Project Management Project
Content
Project Management Jamie Ward
x10373595
Brendan Lynch x10368869 Richard Boyle
x10395793
Matthew Ward x 10359973
Table of Contents Contents Scope statement ……………………………………………………………P2 ……………………………………………………………P2 Project Structure, Roles & Responsibilities………………………………...P3 Responsibilities………………………………...P3 Recommendations………………………………………………………….P4 Recommendations………………………………………………………….P4 Work Breakdown Structure …….…………………………………………P5 …….…………………………………………P5 Activity List ……………...………………………………………………..P6 ……………...………………………………………………..P6 Timeline Timeline of Events…………..……………………………………………..P7 Events…………..……………………………………………..P7 Critical Path Analysis ……………………………………………………..P8 ……………………………………………………..P8 Budget….………………………………………………………………….P9 Budget….………………………………………………………………….P9 Risk Identification ...………………………………………………………P12 ...………………………………………………………P12 Risk Severity Matrix………………………………………………………P15 Matrix………………………………………………………P15 Risk Mitigation……………………………………………………………P16 Risk Register & Change Control Process…………………………………P17 Process…………………………………P17 Personal Learning Statement……………………………………………...P18 Statement……………………………………………...P18 Appendices………………………………………………………………..P19 Appendices………………………………………………………………..P19
Milestone Chart…………………………………………………..P19 Chart…………………………………………………..P19
Risk Register……………………………………………………...P20 Register……………………………………………………...P20
Responsibility Assignment Assignment Matrix……………………………….P22 Matrix……………………………….P22
Gant Chart………………………………………………………..P23 Chart………………………………………………………..P23
Bibliography………………………………………………………………P24 Bibliography………………………………………………………………P24
1 Project Management Assignment
(i)Scope Statement Project Objective To purchase and then renovate a Georgian house into four high end apartments and sell them on a timescale of six months within the cost of 700,000 euro. th
th
The project will commence on the 8 of October and be completed on the 14 of March. Deliverable
Reconstruction work-Internal (insulation) External (Roof, Windows, car park0
Electrical work-Internal (rewiring, fuse box’s, sockets)
Plastering- Internal (re-plaster walls)
Woodwork- Internal (fit kitchen, floors, doors, wardrobes)
Painting - Internal (undercoat, final coat) External (windowsills, pillars, gates)
Plumbing- Internal (fit boiler, fit bathroom units) Landscaping- External (garden, car-park)
Milestones
th
Permits/planning permission approved- 8 October
Gutting of the property- 22 October
Plumbing, electrical and mechanical inspections passed- 4 November
Final Inspection- 8 January
Ready for public viewing- 16 January
Last apartment sold- 14 March
nd
th
th
TH
th
Technical Requirements
Must meet local building codes
Type 5 alarm systems must be installed in each apartment
There must be sufficient escape exits
Car park must accommodate 8 medium to large sized cars
Doors and windows must comply with NFRC class 40 energy ratings
Building must meet seismic stability codes
Exclusions
Fridge, cutlery, tables and chairs not included as kitchen appliances
Building work limited to Monday and Friday 7:30am-6:00pm
There will be no gates at the entrance to the car park.
Curtains and blinds will not be included with the windows
2 Project Management Assignment
Contractor decides when and if he wants to contract out services
Customer Review We are funding the project ourselves and all agree that it has our full f ull support to go ahead.
Project Management Management
(ii) Outline the overall project plan which should include e.g. key tasks, deliverables and milestones. (10 marks) 581words Project Organisational Structure Structure Project Sponsor Project Manager
Project Team
Project Coordinator
Health & Safety officer
Finance Manager
Plumber
Carpenter
Electricain
Painter
Labourer
(fig 1.0)
Roles Project Manager Project Sponsor Team members.
Responsibilities Our team is made up of four members, each of whom have been delegated various roles and responsibilities within the project that can be identified in the matrix below. Matthew is the project sponsor as he is the one supplying the capital for the project. This vested interest in the operation is the driving force behind the motivation of both Matthew and the rest of the employees involved in the operation to succeed. Matthew M atthew has an analytical
3 Project Management Assignment
background and is therefore looking after the financial side of this operation. As project sponsor, Matthew is responsible for the horizontal communication between team members. This top down approach will help facilitate constructive conflict within the project. Constructive conflict can be defined as ‘’Constructive conflict refers to conflict in which the benefits exceed the costs’’ costs’’ (chron.com, (chron.com, Meehan L Collette, 2012). Matthew will act as a mediator in the resolving of the conflict which may ma y arise by interpreting and implementing the outcomes within the strategy.
Richard, the project manager, will identify and delegate jobs to each member of the group. Richard was given the role of PM as he has the most experience dealing with projects of this nature and therefor was the best candidate for the position. Before the commencement of the project Richard will outline the jobs that have to be done by analysing the WBS, see figure 1.0. By scrutinizing the strengths and weaknesses of his team, he will proceed to delegate work that will complement them in ways which allow each team t eam member the chance to perform at their best. Richard is responsible for managing risk and most importantly ensuring the project is delivered on time, within both the budget and the scope. However, the safety of the contractors we have working for us is paramount and Richard must ensure the t he site meets all the relevant health and safety safet y standards set out in the Safety, Health and Welfar Welfaree at Work (construction) regulations 2013.
Brendan and Jamie are both involved in the project team. Each team member is responsible for ensuring the completion of the tasks they were assigned ass igned and must sign off on them upon there completion. Jamie is responsible for the procurement of the materials that were needed whilst Brendan is accountable for the outsourcing of the staff along with the outcomes of their work. Jamie, as well as being involved in the project team, is also taking on the role of project administrator. Jamie will help facilitate the team in every way possible as to ensure the project progresses smoothly and on time. Jamie’s adept communication communication skills will aid Matthew, the project sponsor, in resolving any conflict within the project.
Recommendations We recommend implementing the roles and responsibilities that we have outlined above as it portrays clearly too each member of the team what must be achieved in order for the project to be a success.
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5 Project Management Assignment
(iii)Work Breakdown Structure (Fig 1.1)
Reconstruction of Building
Apply for planning permission
External
Internal
Gut the entire building
Recontr uction work Constru ct apartme nts Prepare walls for insulate plasterin building g
Electrical work
Re-wire building Supply fuse boxes
Plasterin g
Woodw ork
Replaste r walls
Fit kitchen
Supply and fit floors
Prepare walls for painting
Fit kitchen floor
Painting Supply and fit doors and wardrob es
undercoat
final coat
plumbing
fit boiler
fit and supply bathroom s
Reconstru ction work
Painting
Constuct new roof
Prepare building for painting
Fit new triple glazed windows
Paint
Landscapin g
Landsca pe back garden
Landsc ape car park
Constructed car pack and prep for landscaping
Fit sockets
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Activity List 1.1 Apply for planning permission 1.1.1 Divide renovation in two departments- internal reconstruction department and external reconstruction department. 1.2 Gut entire house 1.3 Reconstruction work 1.3.1 External construction 1.3.1.1 Construct new roof infrastructure 1.3.1.1.1 Insulate roof and weather proof roof 1.3.1.1.2 Lay the old roof slaps which were recondition 1.3.1.2 Fit new triple glazed windows 1.3.1.3 Prepare car park for landscaping 1.3.2 Internal construction 1.3.2.1 Construct four separate apartments to meet the design brief 1.3.2.1.1 Insulate 1.3.2.1.2 Prepare walls for plastering 1.4 Electrical work 1.4.1 Re-wire building 1.4.2 Supply and fit four separate fuse control units 1.4.3 Provide extra sockets for each apartment 1.5 Plastering 1.5.1 Re-plaster walls 1.5.2 Prepare walls for painting 1.6 Woodwork 1.6.1 Fit kitchen 1.6.1.1 Fit kitchen units and counter tops 1.6.1.2 Fit kitchen floor 1.6.2 Supply and fit floors and skirting boards 1.6.3 Supply and fit doors 1.6.4 Supply and fit wardrobes 1.7 Painting 1.7.1 External painting 1.7.1.1 Undercoat 1.7.1.2 Final coat 1.7.2 Internal painting 1.7.2.1 Undercoat 1.7.2.2 Final coat 1.8 Plumbing 1.8.1 Fit new boiler system 1.8.2 Fit and supply bathrooms
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Timeline of Events
Task Name
Duration
Start
Finish
Renovation of building
126 days
Tue 10/09/13
Tue 04/03/14
Apply for planning permission
4 weeks
Tue 10/09/13
Mon 07/10/13
Planning permission approved
1 day
Tue 08/10/13
Tue 08/10/13
weeks
Wed 09/10/13
Tue 22/10/13
Electrical work
2 weeks
Tue 22/10/13
Mon 04/11/13
Plumbing work
2 weeks
Tue 22/10/13
Mon 04/11/13
3 weeks
Mon 04/11/13
Fri 22/11/13
2 weeks
Mon 04/11/13
Fri 15/11/13
Plastering
3 weeks
Fri 22/11/13
Thu 12/12/13
Supply and fitting of kitchens
1 week
Thu 12/12/13
Wed 18/12/13
Fri 13/12/13
Thu 19/12/13
<Gutting of property and structural work complete of separate apartments ready for electricians and plumbers>
Re-commencement of construction External construction of car park and landscaping of gardens
Supply and fitting of bathrooms 1 week Fitting wooden floors and carpets
1 week
Tue 17/12/13
Mon 23/12/13
Fitting of doors and wardrobes
1 week
Tue 17/12/13
Mon 23/12/13
1 week
Mon 03/12/13
Fri 03/01/14
Finale fixtures and fittings
3 days
Fri 03/01/14
Mon 06/01/14
Finale inspection
1 day
Wed 08/01/14
Wed 08/01/14
Sale of apartments
2 months
Wed 16/01/14
Tue 14/03/14
Painting of the internal and external of the building
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Critical Path (Fig 1.2) Activity
Dependency
Duration in days
A
-
28
B
A
60
C
A
72
D
C
21
E
C
21
F
D
14
G
E
30
H
G
27
I
B
14
J
B
27
K
I,J
10 The critical path analysis indicates the longest possible duration that the
L
K
1
renovation can to complete. From our calculations from the above critical path analysis we indicate that the longest completion date of the
M
F
1
N
H
1
renovation will be 178 days. This is assumption is formed on the above analysis and the the path of A+C+E+G+H+N.
9 Project Management Assignment
(iv)What is the project likely to cost, is there a budget for example? example?
Students should
include a high level summary of the cost breakdown. (10 marks)
*All Figures stated are based in in Euro
Projected Budget for flipping a house house Budget
800'000
Purchasing the building Renovations
550'000 250'000 800'000
Projected breakdown of capital capital Building
535'000
Tradesmen for 6 months (N1)
74'880
Two Painters for 1 month Total
6'240 616'120
Expenses PAINT Interior
5700 5700
Total FLOORING
Carpet Laminate wood flooring Floor Tiling Wall Tiling Skirting Boards Architraves Total
3000 4000 6000 6000 1900 1500 22'200
ROOFING
Reconditioning of existing roofing slabs Insulation and fireproofing Total
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40'000 2'000 42'000
Plumbing ex labour Boilers x4 (N2) Fixtures and Fittings (Radiators, Bathrooms, Showers, Sinks, Toilets, etc.)
4600 7600
Total Electrical ex labour Wiring, lighting and sockets
12'200 6000
Total Interior Walls Dry lining and Studding
6'000
6000 6'000
Total GARDEN
Landscaping Flowers & trees Car park
2500 1000 6000
Total
9'500
WINDOWS
Triple glazed windows
18'000 18'000
Total DOORS
Front Door & Back Door Apartment Main Doors Apartment Internal Doors Total HEALTH & SAFETY Fire Extinguisher x8(N3) Smoke Detectors x12(N4) Total
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1500 1600 1600 4'700
240 120 260
KITCHEN & APPLIANCES Hob and Oven x4(N5)
12'000 12'000
Total Guttering and Drainage Gutters and Drains Total Security Cameras x2 (N7) Intercoms Alarm systems Electric Gates Integrated post-boxes x 4(N6) External Lighting
1900 1'900
1100 950 3700 2900 400 300
Total
9350
TOTAL TOTAL Available capital for the project Over expenses Capital held in reserve for unforeseen events
WORKINGS FOR ACCOUNTS
€20. N1= Labour costs based on a 39 hours week with an hourly rate of €20.
N2= One boiler per apartment costing €1150. €1150.
N3= Each fire extinguisher costing €30. 2 per apartment and one on each floor. floor.
N4= Each smoke detector cost €10. Two per apartment and one on each floor. floor.
N5= Each hob and oven costing a combined €3000 combined €3000.. One per apartment .
N6= Each integrated post box costs €100. €100.
N7= Each camera costing €550.One at the entrance and one at the front door. door.
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800'000 765'730 34'270
Risk Identification There are a number risk with a project of this nature some have greater im impact pact than others, it is therefore important to analyse the budget, timeframe and activity list to pin point these problems in order to deal with them accordingly. accordingly. We determined these risks through a brain storming session headed by our team manager Richard but with full participation partici pation with our entire team. In this session sessio n we identified key threats which we felt need to put through a process in order to determine their severity, responsibility, mitigation, response and finally a change process in order to allow for changes to the project as a s a whole. We felt it is necessary to categories the risks into a number of key areas in order to provide a full overview of project these include budget, Timeline, health and safety, team issues and potential real estate issues.
Failure to keep within €700,000 budget e.g. unforeseen rises in renovation costs c osts
down to problems with structure or mold and rises in cost for building materials. materi als.
Failure to keep within in designated six month timeframe with emphasise on the four
months for renovation of the property as this would provide the most negative impact on the project e.g. failure to attain planning permission within projected time limit, delays in contractors completing key work on project such as electrical, electric al, plumbing etc. Delays in the arrival of key ke y equipment and building material.
Health and safety factors could cause serious problems to the project and may cause delays and stoppages e.g. accidents on site such as falls, failure to attain relevant r elevant safety requirements such as local building codes and relevant fire fir e safety codes.
Adverse weather condition may also cause severe problem to project as the
renovation is taking place throughout the winter high wind, heavy rain and persistent snow may cripple the project.
Internal team problems may also be a factor fact or including lack of communication
between various members of the team resulting in misunderstanding and conflict within the team. Inexperience and lack of skills may also affect a ffect the team dynamic leading to other members taking extra responsibilities which will affect quality of work.
Failure to sell property after renovation within specified time may lead to potential
financial problems and with only two month to do so this may need to be extended to meet a more realistic timeframe.
13 Project Management Assignment
After identify these risks we structured str uctured them into external and internal risk in order to t o be able to determine what risks can be control and influenced by the team (internal) and what risks are beyond the teams control and Influence (external).
Internal Risks
External Risks
Budget problems due to unforeseen rise in renovation costs and building material.
Timescale problems due to delay in planning permission.
Lack of communications between team member leading to confusion and delays.
Rise in the cost of building materials.
Adverse weather conditions such as high winds, heavy rain and snow.
Accidents on site such as a fall.
Delays in the arrival of key equipment and building. Delays in contractor completing key tasks such as electrical, plumbing etc. Failure to sell apartments in specified time.
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Risk Severity Matrix Following this we proceeded to create a Risk severity matrix in order to highlight the project most important risks and the likelihood of them occurring as shown below. The matrix scale sc ale is from 1-5 for impact on the project and probability of occurring during the project. (Fig 1.3) Impact 5
1A
4 3
1B
2
1D
1F
1C
1E
1G
1 0
1
1A 1B 1C 1D 1E
1F 1G
2
Accident on site Planning permission Delay Rise in cost of of building material Rise in renovation costs Bad communications Delay in key tasks being completed Delay in sale of apartment
15 Project Management Assignment
3
4
Low risk Medium risk High risk
5
Probability
Risk mitigation
After we located our most important risks to the project we came up with a number of mitigating factors which we can set in place to help limit or avoid the severity of these risks. In terms of adverse weather condition risk, bearing in mind the majority of our build will be taking place in the winter we have taken out o ut an insurance policy for the site with all relevant storm damage covered. This will effectively transfer our risk to the insurance company. We are also able to transfer transf er some of our liability to our contractors through expressed contracts which stipulate cancelation of payment if significant delays in key tasks being completed arise this will also include if estimated cost rise above a certain threshold. We were able to estimate a cost buffer of € 34,270 from our budget surplus which we can use as a cash reserve rese rve to deal with any significant cost rrelated elated problems which cannot be transferred to a third party e.g. extra real estate cost to deal with let sale of apartments. Certain risks such as accidents on site are an accepted risk in the renovation of a house of this size although we have taken step in avoiding these incidents by complying with all relevant safety legislation and only hiring competent experienced contractor with good safety records. Delays in planning permission are an accepted risk with little in the way of mitigation as are out of the control of mitigation process.
16 Project Management Assignment
Risk Register After using the risk severity matrix to highlight the most severe risk to the project we then proceeded to create a risk register. This helps the team allocate responsibility for each risk to a designated team member who can then report to the team if these problems arise and deal with them with proper response accorded to it. Ultimately this team member is responsible for their designated risks. See fig 1.6 in appendices
Change control process In order to deal with changes to the scope which may arise through different risks arising, we have had to use a change control process headed by Richard and Matthew. In order to deal with important change we have set up a change control board which has final say s ay over any changes to the budget or timeframe of the project. Minor changes do not need to go through this process and can be given the green light by b y Richard the Team manager.
A change request report is submitted by a team member wishing wis hing to make a significant
change to the scope.
The change request is check over by Richard the project manager and recorded.
The change is the checked over by the project team as a whole. Recommendations are made by the project manager to the change control board.
These are either accepted or rejected by the board.
If these changes are accepted acce pted the scope and relevant parts of the project are updated with the changes.
Changes are then implemented.
(Fig 1.4)
17 Project Management Assignment
Personal learning statement The overall objective of our project was to purchase a Georgian style house, renovate it into four high end apartments and then sell those apartments all within a six month timeframe. Our team consisted of four members. In our first project meeting we assigned each member of the team a role that they t hey would have for the duration of the project, we choose the team roles with regards to who had the necessary skills to thrive in the roles given. We also broke up the project so each team member was assigned a different task to complete. Looking back over the project we as a team t eam were satisfied with how each oth other er performed and the level of commitment and enthusiasm within the team. Every decision was made on a democratic basis in relation to roles within the project and who was responsible for each part. We as a team learnt a lot from doing this assignment and improved some of our basic skills with regard to working in a team. One of the main things we learnt le arnt was the importance of a high level of communication which is needed in order to let the project run smoothly, at the start of the assignment the team were maybe not communicating as well as we could have been which caused problems with team members contradicting each other’s work. This problem was quickly rectified though and the team got into sync with on another qu quickly. ickly. Delegation was another important aspect of project management, and by doing this project the team learnt how important it is. When we looked at the project we saw the lay out was two, thirty mark questions and four, ten mark questions we decided that we would break the project up that two members of the group would would be given one 30 mark question while the other two would be assigned two ten mark questions. This turned out to be a very successful practise of delegation as the two members with one, thirty mark question could concentrate solely on that as it would require more input then the others and the team members with the ten mark questions would be able to finish within the same timescale times cale as less input is required. Overall we happy with the project manager and team performed. We felt he lead the team well and showed a lot of the characteristics characteris tics that a project co-ordinator should have. If the there re was ever tension within the group to do with deadlines or what way the project was being done he was always there to act as a s a mediator, he also made ssure ure everyone knew what time team meetings where being held and everyone knew what was expected of them. The project team developed their skills in relation to things such as dealing with third parties like contractors. The team also learned how to implement gant charts, work and organisational breakdown structures, timelines and activity lists. All of this ensured the project ran on time and was successful.
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APPEND APP END I CES
Event
OCTOBER
NOVEMBER
DECEMBER
Planning permission approved Gutting of the property Plumbing, electrical and mechanical inspection approved Final inspection approved Apartments ready for public viewing Sale of all four apartments M i les lestone tone Char t (Fig
1.5)
19 Project Management Assignment
JANUARY
FEBUARY
MARCH
Risk Register (Fig 1.6)
Event
Root Cause
Trigger Risk Probability Impact responsibility
Budget problem due unforeseen rise in renovation costs
Mould in Internal floorboards.
Richard
low
medium
Accident on site.
Serious fall.
Richard
low
high
External
Lack of communication on site leading confusion and delays.
Lack of oversight and team meetings.
Internal
Matthew
medium
low
Delays in contractors completing key tasks.
Delays in plumbing and electrical etc.
External
Brendan
medium
medium
Delay in attaining planning permission.
Industrial action by workers in county
External
Jamie
low
medium
council
20 Project Management Assignment
Response Use budget surplus to cover increased costs. Stop building on site till all relevant investigation are completed and site is deemed safe Hold emergency team meeting to help get project back on track Get in contact with contractors in order to ascertain extent of delay. If delay is to long terminate contract and find new contractors. Wait till planning permission is granted as building cannot begin
until then.
Unforeseen rise in the cost of building material.
Increased commodity prices
External
Richard
low
low
Failure to sell apartments in designated time.
Fall in property demand.
External
Matthew
high
low
21 Project Management Assignment
Use budget surplus to cover increased costs. Increase advertising of property with newspapers and real estate agents.
Responsibility Assignment Matrix (Fig 1.7) Team Richard Member’s Member’s
Brendan
Jamie
Matthew
P
R
Responsibility’s Responsibility’s PM
A
Financial Manager
S
I
R
A
Reconstruction
R
S
P
A
Electrics
R
S
P
A
Plastering
R
S
P
A
Woodwork
R
S
P
A
Painting
R
S
P
A
Landscaping
R
S
P
A
Plumbing
R
S
P
A
Risk Management
S
I
P
A
P = Participant off required
A = Accountable
22 Project Management Assignment
R = Review required I = input required S = sign
Gant Chart (Fig 1.8)
23 Project Management Assignment
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