48260 EPM
Project Plan and Abstract 2
Group 32
Ahmad Rabie
Ahmad Suleiman
Andrew Guanzon
Oliver De Paz
Cecilia Saldivar
Phillip Do
Safwan Mabud
10828871
10828921
10638486
10574616
11140201
10607442
10800670
Date of submission: 26/05/2011
Due Date: 26/05/2011
Word Count: 5700
0|Page
Andrew Guanzon & Co.
26 Harris Street
University of technology, Sydney,
Building 4, level 3, Room 27
0421876299
Group32@uts.edu.au
The Chief Executive Officer
24 May, 2011
HiPowa Conference Organisers
15 Broadway Street
Ultimo, 2007
Dear Sir,
Please consider our group qualifications as summarized below, for the Project Manager
position with your organisation. As a group of consultants, we believe that the
experience we have gained over the past 3 years of working together as a team on many
projects and the knowledge we received as an engineering project management
students in the University of Technology, Sydney would benefit your organisation.
As a group of project management consultants, our group has completed many projects
in the areas of project management processes and documentation. Our group is
motivated, well organised and able to achieve any task within the required quality and
time constraints given. Our Progress and Status Report documents of the project will
keep us on top of the project and would give us the strength during any audit with
another Group's Project Management process. Our group has also acquired considerable
knowledge and experience from the following:

Successfully interviewed Mr. Clarke, a project manager in Crown Projects
Company
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
A range of practical skills such as surveying, circuit analysis, concrete/materials
design, etc if services are ever required
Our qualifications also include:

Our group is consisted of undergraduate engineering students ( Mechanical,
Civil, ICT, and Electrical) at the University of Technology, Sydney

Professional users of computer Softwares such as Microsoft office (Excel, Word
and Power Point), MSProject 2007.

Various forms of training qualifications such as WorkCover construction
induction training, traffic control training and International computer driving
licence
In addition, we as individuals from this group have been recognised for our hard
working, intelligent and industrious approach to any task we have been given. This has
been evident from our previous employment experiences in engineering, whether in
civil, mechanical, ICT and electrical engineering. In all work related situations, we
always aim to utilise our accumulated experience and knowledge to our maximum
possible potential in order to prove as an asset for any company we liaise with. We
would greatly appreciate an opportunity work with your organisation and look forward
to hearing from you soon.
Yours faithfully,
Andrew Guanzon & Co.
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Contents
Abstract .............................................................................................................................................................. 4
Project Scope Statement.............................................................................................................................. 5
Project objective ............................................................................................................................................. 5
Deliverables ................................................................................................................................................. 6
Summarised Major Milestones: ........................................................................................................... 6
Milestones due: .......................................................................................................................................... 7
Technical requirements .......................................................................................................................... 7
Limits and exclusions .............................................................................................................................. 7
Work Breakdown Structure: ..................................................................................................................... 8
Responsibility matrix (Actual Vs Planned): ....................................................................................... 13
Information on monitoring and control .............................................................................................. 16
Creation of a detailed schedule .......................................................................................................... 16
Monitoring progress .............................................................................................................................. 16
Comparison between the planned against actual ....................................................................... 16
Implementation of corrective actions ............................................................................................. 17
RISK MANAGEMENT................................................................................................................................... 18
QUALITY ASSESSMENT ........................................................................................................................ 23
Appendix A: .................................................................................................................................................... 25
Group Charter ........................................................................................................................................... 26
Meeting times: ..................................................................................................................................... 26
Meeting locations: .............................................................................................................................. 26
Forms of communication: ............................................................................................................... 26
Poor contribution to team work: .................................................................................................. 27
Decision making process: ................................................................................................................ 27
Submission of group work to Turnitin:...................................................................................... 28
Appendix B: .................................................................................................................................................... 29
References ...................................................................................................................................................... 28
Belbin Team Roles Results .................................................................................................................. 38
Appendix C: Scheduling Details (Network Diagram & Gantt Chart) ........................................ 39
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Abstract
Group 32 has chosen to contact and interview the general manager of Crown Projects,
Jeffrey Clarke for this project. Jeffrey has degree in Bachelor of building from University
of New South Wales, which he acquired in 1987. Crown Projects has over 40 employees
based in Sydney. Crown also has an office in Brisbane where the company manages
projects in areas around Queensland.
Jeffrey can be contacted from the following details:
A. Level 15, 3 Spring St, Sydney
T. (02) 9252 4420
E. jeffrey.clarke@crownprojects.com.au
The team has decided to use topic two, “Failed Projects and how to avoid them” to
discuss with Jeffrey at the interview.
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Project Scope Statement
Project Name:
Group Project
Prepared by:
Group 32
Date
(DD/MM/YYYY):
07/04/2011
Version History (insert rows as needed):
Version
Date
(MM/DD/YYYY)
Comments
1.0
07/04/2011
Plan and Abstract 1 / 2
2.0
24/05/2011
Plan and Abstract 2 / 2
Project objective
Group 32 aims to determine the needs for a seminar regarding the topic of choice
“Failed projects and how to avoid them”. This team aims to achieve this goal by
producing a formal report concerning the above mentioned topic. The report will
consist of several main documents such as progress reports, status reports, a plan and
an abstract. Group 32 will also present its findings to the CEO of HiPowa to convey their
competency in this task. Information will be found from online and University library
journals. Additionally, information obtained from an interview with an experienced
project manager will also be utilised as a reference for the report. Group 32 aims to
complete this task by week 13, 23rd May, 2011.
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Deliverables

Progress and Status reports (3 Parts)

Plan and Abstract (2 Parts)

Report

Presentation

Audit and presentation

Reflection
Summarised Major Milestones:

Group formed

Group chose topic 2 “Failed Projects and how to avoid them”

Chose Jeffrey Clarke from Crown Projects to be our interviewee

Confirmed date, time and location to interview Jeffrey Clarke

Delegated work between group members for the first Progress and

Status reports

Progress report (Andrew, Suleiman, Ahmad)

Status report (Phillip, Cecilia, Safwan)

Gantt chart (Oliver)

Prepare questions for the interview and sent a copy to Jeffrey Clarke

Group interviewed Jeffrey Clarke at Crown Projects

Delegate work between group members for the first Plan and Abstract report

Abstract, Covering Letter and Group charter (Andrew, Ahmad)
6|Page

Scope Statement, Work breakdown Structure, Responsibility Matrix (Cecilia,
Suleiman)

Diagrams, Scheduling details (Oliver)

Budget details, Information on monitoring and control, Risk and
quality(Phillip, Safwan)
*A detailed layout of the milestone of this project is provided in the work
breakdown structure.
Milestones due:

Plan and Abstract report (2) 26/5/11

Submit Report and Turnitin 26/5/11

Progress and Status report (3) 26/5/11

Audit report 2/6/11

Oral Presentation 9/6/11
Technical requirements
 Computers/laptops
 Computer software: Microsoft Word, Excel, Project, PowerPoint, etc
 Mobile phones
 Internet: Emails, electronic journals
Limits and exclusions
Limits:
 Other commitments to university subjects (classes, exams, assessments).
 Work.
Exclusions:

Only team leader to submit each group assessment to turnitin.
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
Training session for Microsoft Project provided, but will not include tutorials
on how to produce every task.

Do not give handouts at presentation.
Work Breakdown Structure:
1. Start
1.1 Form Group
1.1.1 Contact details
1.1.1.1 Send contact details to group members
1.1.2 Define responsibilities and penalties
1.1.3 Elect manager & secretary
1.2 Meetings
1.2.1 Weekly meeting
1.2.1.1 Deliver weekly meeting minutes
1.2.1.2 Send meeting minutes to group members
1.2.2 Discuss deliverables
1.2.3 Allocate tasks
1.3 Interview
1.3.1 Find manager
1.3.2 Organise date & time
1.3.3 Develop questions
1.3.3.1 Send questions to Jeffrey Clarke
1.3.4 Interview Mr. Clarke
1.3.4.1 Record interview
1.3.4.2 Review interview
1.3.4.3 Summarise interview
1.3.5 Send to group members
1.4 Progress & Status Reports
1.4.1 Research on progress report
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1.4.2 Research on status report
1.4.3 Use Microsoft Project
1.4.3.1 Produce Gantt chart
1.4.3.2 Produce network diagram
1.4.4 Compile progress & status report
1.4.5 Review Progress & status report
1.4.6 Print Progress & status report
1.4.7 Submission
1.4.7.1 Submit hard copy
1.4.7.2 Submit to Turnitin
1.4.8 Send to group members
1.5 Plan & Abstract
1.5.1 Plan
1.5.1.1 Scope statement
1.5.1.2 Work breakdown structure
1.5.1.3 Responsibility matrix
1.5.1.4 Scheduling details
1.5.1.4.1 Gantt chart
1.5.1.4.2 Network diagram
1.5.1.5 Budget details “Estimation”
1.5.1.6 Risks
1.5.1.6.1 Identify risks
1.5.1.6.2 Risk analysis
1.5.1.6.3 Comments
1.5.1.7 Quality check
1.5.1.7.1 Comments on Quality
1.5.1.8 Information on monitoring
1.5.1.9 Information on control
1.5.1.10 Final draft
1.5.2 Abstract
1.5.2.1 Topic chosen
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1.5.2.2 Information about Jeffery Clarke
1.5.2.3 Information about Crown Projects
1.5.2.4 Produce draft
1.5.2.4.1 Send abstract to Jeffery Clarke for approval
1.5.2.5 Final draft
1.5.3 Produce cover letter
1.5.4 Produce final document
1.5.4 Compile abstract and plan
1.5.4.2 Review document
1.5.4.3 Print document
1.5.4.4 Bind document
1.5.4.5 Submission
1.5.4.5.1 Submit to lecturer
1.5.4.5.2 Submit to Turnitin
1.5.5 Send to group members
1.6 Report
1.6.1 Review and discuss interview
1.6.1.1 Make a summary
1.6.1.2 Extract main ideas from interview
1.6.2 Individual research on chosen topic
1.6.3 Introduction
1.6.3.1 Organisation
1.6.3.2 Core business
1.6.3.3 Organisation structure
1.6.3.3.1 Advantages
1.6.3.3.2 Disadvantages
1.6.4 Tools and techniques
1.6.5 Failed projects definition and how to avoid them
1.6.6 Monitoring young project manager, three areas to avoid project failure
1.6.7 Identify cost, risk, quality and time
1.6.8 Write report
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1.6.9 Finalising report
1.6.9.1 All members to check the final document
1.6.9.2 Print final report
1.6.9.3 Bind report
1.6.9.4 Submit to Turnitin
1.6.9.5 Submit hard copy to lecturer
1.7 Oral Presentation
1.7.1 Summery of main points (interview & report)
1.7.2 Divide up section for each member
1.7.3 Produce power point slides
1.7.4 Review work
1.7.4.1 Make any changes
1.7.5 Practice
1.7.5.1 Individual
1.7.5.1.1 Check duration
1.7.5.2.2 Relevance information
1.7.5.2 Group practice
1.7.5.2.1 Check duration
1.7.5.2.2 Relevance information
1.7.6 Prepare for questions
1.8 Audit Report & Presentation
1.8.1 Reviewing progress & status report
1.8.2 Reviewing plan & abstract
1.8.3 Find another groups’ assignment
1.8.3.1 Check their effectiveness
1.8.3 Prepare short audit report
1.8.3.1 Print two copies
1.8.4 Prepare short audit presentation
1.8.5 Presentation rehearsal
1.8.6 Submit report
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1.9 SPARK
1.9.1 Give feedback
1.10 Reflection
1.10.1 Individual reflection on learning experience
1.10.2 Identify any problems
1.10.3 Discuss during class
1.10.4 Give feedback
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Responsibility matrix (Actual Vs
Planned):
Task
Primary
P
Secondary
S
Highlighted
Actuals
Red letter
Added to
Actual
Ahmad
Suleiman
Andrew
Phillip
Cecilia
Oliver
Safwan
Form Group
P
P
P
P
P
P
P
Attend meetings
P
P
P
P
P
P
P
Send meetings minutes
P
Interview
Find manager
P
Organise date & time
S
Develop questions
P
Interview Mr Clarke
S
P
S
S
S
S
Review and summarise key points
S
S
S
S
S
P
S
P
S
Progress & Status Reports
Research on progress report
S
S
P
Research on status report
S
P
Use Microsoft Project
S
S
Compile progress & status report
S
P
Review
S
Print and submit Progress & status
report
S
S
S
S
P
P
P
S
S
S
S
S
P
Cover Letter
Write a cover letter
P
S
Abstract
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Topic chosen
S
S
P
S
information about organisation
information about manager
Produce draft
P
S
S
S
S
P
P
S
S
P
S
S
P
P
S
S
Plan
Scope statement
S
Work breakdown Structure
S
P
Responsibility matrix
P
S
S
S
Scheduling details
P
Budget details
P
Risks
S
P
S
S
Quality check
S
Information on Monitoring
P
Information on control
P
Produce draft
S
S
Compile plan & abstract
P
S
Review final document
S
S
Bind document
P
Submit
P
P
S
P
P
S
S
S
S
S
Plan & Abstract
Send to group members
S
P
P
S
S
S
S
S
S
S
P
P
P
S
S
P
P
P
S
S
S
P
Report
Extracting the main points of
interview
S
P
Summarising interview
S
S
Research on chosen topic
S
S
S
S
Compile parts
P
S
P
S
check the final document
S
S
S
S
Print final report
Bind report
P
S
P
P
P
P
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Submit to Turnitin
P
submit to lecturer
P
P
Oral Presentation
Summery of main points
S
Divide up section for each member
S
S
P
P
Produce power point slides
P
Review work
S
S
S
S
S
S
S
Group Practice
S
S
S
S
S
S
S
Present to class
P
P
P
P
P
P
P
Audit Report & Presentation
Reviewing progress & status report
Reviewing plan & abstract
S
S
S
P
Find other groups’ assignment
P
S
P
Check other groups’ effectiveness
S
Prepare short audit report
S
P
P
Present to class
P
P
Print and submit report
P
P
SPARK
P
Reflection
P
S
S
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
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Information on monitoring and control
Monitoring and Controlling processes play a critical role as part of a project’s
management plan, as these processes ensure that performance is carried out
according to a pre-defined schedule and that objectives set has been achieved. These
mechanisms allow the project manager or project team leader to monitor and control
the processes required to finish the project as well as maintaining a professional and
an effective quality of work throughout the project.
By monitoring the project, the team leader is able to thoroughly collect information
about the performance and progress data of the project and compare it to a specific
and pre-defined schedule. If in any particular reason that the project has not followed
schedule, then the controlling process is able to create and implement corrective
actions deem necessary for the project to finish on time, within cost and a quality
standard of work.
The project can be broken down into four steps in terms of control:
Creation of a detailed schedule
The detailed schedule was based off a work breakdown structure (WBS). The WBS
breaks down the entire project into its different components and within them are
smaller work packages which are allocated to various team members.
Monitoring progress
Creating a Gantt chart measures time by setting out a start and finish time allocation
for different work packages while a budget plan was created for cost in terms of
approximate student hours spent for completing each work package. Another
monitoring tool used in this project is through the use of weekly group meetings as
well as e-mails, used to track progress and encourage staying on track of time.
Comparison between the planned against actual
Monitoring of the work packages allows the team leader to measure performance
and progress, and is then able to compare between the planned and actual
16 | P a g e
performance for any discrepancies in time allocation as well as level of quality of
work input. By comparing the planned and actual performances, progress and status
reports can be made on a weekly basis where they are documented and integrated
into the weekly meeting minutes during the group meeting sessions.
Implementation of corrective actions
More than often, milestones and work packages will not finished by a certain
deadline due to unforeseen circumstances. To account for variances in time, the
planned budget of allocated time must allow for these variances and hence add them
to the total budget as a precaution. Miscommunication between members is another
big factor that can put the project behind schedule, so the appropriate corrective
action to counter this is to allocate extra human resources to finish off the task.
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RISK MANAGEMENT
Risks can be often fatal to the success of a project. Very early in the preparation and
planning stage, it was essential that potential risks were identified, categorized and
evaluated. We drew up a list of categories and then identified potential risks within
each category, by which common influences, factors, causes, potential impacts and
potential preventative and or corrective actions were discussed and agreed on.
We realized that setting a risk tolerance level is a dangerous business. So, each
potential risks were carefully analysed. The project team, supporting teams and
individuals, and the organization(s) involved in managing the project were evaluated
to determine whether there is the capability to manage the risk successfully, should it
arise. The gaps in the capability identified were corrected by proper actions taken.
Conflict over resources often arise during the middle to later stages of a project,
because, often unexpected other, newer demands arise which are seen as being of
higher priority. This can lead to resources that were originally allocated to the
project being taken away, or reduced in quantity or quality, almost certainly to the
detriment of the project. To avoid this, our team included "conflict over resources
during the life of the project" as a major potential risk and planned for it accordingly
by securing agreements and then monitoring the situation continuously. So that, if a
dispute arises, there is a role here for the project champion and or the client to
ensure that the allocated resources are not taken away.
Failed projects show that project managers in such projects were frequently unaware
of the big hammer that was about to hit them. The frightening finding was that
frequently someone of the project organization actually did see that hammer, but
didn't inform the project manager of its existence. A good approach is to consistently
include risk communication in the tasks we carry out. Whenever we had a team
meeting, we made project risks part of the default agenda (and not the final item on
the list!). This showed that risks are important to the project manager and gave the
team members a "natural moment" to discuss them and report new ones.
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We realized that implementing risk response would essentially add value to our
project. By using execution as the key here, we made sure to prevent threat occurring
and minimized the negative effects. We basically dealt with the threats using the
three options:

Risk avoidance (organizing our project in a way that we don’t encounter risk
anymore)

Risk minimization (by decreasing the negative effects) and

Risk acceptance (if its effect on the project are minimal, it’s a conscious choice
to accept a certain risk).
1. List of risk events
1. Dropping the subject.
2. The absence of any group member due to any external circumstances.
3. Team member not completing their work on time.
4. Lack of communication between team members.
5. Technical problems such as, printer, internet, file corruption and USB
failure.
6. Poor understanding of the task by team members.
7. Unavailability of the project manager on interview day.
8. Irrelevant information included in the report.
9. Missing information from interview.
10. UTS Online website is not working.
11. Plagiarism.
12. Work not submitted on time.
13. The final work is not reviewed.
14. Unclear scope of work.
15. Certain tasks assigned to inappropriate member.
16. Poor quality deliverables.
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2. Risk assessment
Risk
Likelihood
Impact
Detection difficulty
Risk
When
event
(1-5)
(1-5)
(1-5)
value
1
1
3
4
12
Length of project
2
4
3
4
48
Meetings
3
3
4
2
24
Compiling document
4
3
4
4
48
Throughout the project
5
1
4
1
4
printing or Submitting documents
6
2
4
3
24
Meetings
7
2
4
2
16
Organising interview
8
2
3
3
18
Checking and reviewing draft
9
2
4
4
32
Reviewing information recorded from
interview
10
1
4
1
4
Trying to log in
11
3
4
3
48
Turnitin detection
12
2
4
3
24
Submitting the document
13
1
4
4
16
Submitting the document
14
2
4
2
16
Researching and gathering information
15
2
4
3
24
Meetings
16
4
4
4
64
Reviewing or compiling information
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3. Risk response
Risk
event
response
Contingency plan
1
Share
Other members will take
responsibility to complete
project
Extra time spent in order
to complete project on
time
Group discussion, reallocate tasks, take proper
decision
Give feedback on the task
by other members, ask
questions
Use another facilities
2
Mitigate,
Avoid
3
Share,
Mitigate
4
Share
5
Transfer
6
7
Avoid,
Share
Transfer
8
Share
9
10
Share,
Reduce
Reduce
11
Avoid
12
Retain
13
Retain
Review again, make
effective changes
14
Avoid
15
Share
Enhance communication
tools, organise more
effective meetings
Re-allocate members to do
tasks
16
Retain
Search for professional
information, seek help
Find another project
manager
More reasonable research
on the topic, Review
document
Organise another interview
and bring a back up device
Use email, speak to
lecturer
Check Turnitin, make
changes, resubmit
Speak to the lecturer
Re-allocate members to do
tasks
Trigger
Who is responsible
Extra load on members
Everyone
Falling behind schedule
due to missing meetings
Everyone
Falling behind schedule
Andrew
Irrelevant or missing
information
Everyone
late submission, being
late to lecture
missing information, and
poor quality deliverable
Organize another
interview
Irrelevant or missing
information
Particular members
Missing information
Oliver and Philip
Subject documents
cannot be reached
Extra load, late
submission
Late submission, receive
penalty
Everyone
Extra time needed to
produce the final
document
Loss of marks
Everyone
Falling behind schedule
Andrew and Ahmad
Falling behind schedule
Andrew
Everyone
Suleiman, Ahmad
and Andrew
Everyone
Safwan, Cecilia
Particular members
Everyone
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4. Risk severity matrix
Colour key
Implication
Major Risks
Project halted
Moderate Risks
Probable loss of marks
Minor Risks
ignore
Probability × Impact × Detection = Risk Value
5
2
4
16
3
3, 4, 11
2
8
6, 7, 9,
12, 14,
15
1
1
5, 10, 13
3
4
Likelihood
1
2
5
Impact
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QUALITY ASSESSMENT
Quality is sometimes seen as an incidental to each client delivery, as opposed to an
independent, critical phase of the delivery. Because quality control is commonly
compressed at the tail end of a project, the overall commitment to the calibre of work
produced is inherently compromised (Gina Lijoi, 2010). However, in our case it was
different. Each member in our group tried their best to find out and make sure that
the desired quality and standards were maintained. The main person behind the
assessment was our Monitor-Evaluator, Cecilia Saldivar.
There were a number of key factors we identified in order to keep up the quality of
our project.
A Good Plan:
Primarily, we realized the importance of a plan, do and check cycle for the quality
improvement. Thus our coordinator, Andrew Guanzon along with the rest of the
team discussed what the plan would be. The checking and implementation were then
followed by Cecilia Saldivar (Monitor-Evaluator), Phillip Do and Safwan Mabud
(Implementers).
Appropriate Communication:
It is very obvious that poor communication between the team members and the
stakeholder ( Mary Walmsley ) and within the team members themselves would lead
to a project failure. Hence, we chose e-mails and messaging through facebook as the
mode of our communication since we know that everyone would check their e-mails
and facebook frequently.
It cannot be denied that we had to face several difficulties while trying to
communicate with each other. Problems like internet connection failure would not
allow some of the members to send or receive any useful information or work which
would hamper the progress a great deal. During times like this our coordinator
would make sure that everything was taken care of.
Good Measurement and Constant Review:
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Early in the process it is important to identify the key outcomes and outputs of the
project and how you will measure whether they have been delivered. Implement
processes that measure progress, both qualitatively and quantitatively, throughout
the project at individual, team and whole project levels. This ensures that problems
can be identified early and successful tactics can be promulgated throughout the
project (Michael L Young, 2010).
Keeping this in mind, the implementers in our group carried out the necessary
procedures to ensure the upkeep of the quality we wanted to achieve.
Along with good measurement go good review mechanisms. Some of the important
aspects such as budgeting, scheduling and quality elements of the projects were
constantly reviewed for the team members to be successful with the project. There
were times when one of the team members would not be able to attend the meetings
due to a clash of the class schedule with his/her allocated time for meeting. For this
period of time, someone else in the group made sure that he took over the other
person’s responsibility and completed the work.
Act Early:
To avoid last moment distresses, the team members worked earlier on solving the
simple or complex issues found out by reviewing the important factors needed in
managing a project. Our coordinator confirmed that all the issues were resolved
before we moved on with our work any further.
We found it necessary to continue to stress the agreed scope of our project as our
client was impressed with our progress during our weekly meetings. We offered our
further consultancy services to fulfil the additional request to find appropriate
speakers for the seminar as part of a new project to be commenced upon finalization
of the current project. After our last meeting to discuss our weekly report, our client
mentioned that they were impressed by our commitment to monitor, report and
provide quality assurance during the implementation of the project.
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References
Eager D.M., Bagia, R., Walmsley, M., & University of Technology Sydney, Faculty of
Engineering, 2011, 49002 and 48260 Project Management in Engineering and Information
Technology, McGraw-Hill Custom Publishing Australia Pty Ltd.
Walmsley, M., 2011, ‘48260 Engineering Project Management Subject Outline’,
unpublished, University of Technology Sydney.
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Appendix A:
Group Charter
Reporting Period: 10/03/2011 to 07/04/2011
Group ground rules
Meeting times:
Our group have mutually agreed to meet at least once a week for task allocation and
updates on ongoing and completed tasks. The group is to meet weekly on Tuesdays
at 1pm, followed by a half hour meeting after Thursday’s EPM lecture. Group
meetings are not restricted to the mentioned dates and times as we will organise
extra meetings if required. These situations can occur if the meeting times on
Tuesday and Thursday are insufficient to properly organise and plan given tasks.
Meeting locations:
Our team meeting location is generally held at building 2, level 4 at any of the open
group work rooms (near building 2 I.T. centre). Our team meeting location is often
relocated to an engineering lab whenever our team needs to use Microsoft Project for
diagram work, for working as a group in regards to a documentation task and also for
finalising any other work requiring the use of Microsoft Office.
Forms of communication:
Our team utilises several forms of communication to notify team members of any
update, status report or other kinds of notification regarding upcoming tasks,
distribution of work, group deadlines, group meetings and follow-ups on tasks given
to each responsible member of the group. The main forms of communication used
are:

Mobile phone: Calls and text messages

Internet: Email, Facebook

Face to face: Group meetings, before and after EPM lecture
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Each team member uses the above forms of communication to also inform the whole
team if he/she experiences difficulty in an allocated task, is late for team meetings or
cannot attend meetings, appointments, and other events where the team is required
to meet together.
Poor contribution to team work:
If there is any suspected poor team contribution occuring, the group will need to
pinpoint team member(s) lacking in team contribution. The group
leader/respectable team member will need to privately speak with the team member
in an assertive manner to encourage the team member to participate more, be more
consistent in attendance and/or exert more effort in the group work. If there does
not seem to be a change in the attitude and quality of participation of the team
member(s), it will result in the following team member(s) receiving a poor SPARK
grade.
In the scenario of a team member contributing, but submitting work that does not
meet team standards, the group leader/respectable team member will need to
privately speak with the contributing team member. The leader/fellow member will
need to ask for a redo of the work to meet the standards. If the team member is
unable to carry out or complete the task up to standard, then the task will need to be
redistributed to another team member.
Decision making process:
Our group will be making its decisions primarily during group discussions (group
meetings, group email conversations, etc). Decisions will be made using a group
evaluation of the suggested idea(s), a screening process, and a team vote. This will
usually be followed by a final decision made by the team leader/coordinator to
finalise the decision. For example, a team member suggests for meeting minutes to be
documented for every meeting. If this idea seems achievable, beneficial to the project,
can be completed within the given deadlines and contains importance as to why it
needs to be done, then the decision process will be carried out. Of course, simple
decisions, such as the meeting location can easily be decided by one team member or
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leader, whereas other decisions such as, changing the arranged meeting time would
need an evaluation, a vote and the agreement of the team before a decision can be
made.
Submission of group work to Turnitin:
Our group has chosen Safwan, to submit tasks required to be uploaded to turnitin.
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Appendix B:
Meeting minutes:
ENGINEERING PROJECT MANAGEMENT 48260
MEETING MINUTES
TUESDAY 10th May, 2011
Start Time: 1pm
End Time: 4pm
Present: Andrew, Oliver, Ahmad, Suleiman, Safwan, Cecilia
Absent: Phillip
Location: UTS Civil Engineering Computer Lab 02.05.43
Agenda
1. Discuss status on incomplete tasks from previous meeting
Task
Description
Allocation of
Plan & Abstract 2
work:

Scope Statement

Work Breakdown
Structure

Responsible Member(s)
Status
Cecilia
Incomplete
Oliver
Incomplete
Ahmad and Suleiman
Incomplete
Deadline
26/05/11
26/05/11
Responsibility
Matrix

Budget Summary

Risk and Quality
26/05/11
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
26/05/11
Compile and
Finalise report
Phillip
Incomplete
26/05/11
Safwan
Incomplete
26/05/11
Andrew
Incomplete
Notes:
-
Plan and Abstract 2: Each team member allocated same tasks as to previously
completed Plan and Abstract 1
2. Main Agenda
a.
Discuss issues with current incomplete tasks
b. Make changes to current incomplete tasks
c.
Other questions, issues and comments
3. New tasks
a.
Discuss new upcoming tasks
b. Delegate new tasks to each team members
4. Next Meeting
a.
Schedule time and location Thursday 19.05.11 @ UTS 04.03.27
b. Delegate:
i. Chairperson – Andrew
ii. Timekeeper – Phil
iii. Minute Taking – Cecilia
iv. Distribution of minutes – Cecilia
5. AOB (Any Other Business)
Tasks required for next meeting:
Task
Description
Responsible
Deadline
Member(s)
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Status updates
Plan & Abstract 2
Allocation of work
Progress & Status Report 3
All
All (Andrew to
Final Report
26/05/11
26/05/11
allocate)
All (Andrew to
26/05/11
allocate)
Notes:
-
Progress and Status Report 3: Each team member allocated same tasks as to Progress
and Status Report 2
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ENGINEERING PROJECT MANAGEMENT 48260
MEETING MINUTES
THURSDAY 19th May, 2011
Start Time: 5pm
End Time: 6pm
Present: Phillip, Andrew, Oliver, Ahmad, Suleiman
Absent: Safwan, Cecilia
Location: UTS 04.03.27
Agenda
6. Discuss status on incomplete tasks from previous meeting
Task
Description
Responsible
Status
Deadline
Member(s)
Allocation of
Plan & Abstract 2
Safwan
Incomplete
Phillip
Incomplete
Ahmad
Incomplete
Suleiman
Incomplete
Andrew
Incomplete
Oliver
Incomplete
26/05/11
work:
Progress & Status Report 3
26/05/11
Final Report
-
Introduction & Interview
-
Organisational Structure
& Company
-
Failed Projects
-
Symptoms of Failed
26/05/11
26/05/11
Projects
-
Interview Manuscript
26/05/11
26/05/11
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Cecilia
Incomplete
26/05/11
Notes:
-
Stayed back after lecture and delegated work for each member of the group
-
Group thought it was best to delegate work this way so that attention to detail and
quality of work produced was maximised and that members don’t an overload of work
7. Main Agenda
a.
Discuss issues with current incomplete tasks
b. Make changes to current incomplete tasks
c.
Other questions, issues and comments
8. New tasks
a.
Discuss new upcoming tasks
b. Delegate new tasks to each team members
9. Next Meeting
a.
Schedule time and location Tuesday 24.05.11 @ UTS Civil Engineering Computer Lab
02.05.43
b. Delegate:
i. Chairperson – Andrew
ii. Timekeeper – Phil
iii. Minute Taking – Cecilia
iv. Distribution of minutes – Cecilia
10. AOB (Any Other Business)
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Tasks required for next meeting:
Task
Description
Responsible
Deadline
Member(s)
Status updates
Plan & Abstract 2
Safwan
Progress & Status Report 3
Phillip
26/05/11
26/05/11
Final Report
Ahmad
26/05/11
Suleiman
Andrew
Oliver
Cecilia
Notes:
-
Phillip to send Safwan Budget Baseline structure
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ENGINEERING PROJECT MANAGEMENT 48260
MEETING MINUTES
TUESDAY 24th May, 2011
Start Time: 1pm
End Time: 4pm
Present: Andrew, Oliver, Ahmad, Suleiman, Safwan, Cecilia
Absent: Phillip
Location: UTS 04.03.27
Agenda
11. Discuss status on incomplete tasks from previous meeting
Task
Description
Responsible
Status
Deadline
Member(s)
Status Updates
Plan & Abstract Report 2
Safwan
Complete
Phillip
Complete
Ahmad
Complete
Suleiman
Complete
Andrew
Complete
Oliver
Complete
Progress & Status Report 3
26/05/11
26/05/11
Final Report
-
Introduction & Interview
-
Organisational Structure &
Company
-
Failed Projects
-
Symptoms of Failed Projects
-
Interview Manuscript
Plan & Abstract Report 2
Progress & Status Report 3
Final Report
26/05/11
26/05/11
26/05/11
26/05/11
26/05/11
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All 3 reports to be submitted to
Cecilia
Complete
Turnitin
Print,
Compile,
26/05/11
Submit
All
Complete
Submit Online
26/05/11
Andrew
Complete
Notes:
-
Group to meet up and submit their finished sections for it to be compiled into a report
12. Main Agenda
a.
Discuss issues with current incomplete tasks
b. Make changes to current incomplete tasks
c.
Other questions, issues and comments
13. New tasks
a.
Discuss new upcoming tasks
b. Delegate new tasks to each team members
14. Next Meeting (if necessary)
a.
Schedule time and location Tuesday 31.05.11 @ UTS Civil Engineering Computer Lab
02.05.43
b. Delegate:
i. Chairperson – Andrew
ii. Timekeeper – Phil
iii. Minute Taking – Cecilia
iv. Distribution of minutes – Cecilia
15. AOB (Any Other Business)
Tasks required for next meeting (if necessary):
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Task
Description
Responsible
Deadline
Member(s)
Discuss

Audit Report

Formation of group
presentation
All
All
02/06/11
02/06/11
Practice
Presentation
Group Reflection
All
All
02/06/11
09/06/11
Notes:
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Belbin Team Roles Results
Team member’s
name
Phillip Do
Oliver De Paz
Andrew
Guanzon
Ahmad Suleiman
Ahmad Rabie
Cecilia Saldivar
Safwan Mabud
Plant (Ideas Person)
10
10
0
5
6
5
3
Coordinator
(Chairperson)
11
4
16
12
12
11
17
Monitor – Evaluator
(Critic)
11
5
5
13
7
12
3
Implementer
(Company Worker)
15
15
9
16
11
5
16
Team Worker (Team
Builder)
11
5
30
11
14
15
11
Shaper (Unofficial
Chairperson)
0
8
2
17
7
8
17
Resource Investigator
(Contacts)
0
10
6
4
10
9
4
Completer-Finisher
(Inspector)
12
8
2
0
15
5
0
Primary Role
Implementer
Implementer
Team Worker
Shaper
Completer
Team worker
Shaper/Coordinator
Secondary Role
Team
Worker/
Coordinator
Plant/
Resource
Investigator
Coordinator
Implementer
Team Worker
MonitorEvaluator
Implementer
Team role(s) to be
adopted in this group
Implementer
Plant/
Resource
Investigator
Coordinator
Shaper
Team Worker
MonitorEvaluator
Implementer
Team Role
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Appendix C: Scheduling Details (Network Diagram & Gantt Chart)
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