CHIFLEY BUSINESS SCHOOL - COURSE ME0806PIPM P RO J EC T M A N AG E M EN T A S S I G N M EN T M A R I U S V O G L – S T U D E N T N O. 9 4 5 7 7 PART 1: SHORT QUESTION ANSWERS PART 2: ASSIGNMENT A UGUST 2018 PART 1: SHORT QUESTION ANSWERS 1. Explain the meaning of ‘project scope’. It refers to the range of parameters required to bring a project to a successful conclusion namely: time, cost quality & resources 2. List seven steps in the process of project scope management. - Set the objectives - Define the project deliverables - Confirm the project boundaries - Outline the project organisation & appoint the project manager - Schedule critical milestones & control points - Prepare the initial work breakdown structure - Establish an ‘order of magnitude of cost’, 3. Why is it useful to prioritise stakeholders? By determining stakeholder’s interests and expectations, the information can be used to develop a consultation & communication plan (typically with a C&C template) 4. Distinguish between resource capability, resource capacity and resource completeness. Resource capability – the fitness for purpose of the resource: labour, equipment Resource capacity – how much of the resource is available Resource completeness – is the resource complete in its own right or does it need to be supplemented. 5. Dependencies are shown on a Gantt Chart by a vertical line joining two dependent activities. Why is this important? To show that one activity is reliant on another, usually where the first activity must occur before the second can occur eg: building permit obtained before building can start 6. At what stage of the schedule development should you consult stakeholders? At the planning stage of a project you should consult stakeholders. Many will be internal stakeholders that may be involved before external stakeholders are consulted. You should disseminate project information and manage the stakeholder relationship. 2 7. What does the ‘earned value’ of a project mean and why is it important? Earned value is a measure of the project cost. It is an important performance measure as it shows if a project is running over-budget at any stage. It alerts the PM to a problem in a time for it to be mitigated. 8. What is the relevance of conducting a post-project review meeting? A post-project review meeting informs the closeout report. It assists in the recording the quality of the work achieved, reviews the compliance with the project expenditure and the time schedule. 9. List six activities involved in risk management. - Preparation of a risk management template - Identification of project risks - Assessment of individual risks according to probability and impact - Analysis of risks in terms of likelihood and consequences - Mitigation of high or extreme risks via a risk treatment plan - Evaluation of the effectiveness of the risk register and risk treatment plan. 10. What comprises a Risk Management Plan? It comprises these elements; - identification of risks to the project - assessing and analysing risks - preparing mitigation strategies for high level risks - assigning risks responsibility to relevant project members 11. Why should project ‘milestone reviews’ be conducted and what information can they provide? Milestone reviews determine if a project is on track to reach its milestones. The reviews provide information on the project performance at key stages. They can alert the PM to slippage items that need urgent attention. 12. What tasks should be completed in order to terminate a project? A project should be terminated after these tasks are done; - project management effectiveness review - assessment of project deliverables versus requirements - a quality review and assessment - a review of the schedule and notation of reasons for delay 3 PART 2: PROJECT MANAGEMENT ASSIGNMENT DEVELOP A PROJECT MANAGEMENT PLAN 1.0 Summary This Project Management Plan (PNP) is for the Carlton Housing Redevelopment (the project). The project is a public and private housing development that will replace outdated public housing with new public and private housing in an integrated residential community. 2.0 Project Scope 2.1 Objectives To replace existing obsolete public housing estates with an integrated mix of public and private housing. The objective is to remove the ‘estate’ identity and perception and achieve a residential development that is well integrated into the Carlton community. 2.2 Deliverables Replace 200 existing 3 bedroom flats with 250 new public housing units in a range of sizes from 1 bedroom to 4 bedroom. Build 100 new Housing Association units for affordable housing rental. Develop 400 new housing units for private ownership. Create new roads, parks/gardens, bicycle paths and community facilities. 3.0 Project Management 3.1 Project team members and roles: Project Control Group – Representatives of the Housing Department Responsible for overall project guidance. Project Manager – Staff member responsible for project planning, implementation and reporting (written format to monthly PCG). Consultants – Specialist professionals in the fields of architecture, urban design, engineering, cost control and communications. Project officer – staff member responsible for meeting co-ordination, project filing and payment administration. 4 3.2 Project Manager’s Authority The PM’s authority, as set by the PCG, includes these delegations : - direct consultants & authorize variations < 10%; - make applications to Council and service authorities; - make instructions in administering the contract (nil variations) - authorise variations that do not exceed 5% of contract sum 3.3 Stakeholder Analysis The project manager has reviewed relevant stakeholders as follows: Internal - Assets division - Finance division - Client services Asset plan/ timing interest Current and forward budget interest Accommodation / welfare interest External - Residents Assoc - Council - Community Reps Local political interest Local political and council services interest Advocacy interest: disabled, aged, migrants 3.4 Project Controls & Reporting The PM shall use these methods of reporting: - obtain monthly reports from project consultants - prepare monthly PCG reports (progress, budget, communications, risk) - submit exception reports within 24 hours of a critical incident 4.0 Risk The PM is to carry out a risk analysis with the PCG and prepare a Risk Management Plan. The plan shall include a Risk Register and a Risk Treatment Plan. The Risk Management Plan is to be reviewed monthly for inclusion in the PM’s report to the PCG. 5.0 Work Contracting Strategy 5.1 Work Breakdown Structure The work breakdown consists of the four main groupings: - Business Case - Built Form - Procurement - Delivery * refer to Attachment No. 1 for the applicable network diagram 5 5.2 Contracts Contract arrangements shall comply with the Department’s business standards: - Standard Conditions of Engagement for External Consultants - Department’s Development Agreement (incorporating AS 4300) - Department’s Service Agreements for Facilities Management 5.3 Human Resources Plan Departmental staff are employed under the CPSU award conditions including recreation, sick and long service leave and superannuation. Consultants and the Project officer are contracted on fixed or hourly fees that excludes recreation, sick and long service leave and superannuation. 6.0 Schedules 6.1 Project Master Schedule Housing: 250 Public and 500 Private housing units Standards: 5 star energy rating minimum & Multi-level housing standards Open Space: 3 parks min. 1 Ha, Private open space min. 20 sqm/unit Community Facilities: Community and health centre min. 150 sqm 6.2 Commissioning Schedule - Facility and equipment performance reports - Facilities management staff inductions - Housing tenant and/or owner equipment induction manuals - Building maintenance systems 7.0 Performance 7.1 Performance Measurement Baseline (PMB) shall include: - building energy use - water use - waster / recycling quantities - tenancy letting and duration times 7.2 Other Costs - building maintenance costs incl. grafitti removal - service authority rates - building and public indemnity insurance 6 8.0 Obligations and Constraints 8.1 The client’s obligations for the project are: - confirmation of the Project Charter and Responsibility Matrix - approval of the Project Management Plan - establishment and authorising the PCG and the PM 8.2 Project Manager’s obligations are: - preparation of the Project Management Plan (PMP) - consultant selection and co-ordination - regular PMP monitoring and monthly reporting - process payments under delegation of the PCG - project review and completion report 8.3 Memoranda of Agreements - Commonwealth / State housing Agreement - Public Tenants Rental Agreement - Development Agreement Bibliography: Project Management, A Managerial Approach – Meredith & Mantel 3rd Edn Project Management Institute Inc. PMBOK 3rd Edn, 2004 Project Management, A Competency-Based Approach – Hartley 2008 7
