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1.0 Executive summary 2.0 Background Information 3.0 Chosen methodology 4.0 Analysis and interpretation of results 5.0 Conclusions and recommendations 6.0 Appendix
Final Project - 1
1.0 Executive summary
1.1 Basic overview of the Woody 2000 project
It is assumed that an agreement was reached with the Directors and key management personnel of the Custom Woodworking Company in order to devise a project management plan to support their Woody 2000 project, aimed at expanding their manufacturing facilities.
1.2 Goal of the proposed Project Plan
The goal of the Project Plan proposed is then to clearly define the processes and techniques that would contribute to successfully achieving the objectives of one of the deliverables contemplated by the Woody 2000 project.
2.0 Background information
2.1 Background of the Woody 2000 project 2.1.1 Company overview
The Woody 2000 project was conceived by the Directors and key management personnel of the Custom Woodworking Company (also known as Woody’s), a familyowned small-to-medium-sized company that produced custom furniture and cabinets to order that had also established itself as a reputable supplier of millwork to the construction industry.
Final Project - 2
2. the founder.4 Project goals. the Carpenters where highly involved in the management of the company: Ron. Emelia. install a dust-free paint and finishing shop complete with additional compressor capacity. the VP of Sales and Estimating persuaded the company’s Directors that this unveiled a need to expand their manufacturing business. was President and ran the company. was Director and responsible for convincing his parents of moving the company to the subcontract work. and their son. Directors and key management personnel were summoned by Ron to a meeting in order to resolve the dispute. Since this heated discussion prevented any decision from being made.1. 2. acquire a new woodworking production train —requiring Final Project . John. 2.3 . was chairman and CEO. schedule and cost definitions It was agreed at this meeting that the company would remain on its current location and a project was proposed to expand an additional 25% the existing floor space.1.1.2 Key management personnel As it is customary in family-owned enterprises that are built on the reputation of those involved. his wife.3 Circumstances of project conception In the wake of a mini-boom in commercial construction and its subsequent prospect of increasing sales. This sparked argument within the company’s key management personnel that derived in a polarization of opinions: either relocate to new and more modern facilities or expand using the spare space in their premises. install an air-conditioning system.
3.4 . Ron agreed to commit a maximum of $17 million from the company to finance the entire project and set a deadline of eighteen months for completion. the one identified to be developed by the Project Plan is the expansion an additional 25% the existing floor space. however. of all deliverables contemplated by the Woody 2000 project. it is assumed that.0 Chosen methodology 3.1 Formulation of business situation to be addressed With the objective of capitalizing on a prospect increase of their business portfolio. Estimates of the total cost of the project —office improvement not included— added up to $17 million. the Directors and key management personnel of the Custom Woodworking Company have come to an agreement to expand their manufacturing business by increasing the production floor space in 25% and investing in the modernization of their production lines.1 Identification of a specific deliverable to be developed as a Project Plan For the purpose of the Final Project. 3. 3.development and installation of software and hardware to run it— and renovate the President and Executive Vice Presidents’ offices.1.1. as well as some renovation works on their offices.2 Development of Project Plan Final Project .
this Project Plan is limited to Scoping and Planning processes only.5 .3 Project goal Within the scope of the Woody 200 project.2. where decision makers and operational-level staff are represented. and procurement processes not relevant to the purpose of the Final Project. 3.1 Project Overview Statement 3. 3.For the purpose of the Final Project.2. Given the impossibility to conduct a scoping meeting. requirements. its deliverables (COS. The budget allocated for the Woody 200 project is of $ 17 million with a deadline of 18 months. The Custom Woodworking Final Project . acting as responsible stakeholders of the Woody 2000 project.2 Scoping It is assumed that Woody’s Directors and key management personnel formed a team. etc. this construction Project Plan will deal with the expansion of the floor space in 25%.) are estimated from the proposed project agreed between the company’s Directors and key management and used as input for the Project Overview Statement. This Project Plan also excludes the analysis of market and other risks. 3.2. the Custom Woodworking Company will expand an additional 25% their existing floor space in order to allocate a prospect increase of their manufacturing business.2 Problem or opportunity As part of the Woody 2000 project.
2.6 Assumptions. it is assumed the construction project will be concurrent with the other deliverables contemplated in the Woody 2000 project.2.5 Success criteria It is assumed that the negotiated success criterion for the construction project with the team responsible for the Woody 200 project is as follows: Increase production capacity (for the purpose of this Final Project. 3.6 .2.4 Project objectives The objective of this Project Plan is: Expand the production floor space in 25% o Locked budget is of $ 17 million o Deadline is of 18 months 3. risks.Company has appointed a team of stakeholders to act as responsible for the Woody 2000 project. this is not taking into account) Finishing on time Finishing on budget Finishing within agreed quality standards 3. For the purpose of this Final Project. Contracting out construction work is found to be a Final Project . and obstacles The decision making process in a family owned enterprise might affect the smooth progress of the construction project.
7 . like software development. however.1 Work Breakdown Structure Final Project . Its fundamental concept is that the scope is variable within defined time and cost constraints. the Adaptive Project Framework (APF) has been used in a number of different projects. product development. product design and process design. hence the need to establish a milestones and milestone review meetings. For the purpose of this Final Project. R&D.7 Definition of best-fit PMLC model It is assumed that an agreement with the team responsible for the Woody 2000 project has been reach to implement the Adaptive Project Framework (APF) as the recommended PMLC model for the construction project.3.2. Consistent with the Project Management Institute PMBOK standards. therefore financing of the construction project should be closely monitored. Its main characteristic is that it was designed to sequentially accommodate for changes in a project. It is assumed that budget allocation was done without a proper analysis. comprehensive risk identification is developed during the Planning process. therefore limiting planning to each cycle only. 3. if possible. updated. who decides on scope adjustments at each cycle (Wysocki. 2009). no cost analysis or non-relevant risk analysis has been developed.3 Planning 3. 2006).cause of delay in projects (Klemetti. 3. and. maximizing business value by engaging the client as primary decisionmaker. process improvement.
Design of expansion 1.2. Installation 4. Site clearing 3.6.1. Mechanical installation 5. 2009). Planning 1. Timing and budgeting 2.Based on assumptions and interpretation from relevant resources (Singh. Mounting steel structure 3. Contractor hiring 3. a WBS for the construction project would be as follows: 1. Client sign-off Final Project . Excavations 3.8 .5. Contractor quoting 2.4. Roofing 3.1. Testing 7.2.3. Foundation 3. Construction 3.3.2. Finishing works 6. Mounting walls 4. Procurement 2.1.1. Plumbing installation 4.2. Electrical installation 4.
Principal. Leakey O. I.3. Volta C. For the purpose of this Final Project. Droppe Final Project . Area Industrial design consultants Industrial property developers and contractors Steel fabricators and installers Cladding and roofing contractors Electrical contractors Water-proofing contractors Resource Name Team Responsible for Woody 2000 R. 3. A B C D E F G H I J K L M N O P Task Name Design of expansion Timing and budgeting Contractor quoting Contractor hiring Site clearing Excavations Foundations Mounting steel structure Roofing Mounting walls Electrical installation Plumbing installation Mechanical installation Finishing works Testing Client sign-off Optimistic 90 10 5 5 3 10 15 35 30 45 25 30 45 5 5 2 Most likely 120 15 10 10 5 15 20 50 45 60 35 40 60 10 10 5 Pessimistic 180 30 15 15 10 25 35 60 60 85 45 50 90 20 20 10 Estimate 125 17 10 10 6 16 22 49 45 62 35 40 63 11 11 5 Source: Author 220.127.116.11 . Beam Construction Ltd. Rain Ltd.2. Rivett B. Schemers I.2 Resources Company Custom Woodworking Co. Zapp Electric Co. 2009). Classic Cladding Co. Kontrak D. C.2 Estimates For the task duration estimate.3.2.1 Task duration No. Schemers and Plotters (S&P) Expert Industrial Developers (EID) I. a three-point technique was used based on relevant information from relevant resources (Singh. only task duration and resources are estimated.
C. Tinknockers Associates Expert Industrial Developers (EID) Principal. Kontrak 1.3. duration and resources No. I. Beam Construction Ltd. Schemers 1. Expert Industrial Developers (EID) Expert Industrial Developers (EID) Expert Industrial Developers (EID) I. Easley Source: Author 3.1.3. Expert Industrial Developers (EID) 1. Schemers and Plotters (S&P) 1. Classic Cladding Co. D.3.2. Principal.10 .Tinknockers Associates Project management consultants Mechanical contractors Post-implementation audit report A. I.1.2.4 Resources Breakdown Structure 1. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Task Name Planning Design of expansion Timing and budgeting Procurement Contractor quoting Contractor hiring Construction Site clearing Excavations Fundation Mounting steel structure Roofing Mounting walls Installation Electrical installation Plumbing installation Mechanical installation Finishing works Testing Client sign-off Duration 142 125 17 20 10 10 199 6 16 22 49 45 62 138 35 40 63 11 11 5 Resource Name Principal.18.104.22.168. 1. Dent W. Source: Author 3. Schemers and Plotters (S&P) Custom Woodworking Co.3 Activities. Rivett 1. Final Project . Schemers and Plotters (S&P) Custom Woodworking Co.2. Rain Ltd. Custom Woodworking Co. I. Schemers and Plotters (S&P) Custom Woodworking Co. R. Principal.1. Expert Industrial Developers (EID) Zapp Electric Co. Beam Construction Ltd.
Easley 1.4.3 Project network diagram Pl nni g a n St ar t : Tue5/ 8/ 12 Fi i h: W ed11/ 21/ 12 ns Com p: 0% I D: 1 Dur : 142days Desi nof expans i n g o St ar t : 5/ 8/ 12 Fi i h: 10/ 29/ 12 ns I D: 2 Dur : 125days Ti i gandbudget i g mn n St ar t : 10/ 30/ 12 Fi i h: 11/ 21/ 12 ns Res : Cus t om W oodw ki gCo.7. 1. A.1 Gantt chart Final Project . or n I D: 3 Dur : 17days Res : Pr i ci al Schem er s andPl t t er s ( S &P) n p .22.214.171.124 Schedule 3.8. C. or n I D: 7 Dur : 10days Res : Pr i ci al Schem er s andPl t t er s ( S &P) n p . o M ount i gw l n al s St ar t : 2/ 20/ 13 Fi i h: 5/ 16/ 13 ns I D: 16 Dur : 62days Res : Exper t I ndus t r i l aDevel per s ( EI D) o Endof pr el i ar ycons t r uct i nw ks m i n o or M i s t oneDat e: Tue2/ 19/ 13 e l I D: 13 Endof cons t r uct i nw ks o or M i s t oneDat e: M on7/ 1/ 13 e l I D: 17 I ns t al t i ns a l o St ar t : Tue4/ 30/ 13 Fi i h: Thu7/ 25/ 13 ns Com p: 0% I D: 18 Dur : 63days El ct r i al s t al t i n e c i n l o a St ar t : 4/ 30/ 13 Fi i h: 6/ 17/ 13 ns Res : ZappEl ct r i Co.4. e c I D: 19 Dur : 35days Pl m bi gi s t al t i n u n n l o a St ar t : 4/ 30/ 13 Fi i h: 6/ 24/ 13 ns Res : I .3. Rai Lt d. o Endof Pr ocur em ent M i s t oneDat e: W ed12/ 19/ 12 e l I D: 8 Cons t r uct i nw ks o or St ar t : Thu12/ 20/ 12 Fi i h: M on7/ 1/ 13 ns Com p: 0% I D: 9 Dur : 138days Si ecl ar i g t e n St ar t : 12/ 20/ 12 Fi i h: 12/ 27/ 12 ns I D: 10 Dur : 6days Excavat i ns o St ar t : 12/ 28/ 12 Fi i h: 1/ 18/ 13 ns I D: 11 Dur : 16days Fundat i n o St ar t : 1/ 21/ 13 Fi i h: 2/ 19/ 13 ns I D: 12 Dur : 22days M ount i gs t eel t r uct ur e n s St ar t : 2/ 20/ 13 Fi i h: 4/ 29/ 13 ns I D: 14 Dur : 49days Roof i g n St ar t : 4/ 30/ 13 Fi i h: 7/ 1/ 13 ns Res : Cl s s i Cl ddi gCo. a c a n I D: 15 Dur : 45days Res : Exper t I ndus t r i l aDevel per s ( EI D) o Res : Exper t I ndus t r i l aDevel per s ( EI D) o Res : Exper t I ndus t r i l aDevel per s ( EI D) o Res : I .7. 1. or n I D: 30 Dur : 5days 3.3. W.6.4.6. o Endof t est i g n M i s t oneDat e: M on8/ 26/ 13 e l I D: 28 Cl nt s i n. Droppe 1.1. Dent 1.1. Volta 1. Zapp Electric Co. B.5.11 . n I D: 20 Dur : 40days M echani al s t al t i n c i n l o a St ar t : 4/ 30/ 13 Fi i h: 7/ 25/ 13 ns Res : Ti knocker s As s oci t es n a I D: 21 Dur : 63days Endof i s t al t i ns n l o a M i s t oneDat e: Thu7/ 25/ 13 e l I D: 22 Fi i hi gw ks ns n or St ar t : Fr i 26/ 13 7/ Fi i h: Fr i 9/ 13 ns 8/ Com p: 0% I D: 23 Dur : 11days Fi i hi gw ks ns n or St ar t : 7/ 26/ 13 Fi i h: 8/ 9/ 13 ns I D: 24 Dur : 11days Res : Exper t I ndus t r i l aDevel per s ( EI D) o Com pl t i nof f i i hi gw ks e o ns n or M i s t oneDat e: Fr i 9/ 13 e l 8/ I D: 25 Tes t i g n St ar t : M on8/ 12/ 13 Fi i h: M on8/ 26/ 13 ns Com p: 0% I D: 26 Dur : 11days Tes t i g n St ar t : 8/ 12/ 13 Fi i h: 8/ 26/ 13 ns I D: 27 Dur : 11days Res : Pr i ci al Schem er s andPl t t er s ( S &P) n p .1. 1. I.1. C.5. Beam Cons t r uct i nLt d. Project management consultants – Post-implementation audit report 3. C. O.1. Rain Ltd. Leakey 1. o Endof Pl nni g a n M i s t oneDat e: W ed11/ 21/ 12 e l I D: 4 Pr ocur em ent St ar t : Thu11/ 22/ 12 Fi i h: W ed12/ 19/ 12 ns Com p: 0% I D: 5 Dur : 20days Cont r act or quot i g n St ar t : 11/ 22/ 12 Fi i h: 12/ 5/ 12 ns I D: 6 Dur : 10days Cont r act or hi i g rn St ar t : 12/ 6/ 12 Fi i h: 12/ 19/ 12 ns Res : Cus t om W oodw ki gCo.of f e g i St ar t : Tue8/ 27/ 13 Fi i h: M on9/ 2/ 13 ns Com p: 0% I D: 29 Dur : 5days Cl nt s i n. Tinknockers Associates 1. Classic Cladding Co.of f e g i St ar t : 8/ 27/ 13 Fi i h: 9/ 2/ 13 ns Res : Cus t om W oodw ki gCo.
Final Project .12 .
Contractor infrastructure inadequate II. Organizational risks a. using the risk management approach described by Wysocki (2009).3. Financing and payments IV. Decision making process in a family owned enterprise b.5 Risk identification A plan to manage potential risks has been put in place after analyzing the milestones of the construction project.4. Technical risks a.3. Inadequate resources committed to the project III.2 Milestones Source: Author 3. External risks a. Contractors Risk assessment Final Project .13 .Source: Author 3. Project management risk a. Risk identification I.
especially for those tasks in the critical path II.I. Top 3 risk drivers a. Interference in the decisions of the team responsible for the Woody 2000 project must be avoided. a decision making process must be clearly established to avoid unnecessary interference III. Accept b. Financing a. Vendor/contractor relations a. closely monitor contractor performance.14 . Payments are to be made to contractors once they complete their work and it has been verified against COS Risk monitoring I. Mitigate b. Decision making process in a family owned enterprise c. Decision making process in a family owned enterprise a. Mitigate b. Since industrial construction tasks require to be outsourced. Financing Risk mitigation I. Risk owner: Team responsible for Woody 2000 project Final Project . Vendor/contractor relations a. Vendor/contractor relations b.
Action to be taken: Establish a decision making process in order to minimize interference c.1 Analysis of proposed project to actual project in case study Final Project . any delay or possible slippage on schedule must be anticipated to the project manager II. Action to be taken: Make sure funding is guaranteed for payment to contractors and purchase of materials.b. Financing a. Outcome: Considering the risk of involving outsourced work.0 Analysis and interpretation of results 4. both are responsible for managing the relationship with vendors during contract duration c. clearly identifying reasons and their impact 4. Outcome: Procure funding for cost overrun. Risk owner: Project manager b.15 . Action to be taken: The team should make sure expectations and boundaries are set. immediately communicate to project manager any possible cost overrun identified c. that contractors are familiar with technology and that specifications on the work to be performed is understood. Outcome: Team responsible for Woody 2000 project should communicate any interference in the decision making process III. Decision making process in a family owned enterprise a. also. Risk owner: Team responsible for Woody 2000 project b.
along with a resources and work breakdown schedules. etc. The first change introduced is to assume that Woody’s Directors and key management personnel formed a team. including all the five process groups (scoping. planning. acting as responsible stakeholders of the Woody 2000 project. an Adaptive Project Framework (APF) is the recommended PMLC model for the construction project. there were no milestones or schedule available. For the purpose of this Final Project. In the case study. the selection of who’s in charge of the project was done without any analysis of the project necessities.) and their proper sequencing.The proposed Project Plan objective is to address the shortcomings in project management processes of the personnel involved in the Woody 2000 project that lead to a series of concatenated errors deriving in large cost and schedule overruns as well as serious operational problems at the plant. A complete project schedule with critical milestones identified is presented. no PMLC model was defined. this Project Plan is exclusively focused on the development of one deliverable of the Woody 2000 project. Final Project . where decision makers and operationallevel staff are represented. In the case study. It is proposed a comprehensive project management plan. there was no process guiding the project development. given that the responsible of the project had no idea of project management practices. In the Project Plan. A communications plan will be put in place to ensure all the stakeholders are kept informed of the progress of the project. In the case study. In the case study.16 .
The identified milestones will act a monitor tool to identify whether any delays are expected.2 Results predicted if proposed project would be implemented If the proposed Project Plan is implemented. The proposed Project Plan was developed after evaluating the circumstances that occurred in the case study. and to approve work performed by contractors. Final Project . and proposes a corrected approach to the implementation of the Woody 2000 project. 5. all of the processes and procedures reviewed during the Introduction to Project Management course have been put into practice. In all.0 Conclusions and recommendations 5. After the testing of the building and installations.1 Summary evaluation and conclusion In the development of the proposed Project Plan. not it will accomplish the goals and success criteria agreed. but will also demonstrate the effectiveness of a make-sense approach to project management. the contractor should obtain the Certificates of Occupancy and Completion Certificates in order to obtain the client sign-off. a basic Project Plan has been outlined aiming to provide a formal project management approach to the solution of a business problem. 4. A concise risk management plan is presented.17 .
288).0 Appendix 6. the documentation that should be included in the Project Plan is the following: Project Overview Statement (POS) Project proposal and backup data Original and revised project schedules Minutes of all project team meetings Copies of all status reports Design documents Copies of all change notices Copies of all written communications Outstanding issues reports Final report Sample deliverables (if appropriate) Client acceptance documents Post-implementation audit report 6.18 . p.6.2 Reference List Final Project .1 Documents to be used in the Project Plan As described by Wysocki (2009.
Pennsylvania: Project Management Institute Inc. Singh.) Project Management Case Study: The Custom Woodworking Company — Woody 2000 Project [Online].ebrary. (2008) A Guide to the Project Management Body of Knowledge (PMBOK Guide).tkk. H. P. Available from: http://lib.com/lib/liverpool/Doc?id=10416826 (Accessed: 11 April 2012) Wideman. M.microsoft. Available from: http://www.uk:athens:provider:li v.d. 4th ed. (2005) Construction Project Management.com/en-us/project-help (Accessed: 11 April 2012) Project Management Institute Inc.myilibrary. University of Liverpool Catalogue [Online]. (2009) Construction Project Management. (n. University of Liverpool Catalogue [Online].pdf (Accessed: 3 April 2012) Microsoft Corporation (2012) Project Help and How-to [Online] Available from: http://office. Available from: http://lib.maxwideman. Available from: http://site.uk (Accessed: 11 April 2012) Klemetti.htm (Accessed: 11 April 2012) Final Project .fi/Reports/2006/isbn9512281473. A.19 . (2006) Risk Management in Construction Project Networks [Online] Espoo: Helsinki University of Technology.ac.Fewings.com/?id=26774&entityid=urn:mace:eduserv.com/papers/woody2000/intro.org.
Woodward. R. Agile.com/content/book/100221 (Accessed: 11 April 2012) Wysocki. Final Project . 5th ed.K.uk/login?url=http://www. Indianapolis: Wiley Publishing. J. Extreme. Available from: http://ezproxy.icevirtuallibrary. (2009) Construction Project Management: Getting it Right First Time. University of Liverpool Catalogue [Online].liv.ac.20 . (2009) Effective Project Management: Traditional.
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