Esprit Rock

STUDENT NAME

STUDENT NAME: KRISTINA VISHALA RAMROOP
STUDENT NUMBER: A001646333
SUBJECT NAME: PROJECT MANAGEMENT AQL LEVEL OF THE SUBJECT: 6
WORD COUNT: 2558
DUE DATE: THURSDAY 11TH OCTOBER, 2018
Executive Summary
This is an individual assignment and the main aim of this assignment is to in investigate the project management concepts that are used during the construction of a 3 story building for commercial. This assessment analyses four phases from the project lifecycle which includes; feasibility, definition, execution and handover. It also explains the work- breakdown structure which is in need to aid the team’s work into smaller tasks. There is also a critical path analysis is a technique scheduling one set of project activities. The main communication document for this commercial building is the project management plan. The recommendations for each phase and the conclusion of the report can be found in the last section. Secondary data such as journals, internet and textbook were examples of secondary data. Four main sections are discussed in this
assessment and separated into sub-sections. Each phase is discussed and explains the purpose in a relation to the building and planning details. The company has management and staff procedures to ensure the success of the project and all are dedicated to high quality which would lead to future growth. Customer dreams also
come to life when the company achieves the goals and objectives.

Table of Contents
Title Page No.

1. Introduction………………………………………………………………………………
…………..1
2. Feasibility
Phase……………………………………………………………………………………2
2.1Stakeholder
Register……………………………………………………………………….3
3. Definition
Phase…………………………………………………………………………………….4
3.1 Scope management………………………………………………………..…….5
3.2 Time management…………………………………………………………………………..6
3.3Project management plan……………………………………………………….….6
4. Execution
Phase……………………………………………………………………………….…..7
5. Handover…………………………………………………………………………………
…….…….9
6. Recommendation…………………………………………………………………………
………11
7. Conclusion…………………………………………………………………………………
…………12
Reference
List………………………………………………………………………………………………….

Appendix…………………………………………………………………………………………
…….13
1. Introduction
This project aims to produce deliverables that are unique which covers problems and discrete have discrete start and finish dates for the various activities. The project undergoes four project lifecycle activities such as feasibility, definition, execution and handover. The company (KVR Company Ltd) is a sole proprietor privately owned organization. This company aims to provide excellent customer satisfaction by transforming their dream into a reality. A project contract was made and signed by the contractor and Mr. Belford (owner of building) for the reason of constructing a story building at #4 Ramdhanie Trace, Penal for the creation and establishment of a new venture. These research identities the many phases of the product lifecycle along with the plans of, management to complete the commercial building as well as
requirements of stakeholders and deliverables for each phase. This assessment also analyses the network diagram and identities the critical path and issues faced with the project with relevant recommendation. Stated in the Project Management Institute (PMI, 2015), ” A project is a temporary endeavour undertaken to create a unique product, service or result.” Also, from (APM, 2015.), ” Project Management is the application of processes, methods, knowledge, skill and experience to achieve the project objectives. ”
2. Feasibility Phase
This is the first phase of the project lifecycle as it involves starting a new project that is identifying risks and being able to get approval from various stakeholders to allow the
building to commence. At this phase, the construction will start after the project sponsor Mr. Belford selects the company to undertake the business venture since the company is known for providing excellent quality service to continue having support from customers in the future. The reason for this phase to to consider costs, timeline and goals of the project to see whether the project manager has resources to complete the purpose of this project and the future profits. The project is next and this is a single source knowledge regarding the project (ENANI 2015, PAGE 853.). The reason of the project charter is to clarify and ensure the team is heading in the right direction while coming across any obstacles. The stakeholder register is then developed for the
project after the project carter is signed by the project sponsor. The key deliverables are resent in this phase as the team of the business venture begins to provide the solution. (Can see project charter in Appendix 1). One other deliverable is the schematic design as well as the completed commercial building being the main deliverable. Shapes, patterns, scales and textures can be identified by this design where the project deliverable is initiated to provide specific outcomes that are unique and based on the plan.

2.1Stakeholder Register
A stakeholder is a person, organization or group that can be impacted or affected or have any interest in the project or the outcome of a project that happens either indirectly or directly and this was according to the PMBOK guide. Below the project manager has listed all stakeholders, managers and their roles accordingly. (FIGURE
1) The stakeholder register is a document that contains data of different workers and
their involvement, roles, contact information, interest and names.

Stakeholder
Name
Contact
info.

Role Involvement Impact Priorities
Mr. Belford
Customer High
Positive
758-6966
Main
C.P Hardware
Supplier Medium
Positive
458-9632
Main
KVR Company
Ltd 452-9555
Contractor Medium

Main
Positive
Ben James

782-6322
Project
Manager
Very High

Main
Very
positive
(Figure 1: Create for this project)
The Management strategy is there to increase the aid of stakeholder by providing information of the relationship and the project.

RoleCommunication frequency
Type of communication
Management strategies
Project Sponsor
(Mr. Charles)
Weekly reports
Be aware of risk that
may affect
the project
Email, telephone or face to face communication (e.g. site visits)
Manage closely by partnering or collaborating
Experts Construction Company
Monthly Reports about the progress
Face to face communication and email
Two way communication to make informed
decisions
Project team members
Weekly Meetings to discuss any issues
an offer solutions
Face to face communication and WhatsApp
chat
Voicing opinions that are faced directly and
indirectly.

(Figure 2: Create for the report.

3. Definition phase
Once approval is permitted, this section will be determined from the project with details to achieve the goals and success. The feasibility study contains both the project
charter and stakeholder register. The resources from the project are identified and are tasks along the strategy.

3.1Scope Management

The scope of the project is combining the output of the project and the activities that require to produce the outcome. An important elemnt of the scope management plan is the WBS. This part involves the initial project start up, definition of deliverables, deadlines, goals and objectives. This is a project deliverable that organaizes the team’s work into manageable sub-sets. The PMBOK defines the WBS as,” a deloierbale oriented hieracrhial deco,postion of wrk to be executed by the project team. Figure 2 below shows a sample WBS with 4 levels starting with the main level deliverable and further divied into sub – deliverable . This aids the project manager as well as the team to break down the scope statement into smaller managemble activities for completion. AN estimated budget was allocated at thw top levels while the department budgets shuld be calculated. Thogh allocating cost and time estimates to specific levels of the WBS the project schedule and budget is determined. The communication and cost plans are better worked from the use of the WBS.
Figure 2: Shows a Work-Breakdown Structure for the commercial building

Commerical Building
Foundation
Walls
Internal
Roof
Steel
Erection
Build
Decken
Upstairs Downstairs
Electrical Plumbling
Framing Sheeting
of
3.2Time Management
Time is a valuable resource in project management and this is managed by scheduling. The critical path analysis helps to predict of the project will be completed in time and even if there’s a day delay, it will cause a huge loss to the company which will lead to improper time management. The total float is the amount of time that a schedule activity can be delayed without affecting the finish dates. The critical path has zero float. The diagram below shows all the relationship and activities together. The critical path methods enable project managers to calculate the time and resources needed to complete the commercial building. This is called the process of controlling a planning over the amount of time to spend on each activity which increases the effectiveness, productivity and efficiency of the project. The first success factor is meeting deadlines and making profits and the cost key factor to the effectiveness of project time management.
Figure 3: Shows the Critical Path analysis for the commercial building

The critical path in the diagram is the longest path in the network diagram or the shortest duration it can be completed. The red arrow shoes the critical path which cannot be delayed, the blue shows the latest start and time and the green shows the earliest start and finish time.
LIMITATIONS OF THE CRITCAL PATH METHOD
Projects that are based on the critical path, the activities fail to complete within the time duration. The path is planning tool and assumes that resources are available for all activities at all times. The less attention given is placed on the non- critical activities and the slack or float times is misused.

3.3Project Management Plan
The project management plan is a formal document that is used to define, integrate, prepare and coordinate planning activities. This phase is when the project plans are documented; the desirables and requirements are defined while the schedule is created.
Project cost management-
This is the process of planning and controlling the estimated budget of project. The cost management is important at every stage of the project lifestyle. The project manager is one who analyzes the various activities and identifies the human and infrastructure needs. The cost estimating process involves predicting the cost of the project and processes involve in production and utilizing materials by transformation and flow of activities. It a complex task to estimate the project cost due to uncertainty, inflation and variability in construction thus, this can increase the quality if the information in the cost plan.
Project communication management-
This includes the processes that are require to ensure timely and appropriate planning, collection, distribution and creation, retrieval and the ultimate decomposition and storage. (According to PMBOK 5th Edition, 2013.) The project manager uses different communication methods with team members and project stakeholders which are both internal and external. The communication plan should be displayed effectively and productively. One problem that relates to communication with relation to the commercial building is lack of information, insufficient control and time constraint and at this stage; the manager makes all the decisions. The plan for scheduling meetings is weekly, daily, monthly and will be help accordingly. This will help the project team to be updated with current situations and resolves issues. The project manager and the sponsor will communicate via WhatsApp, email to keep contact and discuss activities, success or a y mishaps.
Resources- At the initial stage of the project an agreed amount of labor, equipment an material are allocated to the project for the accomplishment of tasks.
Cost- This involves the estimating of resources such as labor, materials a=to keep the project within the budget.
Procurement- This deals with the suppliers and subcontracting therefore the manager is responsible for the sales and materials of quality selection.
Risks- This involves planning for possible risks ad considering optional contingency plans.
Quality- This involves assessing quality criteria to be used on the building. Quality assurance and quality control are the steps used whether the results conform to the requirements and assessing quality criteria to be used on the building
Schedule- This is the list of activities and sequence of implementation with specific start and end dates.
Human resource management- This involves conducting job planning, recruiting the right people for raining and managing, providing incentives and communicating.
4. Execution Phase
At this point, the project was planned in detail and is ready to be executed. This execution phase outlines how each plan will be carried out by which member and ensuring each task is completed within the given time and cost frame. The project manager spends most of
the time at this phase, members carry out the tasks and progress information is reported through regular meetings. Teams are formed using the Tuckman Model which allows member to grow effectively together and delivering high quality results. The four stages of groups are; forming, storming, Norming, and adjourning. The first stage “forming” takes place when the team members are introduced to each other and share information about their interests and experience. The storming is where the project manager ensures members listen and respect their differences and ideas and resolve any conflicts quickly. When the team moves to Norming stage, members work effectively together and take responsibility. The final stage is adjourning, the project is ending therefore members moving different directions however the project manager should ensure time to celebrate the success of the project. The project use a Charismatic leadership style, it involves inspiring and motivating the team members. It focuses on goals for the project without any change. Leadership ensures the empowerment of the project teams through training, motivation, and inspiring teams to work towards achieving goals of the project. The project
manager motivates team members using Maslow’s hierarchy of needs theory. Team members are motivated by achieving the highest needs in the hierarchy, which is self- actualization (Chiocchio, Kelloway, & Hobbs, 2015). Effective project managers should consider meeting all the needs of the team members shown below.

(Figure 4 shows Maslow’s Hierarchy
Needs)
The triple constraint is represented as a triangle. (See figure 5 below).

Figure 3: Diagram shows the triple constraint.

Projects must be delivered within cost
Projects must be delivered on time
Projects must meet the agreed scope
Projects must also meet customer quality requirements+
Cost- the estimated costs of the commercial building increase as more labour are added to meet the new deadlines, however this increase labour cost also the delivery time will need to be reduce and meet the new date.

Schedule- the budget and schedule increase as a result of pushing up the final delivery date. The labour force was increase to minimise disruption to the project schedule, thus increasing the overall cost of the buildings.

Communications-during the project members’ encountered poor communication which cause delay in activities; however the project manager were ineffective to keep the level of communication and feedback open between stakeholders, team leaders and top management.

Scope changes- since the changes are not planned; this will cause delays which increase cost since it was not budgeted.

The plan should be updated and available on a regular basis for reviewing. The status reports will determine the probable end point in terms of cost, schedule and quality of deliverables. However, each project activity produced was reviewed for quality
measurement against the standards of acceptance. After the customer has agreed on the final solution of the phases, the project is ready for closure.

5. Handover
This is the final phase of the project and is also known as the closing phase of the lifecycle. At this point the project is officially closed and the final documents of all activities are signed off due to satisfaction by Mr. Belford. The robust handover plan is a key to ensuring that the commercial building is completed on schedule with zero defects and delivered on time. The key stakeholders in this phase includes the PM, contractor (KVR) and client (Mr. Belford).

Both the client and PM will ensure the project met its assigned objectives and the client formally satisfied with the building by using a checklist against each activity upon completion to track quality (foundation, walls, and roof). Once Mr. Belford is satisfied, sign off will take place on the entire project, this will prevents future misunderstandings. The components of the entire job need to be properly finished and sign off before the members dispatch. The project deliverables are reviewed by the client to agree on acceptance. All sub contracts with workers and contracts will be checked and closed as well in order to move on to another project. The project manager will than schedule a meeting with the team members to discuss any lessons learnt and ways to improve working conditions before releasing them.

6. Recommendations
Feasibility
One recommendation for the feasibility phase of the project lifecycle is undertaking a feasibility study. This will test the viability of the project and identifies problems that can occur and if the idea will deliver solutions to the problem. Also, the project manager should clearly identify the scope, deliverables and stakeholders.

Definition
At the definition phase, the project manager should create a work break-down structure to plan more efficiently. It makes planning consistent and provides for effective project execution in the next phase. From past experiences, the procurement strategy is viable to use since it’s a planned approach of cost-effectively purchasing supplies taking into consideration time, budget, risks and opportunities.

Execution
A recommendation for the execution phase is to monitor the quality of each activity so the cost would not be affected. The PM should ensure that team members meet their schedule time and quality of goals for tasks. Mr. Belford should sign off at the completion of each activity to prove satisfaction was achieved. However, effective communication
needs to take place at all level of stakeholder. Members will be clear on their tasks to complete and give training if necessary.

Handover
The closure phase is the final deliverables. To improve this phase documentation of project closure is needed. This is done to ensure all aspects are completed and provide reports to key stakeholders. The PM should also analyse project performance to determine whether the goals were met. Also, a final meeting should be conducted to discuss lessons learnt and make improvements for next projects to reduce risks.

7. Conclusion
A project is a unique endeavour which manages its deliverables within a time frame, cost and quality. All projects have a specific start and end dates. The project manager is responsible for meeting deadline, sharing information and estimate duration; the success is determined by all members input. The project undergoes four phases; feasibility, definition, execution and handover.

The activities are section off in smaller tasks, which requires teamwork temporarily to achieve the project objectives. The effectiveness of teamwork and essential project management practice is very critical to the success. The success of the project is determined if the objectives are achieve within an agreed scope, time and budget.

Reference List
Association for project management, 2015, project management available at https://www.apm.org.uk/whatisprojectmanagementAziz, E. E. (2015). Project closing: the small process group with big impact. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute.

Chiocchio, F., Kelloway, E., ; Hobbs, B. (2015). The Psychology and Management of
Project Team New York: Oxford University Press.

Enani, J 2015, ‘Project Charter ‘, International Journal of Scientific ; Engineering
Research, vol. 6, no. 3, pp. 853 -857.

https://www.pmi.org/pmbok-guide-standards/foundational/pmbok https://www.projectsmart.co.uk/understanding-the-project-management-triple-constraint.php Project Management Institute available at http://www.pmi.org viewed at April 15th,2018
Appendix 1
Project Charter
Project Name: Construction of a 2-story commercial building
Project Manager: Ben James Project Sponsor: Mr. Charles Project Overview
This project was undertaken to develop a commercial building for Mr. Charles. The building is a 2-story Rental style, 6 floor strip mall- acre lot (#148) situated #4
Ramdhanie Trace, Penal, Trinidad. The projected started on Monday 12th May, 2015 and was completed on 7th November, 2017. This building was constructed to utilize the last materials and technologies to develop business opportunities. Experts Construction Company (ECC) had supervised and manages all the activities in relation to this construction.

Section I: Project Purpose
This project is undertaken to construct a commercial building to attract investors to set up businesses.

Section II: Project Objectives
To transform Mr. Charles business idea into a reality
To build a sustainable and safe building for all renters and customers
To reduce delays within the stages and complete within the time and cost
Section III: Project Scope
Scope statement- The main goal of this project is to construct a commercial building within an 18 months period by analysing the stakeholders’ needs and interest. To provide better scope management plan and controlling the constraints within the estimated responsibility during the processing. The scope is the completed documentation work procedure within the definite time and budget.

The rental style commercial building was budgeted at $1.2 million should consist the following:
6 apartments
3 washrooms
2 offices
1 parking basement
1 storage room
1 lobby area
Section IV: Project Milestones
Foundation Plumbing and water pipes
2nd floor Tiling
Blocking up 1st floor washrooms
Plastering Garages
Blocking up 2nd floor
Building the roof
Section V: Constraints
Constraints:
This commercial building occupied 4562 square feet of land at #4 Ramdhanie Trace, Penal took18 months to complete and cost $1.2 million dollars. Therefore the triple constraint was identified:
Finishing this project with the allocated time period (Time)
Completing this project within the budgeted capital (Cost)
Scope
With regards to time management, the table below shows the amount of time allotted to each phase of the project in order for the project to be complete in 18 months.

Feasibility 4 weeks
Definition 6 weeks
Execution 15 months
Hand over 2 weeks
Section VI: Roles and
Responsibility
Name Role Responsibility
Ben James Project Manager Prepare project plan, monitor and control
project activities and approve project changes
Suppliers To deliver the raw material ordered accurately and one time with certain level of quality
Experts
Contractor
Contractors To complete their work on time, within budget
and maintain quality while utilising resources
Mr. Belford Project team members
Communicate any issues to the project manager and be assisted in resolving
problems.

Section VII: Resources
Financial: The estimated budgeted cost for this project is $1.2 million dollars. Indirect labour: The estimated budgeted cost for indirect labour is $500,000
gravel Boxing board
sand I-beam/H-beam
steel Metal deck pan
nails Electrical
wire Washroom materials
Blocks roof material (z- purling etc.)
Cement Plumbing materials
Enterprise Environmental Document
Enterprise environmental factor:
The following environmental factors may influence this project:
Organizational culture (Carnival Monday & Tuesday)
Working hours (7 am – 4 pm)
Public holiday (e.g. Christmas day, Divali)
Internal factors (late delivery of material, and weather)
External factors ( public strike, inflation)
Organizational process assets:
ECC should have review past records to assist in the developing the cost estimation budget instead of employing accountant. The activities of the commercial building were different from a residential home. The contractor prices were higher than building a home, also should involve more expertise in construction for more accurate results.

Key deliverable: Architecture designs Tender contractor Product quality
Process efficiency
THE PROJECT DESIGN

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This diagram shows the cost management stages from initiation to the completion of the project. The process levels used in the cost management for the commercial building are
as follows; cost estimation, cost budgeting, cost controls and cost applications.

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