the t riple constraints of time, scope, and resources, and as such the resources were judiciously allocated and used within the limits of constraints (Wilson, 2015). The human resources were managed effectively as shown in the Gantt chart, with specialists given responsibilities for tasks where they could exercise their expertise. The project team was effectively organized and managed, under the leadership of the project manager to ensure project objectives were fully met (Ruhe and Wohlin, 2014). Successful projects require effective and timely communication; communication of progress, instructions, reporting, and tackling challenges. This was taken into consideration in the 39AA project through a communications plan to manage the project communications. The communications management is the process required to ensure appropriate and timely planning, creation, collection, distribution, management, storage, retrieval, control, monitoring, and ultimately, the disposition of the project information (Taylor and Dow, 2013). All projects have inherent risks; as such, project risk management was undertaken through a risk management plan. The risk management entails conducting risk management planning, where risks are identified, evaluated, responses planned, risks controlled, and monitoring of the risks done (Landau, 2016). To ensure value for money, procurement for the project was managed for cost effective and quality acquisition of products, resources, and materials. Suppliers and contractors were selected following the project procurement management principles to source contractors, manage contracts, and close out the contracts. The procurement management was achieved through procurement planning, source selection, solicitation, and solicitation planning, and contract administration (Pinto and Venkataraman, 2013). As with any project, the 39 AA project also had stakeholders, whose management is crucial in the success of the project. Stakeholder management is the process required to identify all parties of interest to a project, stakeholders expectations, impact, and influences are evaluated, and appropriate management strategies developed to engage the stakeholders effectively in the project decision making and execution. This was undertaken using the stakeholder management document. These processes were followed, in accordance with the PMBOK and PMI (Project Management Institute) guidelines to ensure the success of the project (Young, 2013). Project Documentation This entails creating specific documents that are used for the overall management of the project (Carstens, Richardson and Smith, 2013); for this project, the documentation includes a stakeholder management document, a communications management, a change / scope management document, risk management document, and a quality management document Stakeholder Management Plan Project Name 39 AA Geelong Project Version 01 The Signatures Indicate Approval of the Stakeholder management Plan Document Approved By Project manager Approved By Project Executive Sponsor Prepared By Project Manager Revision History Date Version Description Author Purpose The purpose of this document is to identify the stakeholders, analyze the expectations of the stakeholder as well as their influence and impact on the project. This project further details how the stakeholders will be communicated with. It also details how stakeholders will be managed while undertaking the 39AA project. Stakeholder Description and Attributes Impact on Project Impacted by project Present State Desired State Issues, Risks, Opportunities Strategies for Mitigation and Action Project Owner Owner of building Very High Yes, very high Supporting project Full support and cooperation for project Communicate regularly face to face meetings, memos, telephone Get approvals, Communicate weekly, report progress every week Project Team Team engaged in project execution Very High Yes Very High Just getting started with project Full involvement in task execution Familiarization with laws and regulations on labor, safety, anti discrimination Sensitize on workplace health and safety, anti discrimination laws Contractors Main and sub contractors to execute works High Very high Contracted, understand project deliverables Delivery of quality work within time and budget Procurement, work health and safety, monitoring progress Ensure compliance with workplace health and safety Monitor works progress closely Local authorities Approving plans and issuing permits High High Kept abreast of project Issue permits and licenses on time Approval of environmental impact assessment Communicate with them and have them inspect works Communications Management Plan This is the plan that will guide information sharing and communication to the identified affected stakeholders in the project. It defines the information to be communicated, the intended recipients, the means of communication, the frequency of communication, and the person responsible for delivering the communication. Communications management plan Project Name 39 AA Geelong Project Project Manager Executive Sponsor Principal Stakeholder Date Version Version Modified By Date of Modification Deliverable information (What) Recipients (Who) Methods of Delivery (How) Frequency of Delivery (When) Owner (Person Responsible) Information on the project Project team Contractors Verbal during team meetings Share Point Memos As required, once project starts, every week Project manager Status and progress of the project Executive sponsor/ main stakeholder E-mail Memo e Portfolio By noon, every Friday Project Manager Updates on time lines Executive sponsor E-mail Memo By noon, every Friday Project Manager Agenda and minutes of meetings Project team Executive sponsor Contractors E-mail Share Point Verbal during Team meetings Every Friday at 0400 HRS Project manager Action item status project updates Project manager E-mail team meetings As needed Project Team Project Risks Executive Sponsor Project Team Contractors Project risk management document Minutes of meetings As needed, but minimum once every week (Friday by noon) Project manager Challenges and problems faced by any member Project Team Contractors Verbal during team meetings Meeting minutes Every Monday Morning at 0900 HRS Project manager Scope/ Change Management Plan This plan will be used in managing changes to the scope of the project; scope changes are inevitable in projects so it is essential that scope changes are carefully managed in order to ensure project objectives are met Scope Management Plan Project Name 39 AA Geelong project Prepared By Date The scope of the project will be managed based on the scope statement and the project schedule; however, changes may occur and this document is used for managing any changes to the project scope Classification of Scope Change Scope Change Initiated By Detailed Description of Scope Change Reason for Scope Change Effect on Overall project progress and budget What the Scope intends to achieve Reviewed By Approved/ Rejected Approved/ Rejected By (Signed) Date Remarks Risk Management Plan Project name 39 AA Geelong project Developed By Date Version Risk Description Effect Likelihood Impact Mitigation Strategies/ Control Measures Risk Profile After Mitigation Budget overshooting The budget being overshot Project being abandoned Loss of support by executive sponsor High Very High Effective budgeting Strict scope control Medium Time overrun Failure to deliver project on time Increased project costs Loss of support for project by executive sponsor Very High Very High Strict adherence to project schedule Use project management tool project evaluation and reporting Medium Poor workmanship Poor quality structure and/ or materials Owner fails to accept project Reworks Significant scope change Time and budget being overshot High Very High Detailed scope definition Quality management plan Sourcing competent contractors Constant project progress monitoring High quality materials used Adherence to local building standards Low Risk Document Review Date Sign Person Responsible Sign Remarks/ Comments Sign Project Quality Management Plan Project Name 39 AA Geelong project Prepared By Date Version Quality Metric Standard Reviewed By Date Remarks Drawings and Plans for Building Developed using BIM (Building Information Management) system and Auto CAD Meets building standards and codes for local authority Approved by local authorities Materials Pass stress tests (concrete and steel) Demolition Meet environmental laws and regulations Low noise Debris cleared from site Minimize dust and debris Construction Concrete mixed according to set highest standards Concrete tested regularly Adequate time allowed for curing Steel Meets minimum quality for physical and chemical characteristics Materials Sourced from reputable suppliers Meet safety and performance standards Works Quality and safety standards and regulations followed Quality workmanship Analysis of Impact of Project Management Techniques/ Tools on Leadership and Management of the 39AA Project Using the Gantt chart and project documentation tools required that there must be a leader (the project manager) to ensure the project scope and requirements based on the PMBOK criteria are met. Importantly, using the tools ensured that the project objectives and deliverables would be met. Tasks were developed as a team and owners assigned roles, with strict deadlines for reporting to ensure project objectives are fully met. The documentation ensured best practices are implemented, in cognizance of project constraints and the project objectives. The tools used also enabled easy monitoring of the project execution; using the Gantt chart, the project tasks, work breakdown structure, and the critical path were clearly defined, with resources and time-lines. This ensured that the project scope remained as planned in the scope statement and that the project was delivered within time and budget (Kerzner, 2015). Effectiveness The project management methodology as well as the tools used ensured that the project objectives and deliverables were met. The tools are especially effective in planning and monitoring the project, and helped ensure the best practices according to the PMBOK guides were incorporated into the project. The project management methodology and tools used ensured that all the project processes were followed and adhered to; to ensure a quality project delivery within the triple constraints and to meet the project objectives and deliverables. The project management processes that include project initiation, project planning, project execution, project monitoring, and project closure were all followed using the project management method and tools. In conclusion, the tolls and methodology were highly effective in ensuring project objectives and deliverables were met. References Adler, K. (2018).Implementing PRINCE2 Project Management Methodology. [online] Project Smart-UK. Available at: https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php [Accessed 20 Jan. 2018]. Carstens, D., Richardson, G. and Smith, R. (2013).Project management tools and techniques. Boca Raton, Fla.: CRC Press. Dietmar W. Sokowski. (2015).Mastering Project Management Integration and Scope: A Framework for Strategizing and Defining Project Objectives and Deliverables. 5th ed. New Jersey: Pearson Education, pp.18-19. Kendrick, T. (2010).The project management tool kit. 1st ed. Atlanta: AMACOM, p.212. Kerzner, H. (2015).Project Management 2.0: Leveraging Tools, Distributed Collaboration. 2nd ed. Hoboken, NJ: Wiley. Landau, P. (2016).What Is Risk Management on Projects? - ProjectManager.com. [online] ProjectManager.com. Available at: https://www.projectmanager.com/blog/what-is-risk-management-on-projects [Accessed 20 Jan. 2018]. Pinto, J. and Venkataraman, R. (2013).Cost and value management in projects. Hoboken, N.J.: Wiley. Posner, K. and Applegarth, M. (2014).Project Management Pocketbook. 2nd ed. New York: Management Pocketbooks, p.36. Roseke, B. (2014).Project Scope Management according to the PMBOK. [online] ProjectEngineer. Available at: https://www.projectengineer.net/project-scope-management-according-to-the-pmbok/ [Accessed 20 Jan. 2018]. Ruhe, G. and Wohlin, C. (2014).Software Project Management in a Changing World. Heidelberg: Springer, p.6. Taylor, B. and Dow, W. (2013).Project management communications bible. Hoboken, N.J.: Wiley. Tuttle, S. (2012).Illustrating PRINCE2 - Project Management in Real Terms. Cambridge: IT Governance Ltd. Wilson, R. (2015).Mastering project time management, cost, control, and quality management. New jersey: Pearson Education. Young, T. (2013).Successful Project Management. London: Kogan Page.