Académique Documents
Professionnel Documents
Culture Documents
FlexibleModels
IndustrialModelDevelopersandBuilders ResearchandDevelopmentUnit PropertyDevelopmentDepartmentoftheGovernment(PDDG) Someplace Somewhere Project:TheSeismicZoneResidentialConstructionImprovementProgram SEISMICZONERESIDENTALCONSTRUCTIONIMPROVEMENTPROGRAMPROJECTSCOPESTATEMENT Scopeisdefinedasdescriptionoftheprojectboundariesandisdefiningwhatprojectwilldeliver,what isneededandorganizationsaffected. FlexibleModels(FM)willdesign,produceandassemblespecifiedPDDGBoxMk3onthesite designatedbyPropertyDevelopmentDepartmentoftheGovernment(PDDG)inorderthatPDDGcan starttheirworkoneffectivenessassessmentoftheboxes.Plannedprojectdurationis51daywithcost of$121,794.00andprojectplanisshownintheGanttchartaspartofthisscope.Givenplan,in AppendixAiscreatedwithassumptionthattherewillbenodelaysintransport,specificationsgiven arefinalandthatPDDGwillpreparesiteforassessmentintimetoreceiveshipmentandthat implementationmaybegin.AsperStoller(2010)TheGanttchartwillhelpprojectmanagerand stakeholdersincommunicationbyvisualizingtimelinesandtheirinterrelationaswellasdependencies. ProjectwillbecreatedinMicrosoftProjectinsteadofpreviouslyplannedOpenProj,whichchange shouldnotbringanyalternationstotheplanitselfbutwillenhancecontrolandcommunicationasMS ProjectoffersavailabilityofconnectiontoourWebbasedprojecttrackingsystemwhichisoffering informationontheprojectatanymomentintime. QualityofthedeliveredboxesisdependingentirelyonqualityofthematerialspecifiedbyPDDGwhile FMisguaranteeingbestpossibledesignandproductionfromtheirend.Thequalityoftheprojectitself willbecontrolledtroughtheQualityManagementPlan,whichconsistsofthedetailsonquality assurance,qualitycontrolandcontinuousimprovement.
Resourcesforproductionareavailableinalldepartmentsexceptin'Cuttingandpartsdevelopment' departmentwhichisscheduledforworkontheearliercontractedprojects,however,theymaybe availableforthisprojectexclusivelyifwereschedulethemfromotherprojectswhichactionmayresult inincreaseofcuttingcostsaswewillhavetohiresubcontractorsforotherongoingprojectsorutilize themwhentheyarefreefromtheirassignmentselsewherewhichmaycausescheduleextensionfor6 daysforeachdaydelayedinthisparticulartask.Costofexclusiveavailabilityisshowninthecost estimation. WorkBreakdownStructure(WBS)iscreatedandshowninAppendixBandbasedonitRequirement BreakdownStructure(RBS)andStaffing(Resources)ManagementPlanarecreatedinthenextchapter ofthispaper. Portny(2010)statingthatWBSislayingfoundationoftheprojectssuccessbyputtingdownonthe paperallworkrequiredtobedoneinordertoaccomplishstatedobjectives,further,WBSmustbe comprehensiveandfriendlytounderstandtoothersbyorganizingitinaccordancewithimmediateand finaldeliverables. InhisarticleonsignificanceofWBS,Zhao(2006)wrotefollowing:Thelevelofdetailshallbedrivenby awellestablishedworkbreakdownstructure(WBS),whichshallbeinherentlybuiltintoacontingency riskmodel.Whenthecontingencyamountisderived,itwillbeautomaticallydispersedinto appropriateaccountsbasedontherisklevelsandcostweighingfactors.Heisalsowritingthatusing theWBStohelpbreakdowntheestimatehasfarreachingeffectsforbothcostmanagementand contingencydepletion,because: FuturechangescanbeattributabletotheassociatedWBSaccounts; HumanerrorscanbetraceablebacktoappropriateWBShomedomains; ResponsibleindividualscanbeaccountableforrespectiveWBScontingency; PotentialsavingscanberecognizableincorrespondingriskfreeWBS. ScopeofworkisremainingthesameasdescribedintheProjectProposal. Schedule(Wysocki,2009,pp.242244)ispresentedintheGanttchartAppendixA,withpossible prolongationof12daysifPDDGdeclineoptionforthecostcompensationinordertosecure'Cutting andpartsdevelopment'departmentspecialistsavailability. Deliverableofthisprojectisboxesproduction,deliveryandtheirimplementationonthesite designatedbyPDDG. FMisnotbearinganyresponsibilityforthequalityofmaterialspecifiedbyPDDG,furtherthereisno faultoranyresponsibilityofFMifdeliveryorimplementationisdelayedduetonaturalcauses (weatherconditions)orPDDGfailuretoprepareimplementationsitetimely. Product,boxesofaparticulardimensionusedinthefoundationofbuildingsisdesignatedasPDDG BoxMk3andspecificationforitissetbyResearchandDevelopmentUnit(RDU)ofPDDG.Productwill beacceptedifqualitycontrolconfirmsconformitywithspecificationsafterassemblyintegrationis completed.
Projectstakeholders: Name MarioHajdin RoyBenjamin MichaelGartner PhilipCloony JimStanford JohnMorris CarolineSmith PaulLee JosephBukhmann
Position ProjectManager GeneralManager GeneralManager GeneralManager GeneralManager VicePresident MarketingChief TechnicalLead ProgramManager ChiefEditor
Department Project DesigningandDrafting Cutting Assembly SupplyChain Management NewModel Marketing RDU SeismicZone
STAFFING(RESOURCES)MANAGEMENTPLAN ResourcesrequirementisestimatedbyuseofEstimateActivityResourcesprocess,whichpurposeisto giveusestimationonresourcetypesneededandestimationonquantityofeachtypeofneeded resource(Sanghera,2010). InordertocreateResourcesManagementPlanfollowingRequirementBreakdownStructure(RBS)is developedinthetableshownbellow(Wysocki,2009,pp.6365): Activity Task Department PersoninCharge 1Requirements 1.1 Interviewclient analysis stakeholders 1.2Productdetailanalysis 2Designand concept 3Purchasing Material 4Production 1.3 Refinementofthefinal draft 2.1Highleveldesign 2.2Detailswithoperation design 3.1Cardboardsheet purchasing 3.2Metalsheetpurchasing 3.3CubesPurchasing 4.1Setup 4.2Cuttingandparts development 4.3SubAssembly1 4.4SubAssembly2 4.5SubAssembly3 4.6Assemblyintegration Design&Drafting Design&Drafting Assembly Design&Drafting Design&Drafting Design&Drafting SupplyChain Management SupplyChain Management SupplyChain Management Assembly Cutting Assembly Assembly Assembly Assembly RoyBenjamin RoyBenjamin PhilipCloony RoyBenjamin RoyBenjamin RoyBenjamin CarolineSmith CarolineSmith CarolineSmith PhilipCloony MichaelGartner PhilipCloony PhilipCloony PhilipCloony PhilipCloony
5Delivery
Staffing(resources)managementplanisshowninAppendixCandprojectnetworkschedulein AppendixD. COSTESTIMATION Hamilton(2006)isstatingthatcostmanagementistheprocessofestimating,control,anddata analysistoestablishacontinuouscycleofinformationfortheefficientimplementationofprojects. InhisarticleGood(2009)isstatingthatdefinedprojectscopeisbaseofcostestimation.Heiswriting following:Thedevelopmentteamandcostestimatormustprovidetheirbestestimateofactual requiredquantities.Quantitieswilldevelopedusingavarietyofsources,includingthecostestimators knowledgeandexperience,comparableindustryprojects,companydatabases,functionalexperts,and historicalfactors.Pricingistypicallysourcedfromprocurementgroups,recentcomparablepast projects,andvendors/contractors. Good(2009)furtherestablishingthatcostestimatealwaysmusthavebackupwhichisshowingorigin ofthenumbersandwhatassumptionsweremadeandthatisveryimportantthatthereisnohidden contingenciesincostestimation,simplybecause,hesays,hiddencontingenciesregardlesswhether theycomingfrominflatingpricesorquantities,degradingqualityofcostestimation,eroding managementconfidenceincostestimationandmayultimatelyshowthepictureofuneconomic project. CostcalculationforSeismicZoneResidentialConstructionImprovementProgramismadebasedon methodologygiveninSangherasbook(2010,pp.357361)andfinalprojectdescriptionhandedby UniversityofLiverpool(UoL,2011). TaskID CostDescription Duration TotalCost$ 1.1 work 4 4,800.00 1.2 work 6 14,400.00 1.3 work 2 1,200.00 2.1 work 4 2,400.00 2.2 work 6 10,800.00 3.1 material 1,000.00 3.2 material 1,250.00 3.3 material 9,000.00 4.1 work 4 3,600.00 4.2 work 3 2,430.00 4.3 work 6 10,800.00 4.4 work 6 10,800.00 4.5 work 4 4,800.00 4.6 work 3 2,700.00 5.1 Fixedcost 2 3,000.00 5.2 Fixedcost 14 6,000.00
5.3
work
Initialcalculationshowingestimatedtotalcostat$107,880,however,finalcostwillbedetermined afterRiskManagementPlananalysisisperformed. AccordingtoCiraciandPolat(2009)accuratecostestimatemadeinplanningstageishavingpotential ofavertingmanyproblems. RISKMANAGEMENTPLAN Bragdon(2007)isstatingthatriskidentificationisiterative;itmustbeproperlyexecutedona continuingbasisinorderfortheoverallriskmanagementefforttoaddanyvalue.Nevertheless,there isnosurefireformulaforsuccess.Successfulriskidentificationrequiresdisciplineandcreativity, urgencyandpatience,technicalknowledgeandintuition. Riskistheuncertaintyofoccurrenceofaphenomenonwhich,ifhappens,hasapositiveornegative effectonprojectobjectives.Riskindicatestheimpactofafutureeventoncurrentprojectsand measuresthedegreeofdeviationfromtheobjectivesoftheprojectproposedstandards.Anyactivity requiresknowledgeandrisktaking.Forsuccessfulactivityisnecessarytoidentifyallpossiblerisks, theirquantification,andtakingentireperiodoftheirprogress(Melnic,2010). Forthisprojectriskidentificationwasconductedintheinitialprojectriskassessmentmeeting.Risks havebeenidentifiedandasscheduleisquitestringentthoserisksareincludedintheRiskRegister.Itis stillremainingtoconductRiskAssessmentMeetingofseniorprojectteammembersandstakeholders andeventualadditionalrisksidentifiedshouldbealsoenteredintheRiskRegister. Risksinthisprojectwillbemanagedandcontrolledwithinthemanagement,interproject,technical andtimeconstraints.Allofidentifiedrisksmustbeevaluatedinordertodeterminehowtheyaffect thoseconstraints.Theprojectmanager,withtheprojectteamassistance,willdeterminethebestway ofresponseforeachriskinordertoensurecompliancewiththoseconstraints. RiskmanagementplanforSeismicZoneResidentialConstructionImprovementProgram Risk Constraint RiskIdentification RiskMitigation PersoninCharge ID type 1 Management Twoleadingcuttersfrom Reschedulingtheirtasksin MichaelGartner CuttingDepartmentmay ordertoensurethattheyare Interproject notbeavailablefor availableonrequireddays scheduleddates 2 Management Reschedulingand Updatedlistonpersonnel RoyBenjamin transferofdesignersand deploymentmustbekeptand PhilipCloony assemblersfromtaskto revieweddailyinorderto task maketimelytransfer 3 Management Possibleschedulecreep Managementteammust Department monitortheprojectatall Heads timesandkeepuptodate withactivities. MarioHajdin 4 Technical Tasks1.3and4.6are criticalfortheproject HeadsofDepartmentsmust controlgivenscheduleand RoyBenjamin PhilipCloony
7 GrandTotal$:
18,900.00 107,880.00
Technical
Technical
Technical
Technical
Technical
10
Technical
11
Time
Personinchargeofthehiring subcontractorforthetask muststresssituationtothe subcontractorandensure severecontractualpenaltyin caseofdelaywhichmust covercostscreatedbythat delay Possibledamagetothe Personinchargeofthehiring componentsduringpre subcontractorsforthetasks deliveryand muststressthatfacttothe shipment/delivery subcontractorandensure severecontractualpenaltyin caseofdelaywhichmust coveradditionalcostscreated bydamage Weatherconditionson Sitemustbeprotectedfrom theimplementationsite rain,securerequired protectionaccessoriesfrom PDDG Changeinclient ContractbetweenFM&PDDG requirementsafter mustcoversuchpossibility cuttingstage andallowchangeofthe schedule,reimbursementof thecostscausedby requirementchangeaswellas coveringcostsofrequirements change. Delayinthearrivalof Thereisenoughtimeto rawmaterials arrangefortimelydeliveryand SCMishavingenoughtimeto getthequoteswellinadvance andmakepreliminary agreementondeliveryof material Incorrectsetup Historicaldataforsimilar projectsinthepastmustbe reviewedandstringentcontrol ofsetupmustbeobserved. Tightschedule Managementteammust monitortheprojectatall timesandkeepuptodate withactivities.
JimStanford
JimStanford
PhilipCloony
Riskwithhighestprobabilityatthemomentandprospectivehighestdamagetothecostandschedule isRisk#1,Task4.2whichmustbeeliminated.EliminationisofutmostimportanceasimpactofRisk#1 isirreparabletothescheduleandthecost.MarioHajdinandMichaelGartnerwillcoordinatewith leadersofotherprojectsandarrangeforcuttersavailabilityonrequireddayswhichwilleliminatethis risk. Traditionally,therehasbeena0.3probabilityofcomponentsgettingdamagedduringshipmentand thecostsshouldincorporate30%ofadditionalbudgetingfortheseincidences(UoL,2011). AffectedTasksin caseofdamage 3.1 3.2 3.3 4.1 4.2 4.3 4.4 4.5 4.6 GrandTotals$ Cost Description material material material work work work work work work Calculated cost$ 1,000.00 1,250.00 9,000.00 3,600.00 2,430.00 10,800.00 10,800.00 4,800.00 2,700.00 46,380.00 Additional Budgeting% 30 30 30 30 30 30 30 30 30 Costwith Additional Budgeting$ 1,300.00 1,625.00 11,700.00 4,680.00 3,159.00 14,040.00 14,040.00 6,240.00 3,510.00 60,294.00
Itisvisiblethatactivities3and4willbeaffectedinthecaseofthedamagesandadditionalmaterial mustbepurchasedinordertoreplacedamagedandwiththatadditionallabormustbehiredinorder tomeetschedulerequirements.Forthatpurposeadditionalfundsinthebudgetmustbeaddedin amountof$13,914.00whichissettingtotalcostoftheprojectat$121,794.00asfinal. COMMUNICATIONPLAN Therightpolicy,withbothletterandspirit,canguideworkerstowardeffectivecommunications. Especiallyasorganizationsintroduceelectronicmanagementinformationsystems,with communicationapplicationssuchasshareddatabases,electronicmail,orcomputergenerated routinereportsandletters,theneedforcommunicationpolicywouldappeartobecomecritical (Gilsdorf,1987) Inordertoachievehighestpossibleefficiencyandcontactwithclients,FMisdevelopedandusing Webbasedprojecttrackingsystemwhichhelpsmanagement,teamandclientstoobtainany informationontheprojectandoffertheirfeedbackandcomments.SuchdevelopedWebbased trackingsystemofferingandwelcomingactiveparticipationtoallstakeholdersintheproject. AsprimarymeanofcommunicationFMisusingemailandtelephonecontacts,andforthatpurpose projectstakeholdersdirectoryiscreatedanddistributedtoallstakeholders. PROJECTSTAKEHOLDERDIRECTORY Role Name Email Phone ProjectManager MarioHajdin mh@fm.xx +8711235001
Designing& DraftingLead CuttingLead AssemblyLead SupplyChain Manager ProjectSponsor Marketinglead TechnicalLead ProgramManager Journalist
CommunicationplanfortheprojectisasshowninAppendixE. QUALITYPLAN Oakland(2011)wrotethateffectiveTotalQualityManagement(TQM)isensuringthatstrategic overviewofqualityisadoptedbymanagementandfocusestopreventnottodetectpossible problems.Thatisinessencewayhowtoplan,organizeandunderstandeachactivityanditis dependingoneachteammemberateachlevel. Further,Oakland(2011)statingthatqualitypolicyrequirestopmanagementto: 1.Identifytheendcustomersneeds(includingperception); 2.Assesstheabilityoftheorganizationtomeettheseneedseconomically; 3.Ensurethatanyboughtinmaterialsmeettherequiredstandardsofperformanceandefficiency; 4.Ensurethatsubcontractorsorsupplierssharethevaluesandprocessgoals; 5.Concentrateonthepreventionratherthandetectionphilosophy; 6.Educateandtrainforqualityimprovementandensurethatanysubcontractorsdosoaswell; 7.Measurecustomersatisfactionatalllevels,theendcustomeraswellascustomersatisfaction betweenthelinksofthesupplychain; 8.Reviewthequalitymanagementsystemstomaintainprogress. QualityplanfortheprojectisasshowninAppendixF. References: UniversityofLiverpool,(2011),PLANNINGANDBUDGETINGWITHRISK(MPM).20110505.203 (UKL1.PBWRSK.20110505.203)WEEK4ASSIGNMENTS[Online].Availablefrom:Universityof Liverpool/LaureateOnlineEducation(Accessed:25May2011)
Sanghera,P.(2010),PMPindepth:projectmanagementprofessionalstudyguideforthePMPexam. 2nded.Boston:CourseTechnology/CengageLearning. Wysocki,R.K.(2009),EffectiveProjectManagement:Traditional,Agile,Extreme,5thed.,Indianapolis, USA,WileyPublishingInc. Stoller,J.(2010),'TheworldaccordingtoGantt',CMAManagement,84,5,pp.3334,BusinessSource Premier,EBSCOhost,(Accessed:18March2011). Portny,S.E.(2010),'ImprovingProjectPerformanceWithThreeEssentialPiecesofInformation', JournalforQuality&Participation,33,3,pp.1825,BusinessSourcePremier,EBSCOhost,(Accessed: 31March2011). Zhao,J.(2006),'SignificanceofWBSinContingencyModeling',AACEInternationalTransactions,pp. 5.15.5,BusinessSourcePremier,EBSCOhost,(Accessed:22June2011). Hamilton,A.C.(2004),'CostManagement',AACEInternationalTransactions,p.1,BusinessSource Premier,EBSCOhost,(Accessed:22May2011). Good,G.K.(2009),'ProjectDevelopmentandCostEstimatingABusinessPerspective',AACE InternationalTransactions,pp.TCM.01.1TCM.01.14,BusinessSourcePremier,EBSCOhost,(Accessed: 22May2011). Ciraci,M.&Polat,D.(2009),'AccuracyLevelsofEarlyCostEstimates,inLightoftheEstimateAims', CostEngineering,51,1,pp.1624,BusinessSourcePremier,EBSCOhost,(Accessed:22May2011). Bragdon,D.J.(2007),'TheImportanceofRiskIdentification',DefenseAT&L,36,3,pp.1316,Business SourcePremier,EBSCOhost,(Accessed:2June2011). Melnic,A.(2010),'RISKRESPONSESTRATEGIESINPROJECTMANAGEMENT',MetalurgiaInternational, pp.7478,Computers&AppliedSciencesComplete,EBSCOhost,(Accessed:2June2011). Gilsdorf,J.W.(1987),'WrittenCorporateCommunicationPolicy:Extent,Coverage,Costs,Benefits', JournalofBusinessCommunication,24,4,pp.3552,BusinessSourcePremier,EBSCOhost,(Accessed: 10June2011). Oakland,J.(2011),'Leadershipandpolicydeployment:thebackboneofTQM',TotalQuality Management&BusinessExcellence,22,5,pp.517534,BusinessSourcePremier,EBSCOhost, (Accessed:22June2011)
Fri 8/5/11 10,11,12 Assembly Department Wed 7/27/11 6 Thu 8/25/11 14,15 Mon 9/5/11 16 Pre-Delivery Shipment/Delivery Design Department,Assembly Department
Design Department Design Department,Assembly Department Design Department Design Department Design Department Assembly Department Supply Chain Supply Chain Supply Chain Cutting Department Assem Assem Assembly Department
Pre-Delivery
Assembly Department
APPENDIXB WORKBREAKDOWNSTRUCTURE
Project Completion
Requirement Analysis
Designand Concept
Purchasing Material
Production
Delivery
Refinementof thefinaldetail
Cubes Purchasing
Implementation
Interviewclient stakeholders
Productdetail analysis
Assembly integration
Predelivery
Delivery
Highlevel design
Detailswith operationdesign
Cuttingand Partsdevelopm.
SubAssembly 1
SubAssembly 2
SubAssembly 3
Setup
APPENDIXCSTAFFING(RESOURCES)MANAGEMENTPLAN
Activity ID
TaskID
Requirement
Period
Days
TotalRqre perTask
Transferto TaskID
Remark
4 4 2 6 2
8 10 10 6 4
1.2 1.3
4 2 4
4 12 8
2.2
2.2
4.1
Assembler
20.0725.07
4.3&4.4
3 4 2
9 12 8
4.1 4.5
4.4 4.4
Assembler Assembler
26.0729.07 01.0802.08
4 2
12 8
4.1 4.5
Aftercompletionof task1.1transferto1.2 Required10designers forfirst4daysof1.2 8designerstransferred oncompletionof1.1 Aftercompletionof task1.2,4designers transferredtotask1.3 Aftercompletionof task2.1transferto2.2 Required12designers forfirst2daysof2.2 Aftercompletionof task2.1,4designers transferredtotask2.2 Aftercompletionof task4.1,3assemblers transfertotask4.3and other3totask4.4 Aftercompletionof task4.5,4assemblers transferredtotask4.3 Aftercompletionof task4.5,4assemblers
16
4.5
Assembler
26.0729.07
4.3&4.4
4.6
Assembler
03.080508
4.3or4.4
5.3
Designer Assembler
26.0805.09 26.0805.09
7 7
11 7
32
11 7
APPENDIXD PROJECTNETWORKDIAGRAM
4 2.2
3 3
3 4.2
6 2.2
4 4.1
6 4.3
6 4.4
4 4.5
3 4.6
APPENDIXECOMMUNICATIONPLAN
Mode Facetoface
Frequency Once
Project Team Meetings Project Sponsor Meetings Budget Review Technical Design Meetings Program Progress Report Program Progress Information
Facetoface email telephone email telephone Facetoface telephone Facetoface email telephone email telephone Facetoface email telephone
Daily
Agenda MeetingMinutes Agenda MeetingMinutes Budgetupdate Agenda MeetingMinutes Agenda Projectoutline Projectstatus MarketingFM
Weekly
ProjectSponsor
Daily Weekly
BiWeekly
ProjectManager
ChiefEditor
APPENDIXFQUALITYPLAN
Type Acceptance Audit TaskAudit MaterialAudit Subcontractor Audit Subcontractor Audit FinalAssembly Audit Implementation Audit
Frequency Once
Audited ProjectManager DepartmentLead SupplyChain Manager Predelivery subcontractor Shipment/Delivery subcontractor CuttingLead AssemblyLead DesignLead AssemblyLead
Auditor TechnicalLead
Deliverable Acceptanceofproject facilities Auditreport Auditreport Acceptancedocument Acceptanceandservice contract Acceptanceandservice contract AuditReport Acceptancedocument AuditReport Acceptancedocument
Once
Once
Qualitycontrolofimplementation
Once
TechnicalLead