Upload
davidson-ferreira
View
890
Download
1
Embed Size (px)
Citation preview
MSC PROJECT MANAGEMENT PROGRAMME
MODULE 2 - PLANING AND BUDGETING WITH RISK
INDIVIDUAL PROJECT- CASE STUDY
SEISMIC ZONE RESIDENTIAL CONSTRUCTION IMPROVEMENT
PROGRAM – R&D
MODUELE PROJECT REPORT
Subject: Week 8 - Individual Project
Student Name: Davidson J. T. Ferreira
Student #: 15799388
Report Date: 27-April-2011
Page 2 of 13
TABLE OF CONTENTS
1 PROJECT REPORT BACKGROUND ..................................................................... 3
1.1 SEISMIC ZONE RCI PROGRAM PROJECT CASE STUDY .......................... 3
1.2 COMPANY BACKGROUND ........................................................................... 3
2 PROJECT SCOPE STATEMENT ............................................................................ 4
2.1 PROJECT OBJECTIVES ................................................................................ 4
2.2 PROJECT DELIVERABLES ........................................................................... 4
2.3 PROJECT ACCEPTANCE CRITERIA ............................................................ 5
2.4 PROJECT ORGANIZATION ........................................................................... 5
3 WORK BREAKDOWN STRUCTURE ...................................................................... 6
4 RESOURCE MANAGEMENT PLAN ....................................................................... 7
4.1 IN-HOUSE RESOURCES STAFFING PLAN .................................................. 7
4.2 OUTSOURCE SERVICES .............................................................................. 7
5 COST ESTIMATES ................................................................................................. 8
5.1 RESOURCES COSTS .................................................................................... 9
5.2 OUTSOURCED SERVICES COST ESTIMATE ............................................. 9
5.3 MATERIAL COST ESTIMATE ........................................................................ 9
6 GANTT CHART ....................................................................................................... 9
7 RISK MANAGEMENT PLAN ................................................................................. 10
7.1 RISK ASSESSMENT MATRIX ..................................................................... 10
7.2 RISK RESPONSE PLAN .............................................................................. 10
8 COMMUNICATIONS PLAN ................................................................................... 11
9 QUALITY PLAN ..................................................................................................... 11
10 CHANGE MANAGEMENT PLAN .......................................................................... 12
11 PROCUREMENT MANAGEMENT PLAN .............................................................. 12
12 BIBLIOGRAPHY .................................................................................................... 13
Page 3 of 13
1 PROJECT REPORT BACKGROUND
1.1 SEISMIC ZONE RCI PROGRAM PROJECT CASE STUDY
The Research and Development unit of the Property Development Department of
the Government (PDDG) is working on a program called the Seismic Zone
Residential Construction Improvement Program. PDDG is working to assess the
effectiveness of the boxes of a particular dimension used in the foundation of
buildings. (UOL, 2011)
1.2 COMPANY BACKGROUND
Flexible models (FM), develops to-the-scale industrial models. Main FM
customers are industrial construction companies and typical FM projects
include refinery process plants, building manufacturing plants, and public
usage building, such as city halls and shopping centers. (UOL, 2011)
Additionally, FM also has customers in the residential construction segment,
although in building complexes that have more than 17,000 square meters of
usable area.
Page 4 of 13
2 PROJECT SCOPE STATEMENT
In order to successfully meet the objective above the project team will follow the
typical Traditional Project Management (TPM) approach more specifically the
linear Project Management Life Cycle (PMLC). (Wysocki, 2009)
Therefore, FM project design team will interview the client stakeholders to capture
all project requirements as well any desired features. The design team will then
review scope of work with assembly team and finally present a project execution
plan including a detail product description and features as well as scope of work,
cost and schedule to client for approval. Project manager will then launch the
project to all FM involved departments (assembly, cutting, SCM, design and new
model) to ensure all are on-board with the project execution plan. The design
department will produce the new model and along with its specification so that
assembly can take over and start production of boxes at the required numbers.
Supply Chain Management (SCM) will ensure raw material are procured cardboard
and metal sheet) are procured and pre-delivered to be available for the start of
mass production and final product are ready to be shipped to client at end of the
implementation phase. Shipment and delivery will be performed by outsourced
company at FM cost and part of project scope work deliverables and schedule.
2.1 PROJECT OBJECTIVES
FM are to design, cut, assemble, deliver to the clients site and implement
“boxes” to demonstrate the effectiveness of the scaled dimensions used in
the foundations of buildings (UOL, 2011).
2.2 PROJECT DELIVERABLES
- Furnish to scale boxes of 300 x 250 x 200 cm with a slot of 10 x 10 x 25
cm in dimension with an outer tolerance of +/- 2 cm and a slot tolerance of
0 – 3 mm in width.
- The boxes should be made of cardboard or metal sheet and smooth in
appearance.
- The boxes should be made of small cubes of dimensions of 5 x 5 x 5 cm.
Page 5 of 13
2.3 PROJECT ACCEPTANCE CRITERIA
Project objective include deliverables listed above will be completed within
client specifications and within time and budget allocated to complete the
design thru assembly and delivery of the end products(boxes) at customer
site.
2.4 PROJECT ORGANIZATION
The “boxes” project will take up resources from all technical departments of
FM. The following organization chart presents the heads of department of
each of the departments directly involved in the project.
Figure 1. Project team organization chart
The various resources from each of the department shall report directly to the
project manager for the duration of the project. Head of departments shown
on project organization chart will make available the number and skill level of
resources required at needed time to complete the project tasks.
Page 6 of 13
3 WORK BREAKDOWN STRUCTURE
The following tasks grouped into project technical phases are required to complete
the deliverables listed above:
- Requirement analysis
o Interview client stakeholders
o Product detailed analysis
o Refinement of the final draft
- Design and concept
o High level design
o Details with operation designs
- Production
o Set up
o Cutting and parts development
o Sub-assembly 1
o Sub-assembly 2
o Sub-assembly 3
o Assembly integration
o Implementation
- Material
o Cardboard sheet
o Metal sheets
o Cubes
- Delivery
o Pre-delivery
o Shipment / Delivery
Page 7 of 13
4 RESOURCE MANAGEMENT PLAN
In order to successfully complete both in-house as well as outsourced resources
will be required to complete the technical tasks. The sections bellow detail the
breakdown by task of which tasks are to be completed by resources from FM
departments (see organization chart) and outsourced tasks.
4.1 IN-HOUSE RESOURCES STAFFING PLAN
The project team assigned for the “boxes” project is listed per department as
shown on the table below:
Table 4.1 – In-house project resources (UOL, 2011)
4.2 OUTSOURCE SERVICES
Page 8 of 13
5 COST ESTIMATES
The overall project cost to completion is estimated to USD 37,740.00 as shown on
the table below.
Table 5.1 Cost and Time breakdown
Page 9 of 13
5.1 RESOURCES COSTS
From table 5.1 above, the estimated cost for in-house resources to complete
the requirement analysis, design and concept and production phase of the
project is estimated to a total of USD 22,890.00.
5.2 OUTSOURCED SERVICES COST ESTIMATE
From table 5.1 above the total cost to outsourced services is estimated in
USD 9,000.00 to cover for all tasked within delivery services.
5.3 MATERIAL COST ESTIMATE
From table 5.1 above the total cost of materials procured for the construction
and assembly of the boxes is estimated to a total of USD 5,850.00.
6 GANTT CHART
The project baseline schedule was prepare in order to capture the initial planning
for the execution of the project tasks within the project scope timeframe and
resources. Any changes to the scope, quality, cost and/or resources availability
would require the review and update of the project schedule Gantt chart.
Figure 6: Project schedule Gantt chart
Page 10 of 13
7 RISK MANAGEMENT PLAN
Initially identified there are some majors risks with negative impact to project
quality, schedule and cost. The risks identified are as follow:
- R1- Cutting and parts development task requires skilled labour.
- R2- Damage of components during shipment
- R3- Change of client specifications
- R4- Delay in arrival of raw materials
- R5- Incorrect set-up
7.1 RISK ASSESSMENT MATRIX
7.2 RISK RESPONSE PLAN
At this initial stage on the project the conservative action would be to address
Risks 1 and 5 with medium to high probability and impact and above all within
the control of the in-house project team resources.
Risk 2, 3 and 4 are not under control of the FM project team because they
can originate from outsourced supplier and customer respective, thus no
more additional effort can be implemented to reduce the probability at the
earlier stage on the project.
Page 11 of 13
Risk response plan to R1 shall include clear commitment from the head of
department for the Cutting department to ensure that both skilled labor
resources would be available for the project task assigned to them. Given the
impact on the schedule, (one day affects 6 days of delay on schedule), the
assignment should be of knowledge of the project sponsor.
Risk response plan to R5, likewise risk 4, has great impact on the quality,
thus a commitment from the Assembly head of department would ensure that
required skill leveled resources would be made available to work on the set-
up task to minimize the risk of incorrect set-up.
With the implementation of the both risk response plans for R1 and R5 the
probability of both risks can be reduced to medium and low respectively,
although the impact would still not changed.
Since the other risks (2 and 4) are out of direct control of the in-house project
team, it is for the Supply Chain Management (SCM) head of department to
ensure that supplier are aware of the critical for the success of the project.
Risk 3 (client changing project scope specifications) may not be avoided
and/or minimized, therefore, a proper change management plan will be
prepared if and when the client would request for a change in specifications.
8 COMMUNICATIONS PLAN
In order to ensure that all project stakeholders are have the correct information at
the right time. The pre-selected means of communication will be: (UOL, 2011)
- Web-based project tracking system to gather information
Additionally, in order to capture any project scope and/or specification change, the
project manager will issue an formal document as described under change
management plan for approval, via certified email signature.
9 QUALITY PLAN
The quality plan for project is of critical importance, since already early in the
project phase, two project threats were identified that have a medium to high
probability of impacting the project schedule due to re-do of tasks. Therefore, the
Page 12 of 13
quality plan shall clearly state the procedure for set-up task as well as the cutting
tasks.
10 CHANGE MANAGEMENT PLAN
The management plan should ensure that in case of client changing scope of work
and/or specifications, as already identified in risk management plan (Risk 3), that
formal document is prepared, reviewed and approved, including a thoroughly
corrective analysis of the impact on the project scope and schedule
The following change management tools shall be used: (Sanghera, 2010, p.313)
- Expert judgment
- Project progress review meetings
The expected output is a Project Change Control Document (PCCD) for formal
reject or approval from project sponsors and/or clients.
11 PROCUREMENT MANAGEMENT PLAN
In order to comply with project schedule and specification, in response to the risks
identified earlier the following tools and techniques shall be implemented to
minimize the probability of the risks: (Sanghera, 2010, p.313)
- Contract change control system
- Audits and inspection
- Records management system
- Performance reporting and procurement
- Payment system
The expected outputs would then be:
- Updates to organizational process assets and project management plan
- Change requests
Page 13 of 13
12 BIBLIOGRAPHY