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Undertake Project Work

Part 1
Harbourside Business College
Harbourside Business College is a modern Australian college, which specializes in Business,
Hospitality and Information Technology, as well as providing English language. We have a
reputation as a career oriented education provider which focuses on providing our students
with the best exposure to the knowledge required to build a great career. We pride ourselves
on our graduates who are proving themselves around the world.
The Mission of Harbourside Business College is to deliver world class education and training
to individuals in the best environment, using modern educational techniques, provided by
expert teachers and trainers.
You will be provided with enough information about the organisation & proposed project to
enable you to complete the tasks. For this project, you will be given the following relevant
documents (which are also available in the Harbourside Business College Simulation folder);
Project brief Open a branch of Harbourside in Melbourne
Harbourside Business Colleges Strategic Plan
Tactical Plan for 2010
Harbourside Business Colleges Organisational chart
Relevant Legislation ( which may include; anti-discrimination, ethical principles,
codes of practice, privacy laws, environmental issues and OHS)
Economic Resources
Legislation-Acts for NSW (folder)
Templates (folder)
The Project in brief has objectives and planned outcomes. There are six objectives.
1.
2.
3.
4.
5.

Lease building suitable for 8 classroom school


Refurbish building
Equip building with office equipment and computers
Advertise for Principal and interview (in conjunction with Harbourside).
Arrange advertising campaign to promote Harbourside in Melbourne

Project subject :
By opening a new branch of Harbourside collage in Melbourne, companies can gain a great
benefit and will also provide a quality education for prospective new students at Harbourside
collage

Scope statement
The Project will introduce Open a branch of Harbourside in Melbourne ; including the
following
1. Lease building suitable for 8 classroom school
2. Refurbish building
3. Equip building with office equipment and computers
4. Advertise for Principal and interview (in conjunction with Harbourside).
5. Arrange advertising campaign to promote Harbourside in Melbourne
Budget
Estimated at $1.000.000 -$2.000.000
Assumptions
The following assumptions were made in preparing the Project Plan:
-

Management will ensure that project team members are available as needed to
complete project tasks and objectives.
The Steering Committee will participate in the timely execution of the Project
Plan (i.e., timely approval cycles and meeting when required).
Failure to identify changes to draft deliverables within the time specified in the
project timeline will result in project delays.
Project team members will adhere to the Communications Plan

TECHNICAL REQUIREMENTS
-

1 . All windows and doors must pass NFRC class 40 energy ratings.
2. Exterior wall insulation must meet an A factor of 21.
3. Ceiling insulation must meet an R factor of 38.
4. Floor insulation must meet an R factor of 25..
5. Structure must pass seismic stability codes.

Project Stakeholder
Project Roles and Responsibilities

Role
Project
Sponsor

Responsibilities

Steering
Committee

Project
Manager

Project
Participants

Ultimate decision-maker and tiebreaker


Provide project oversight and
guidance
Review/approve some project
elements
Commits department resources
Approves major funding and
resource allocation strategies, and
significant changes to
funding/resource allocation
Resolves conflicts and issues
Provides direction to the Project
Manager
Review project deliverables
Manages project in accordance to
the project plan
Serves as liaison to the Steering
Committee
Receive guidance from Steering
Committee
Supervises consultants
Supervise vendor(s)
Provide overall project direction
Direct/lead team members toward
project objectives
Handle problem resolution
Manages the project budget
Understand the user needs and
business processes of their area
Act as consumer advocate in
representing their area
Communicate project goals, status
and progress throughout the project
to personnel in their area
Review and approve project
deliverables

Participant(s)
Jhon rambo

Alex calton

Debbie Whitson

To be identified by Steering
Committee

Role

Responsibilities

Subject
Matter
Experts

Participant(s)

Creates or helps create work


products
Coordinates participation of work
groups, individuals and stakeholders
Provide knowledge and
recommendations
Helps identify and remove project
barriers
Assure quality of products that will
meet the project goals and objectives
Identify risks and issues and help in
resolutions
Lend expertise and guidance as
needed

To be identified by Steering
Committee

Risk Response Plan


Risk Title
Example:
Failure to
meet
schedule

Risk Details

Risk
Priority

Mitigation Strategy

Failure to meet schedule due to bad


weather, staff shortages. Constant bad
weather over the short two week
project time frame could delay the
project.

Low

Accept. If this does


happen it will only
push back the project a
short time.

Part 2 Develop project plan


The goal of this standard is to establish complex project management as a profession which
has the capability to develop project management practitioners to a level where they can
successfully deliver highly complex projects. There is an urgent need in the world to deal
with highly complex projects such as: international aid; defense; climate change; disaster
relief; mergers; policy implementation; pandemics; national development and change in
organizations. Project management needs to deliver a better solution than simply using
more of our traditional approaches. This standard lays the foundation for project
management to effectively deal with complex projects, and in doing so, to add real value to
our world. Redefining the profession necessitates that a new and specialist level of project
manager be established: the Project Manager. It is broadly accepted that complex projects
require a very different set of competencies than those required for traditional projects. It is
also broadly accepted that there are very few complex project managers in the world.
The challenge is therefore not only to define the project management as a specialist
profession, but just as importantly to establish a system to develop a large number of
complex project managers for the future. In the short term it also necessitates establishing
systems to lift the competencies of existing project managers. Redefinition of the profession
does not imply that existing project managers are somehow less than competent. Rather, it
defines a framework which can be used to develop the full potential of emerging project
managers, and it provides a higher level of competence to which existing project managers
can aspire.
Strategy - To deliver these outcomes the standard uses five key strategies.
1. Defines nine new competency areas and the key attributes for competency required by
complex project managers. The standard establishes a benchmark against which future
complex project managers can be identified and developed through providing great depth in
the defining of behaviors in the workplace.
2. Defines the underpinning knowledge that supports project management. This
underpinning knowledge draws on a diverse range of theoretical areas and for the first time
provides the depth of underpinning knowledge that is required for project management to be
classified as a profession.
3. Provides a career path for project managers.
4. Operates across all industry sectors and internationally.
5. Establishes a professional college named the College of Complex Project Managers. The
College of Complex Project Managers is modeled on colleges in specialist.

Risk quantification matrix


4

Medium

Critical

Low

High

Probability
3
2
1
1

Impact

Risk Response Plan


Risk Title
Example:
Failure to meet
schedule

Risk Details

Risk
Priority

Mitigation Strategy

Failure to meet schedule due


to bad weather, staff
shortages. Constant bad
weather over the short two
week project time frame
could delay the project.

Low

Accept. If this does happen


it will only push back the
project a short time.

Land owners
unwilling to sell
at the junction

Failure to construct the new


building for the new branch in
Melbourne.

Local
communities
pose objections

Failure to live in the


community peacefully.

Too many
projects in the
region staff

Failure to manage and design


the scheduled project.

High

Medium

Medium

The team will attempt to


design around areas where
right-of-way may be an
issue.

The team will conduct an


aggressive public
information campaign and
inform the public about the
safety and efficiency
benefits of the project.
The team will attempt to
design the project with
agency staff and accept a
longer design schedule.

The management function of a project manager is to provide overall leadership in the


implementation of the projects. Their actions in the workplace are as detailed in the
standard. The projects often shape industry and society. These projects are usually critical to
the clients ability to meet its strategic objectives. They are linked to corporate strategic
decisions, and require the development of emergent strategies and dynamic systems to
implement the project. The following levels of experience are required for consideration as a
Member and a Fellow of the College of Project Managers:

Member of College of Project Managers


Has extensive experience, working for both the client and for contractors, as a project
manager, senior project manager and program manager on traditional projects
Has led projects across a broad range of industry sectors
Has led projects for both the public and private sectors
Has led cross cultural projects
Has worked internationally
Has led projects using a broad range of project implementation methodologies
Has led a range of projects using relational contracting
Has led a number of complex projects
Officers of the College of Complex Project Managers

Is recognized by the College as a leader in the management / academic development of


complex project management (Officers are not certified as Complex Project Managers)
Officers hold senior positions, and have significant influence in organizational / project
strategy
Fellow of College of Complex Project Managers
Is recognized by the Fellows of the College of Complex Project Managers as an
international leader in complex project management
Project Approach
Prime contractor will maintain all project documents and schedule.
Prime contractor will perform work with contractors own employees who are bonded and
hold the appropriate trade licenses and credentials. In the event that the prime contractor
subcontracts work, all subcontractors employees will be verified by prime contractor to be
bonded and will hold the appropriate trade licenses and credentials.
Prime contractor agrees to pay a 10% single quarter penalty for any project worker found
on the project site without proof of proper trade license and credentials.
Prime contractor will be responsible for all subcontract oversight, deliverables and
management.
Prime contractor has agreed to the terms of the fixed-price contract and schedule.
During planned project execution, prime contractor will provide periodic progress reports to
buyer (biweekly, monthly).
Following any schedule delay, prime contractor agrees to provide progress reports on a
weekly basis until schedule has been caught up.

Issue Management
Project-related issues will be tracked, prioritized, assigned, resolved, and communicated in
accordance with the Prime Contractors Issue Management protocol.
Issues will be reported using an Issue Report Form. Issue descriptions, owners, resolution
and status will be maintained in an Issues Log in a standard format.
Issues will be addressed with the project owner and communicated in the project weekly
status report.

Part 3 Administer and Monitor Project


The change control procedures as documented in the prime contractors Change
Management Plan will be consistent with standard home construction methodology and
consist of the following processes:

The Project Manager will establish a Change Log to track all changes associated

with the project effort.


All Change Orders must be submitted via a Change Order Form and will be

assessed to determine possible alternatives and costs.


Change Orders will be reviewed and approved by the project owner and

accepted/acknowledged by the buyer.


The effects of approved Change Order on the scope and schedule of the project will

be reflected in updates to the Project Plan.


The Change Log will be updated to reflect current status of Change Orders.

Communication Management
The following strategies have been established to promote effective communication within
and about this project. Specific communication policies will be documented in the prime
contractors Communication Plan.
-

The Prime Contractors Project Manager will present project status to the buyers on a

biweekly basis.
The buyer will be notified by the prime contractor via e-mail or telephone of all urgent
issues. Issue notification will include time constraints, and impacts, which will identify

the urgency of the request.


The buyer will notify the prime contractor of schedule, scope or budget modifications
in a timely manner. Communications of changes may be made by voicemail or
telephone, but will not be acted upon by prime contractor until a Change Order Form
is received.

Procurement Management
The prime contractor will maintain a Procurement Management Plan in accordance with the
Project Plan. The Procurement Plan will document the following:
-

How much, when and by what means each of the materials and services that this
project requires will be obtained
The types of subcontracts required (if any)
How independent estimates (as evaluation criteria) will be obtained
How procurement will be coordinated with project schedule and budget
What a subcontracted Statement of Work includes
Potential sources of goods and services

Resource Management
The Prime Contractor will produce a Resource Management Plan that will document the
following:
-

All materials and services to be delivered as part of the project along with cost

estimates and quality information


Which materials and services will be obtained from sources outside the Prime
Contractors organization

Administrative record keeping


These may be beneficial in establishing and maintaining an effective administrative record

keeping system. The benefits of maintaining accurate, reliable and useable records can help
to increase the efficiency and effectiveness of the practice business. It will ensure the
practice is able to access information when required and meet all accountability and
compliance business requirements.
Planning: Establish what processes are needed for administrative records to be effectively
maintained and how this will be achieved. Planning an administrative record keeping
process will help you maintain a record keeping system that works for your practice and
provides clear expectations for practice staff.
Consistency: To make it easier for practice staff to do their job, have information collected
and stored in a consistent way within your practice; all staff should follow the same policies
and procedures.
Communication: Have all your staff made aware of, and ensure they understand,
administrative record keeping policies and procedures. By communicating expectations
clearly, you will benefit from consistent administrative record keeping standards within the
practice.
Training: Know the capabilities of your software and provide appropriate training to staff. Most
software used in practices today has capabilities that will make it easier for you to keep
accurate administrative records. Training your staff in record keeping will benefit your practice
by increasing the reliability and consistency of your practice and patient records. This will also
reduce staff frustration when records cannot be located quickly and easily.
Allocate appropriate resources: Allocate the appropriate resources needed to maintain
your records, for example, staff and physical resources. By doing this, you will be able to
better manage your administrative records effectively, leaving staff feeling supported and
more positive about their position. You may choose to make the Administrative Record
Keeping Guidelines a part of the range of record keeping guidance tools that you have
available for staff in your practice.
Modify: Dont be afraid to modify your record keeping system if you find a more efficient way
to achieve results. Regular reviews of your record keeping systems will keep them up-todate and operating in a way that is beneficial to the practice.
Embrace technology: Regularly investigate if new technology is available that may help
improve the efficiency of your administrative record keeping system. Practice staff will
appreciate any efforts made to improve the task of keeping records, giving them additional
job satisfaction.
Delegation: Nominate your practice championdelegate responsibility for monitoring
administrative record keeping practices to a staff member who will enjoy the challenge,

accept responsibility and remain accountable. Having a nominated champion will enable
staff to remain focused on your record keeping policies and procedures and identify where
improvements could be made.
Responsibility: Know your responsibilitieswhat to record, how to maintain records and
how long they should be kept. You should also consider your obligations if asked to
participate in compliance audit. Having accurate and reliable records during an audit will
allow you to easily confirm that the Medicare payments you received for services were
correct.
Review: Encourage staff to provide feedback on how the record keeping system is working
and how it could be improved. In doing this, you may gain valuable suggestions that will
bring continuous improvement to your administrative records, improving the efficiencies of
the practice.
Establishing and maintaining record-keeping systems
Information that needs to be kept for the duration of the project typically includes:
-

Budget and expenditure


Milestone report
Agenda and minute of the meetings
Estimates and how they were made
Scoping documents
Risk assessment
Quality management documentation
Testing or pilot data and results
Samples or prototypes
Communication plans
Contracts and statement of work
Specifications and, importantly, the reasons behind any changes to specifications.

Risk management Activities


Risk Level

Actions/Approval Required

Low

Manage through regular planning processes.

Medium

Document controls in planning documents and/or


complete a risk assessment.

Curriculum Activity Risk Assessment required (see


Note below).
Principal or head of program (e.g. DP, HOD, HOSES)
to review and approve risk assessment.
Activity details to be entered in the School
Curriculum Activity Register.

High

Extreme

Consider alternatives to the activity.

Curriculum Activity Risk Assessment detailing


significant control measures will be required (see
Note below).
Principal to approve Curriculum Activity Risk
Assessment.

Activity details to be entered in


Curriculum Activity Register.

the

School

If an activity involves any of the following hazards, consider listing the activity in the attached
Curriculum Activity Risk Planner, and assess the associated risk.
-

Electricity
Hazardous substances
Dust or fumes (e.g. sawdust, smoke, gases)
Sharp implements or objects
Heat sources (e.g. cooking appliances, fires)
Height/falling objects
Fast moving objects
Environmental conditions (e.g. isolation, rough terrain, Sun exposure, Bad weather)
Restricted spaces
Water (e.g. risk of drowning)
High-risk tools or equipment
Biological material (e.g. food, specimens)
Student considerations (e.g. behaviors, medical conditions, special needs)
Pressurized containers (i.e. gas containers, hydraulics, balloons)
Noise (loud, continuous)
Heavy body contact (e.g. contact sports)
Physical exertion
Vehicles

Part 4 Finalize and Review Project


A FINAL PROJECT FINANCIAL RECONCIALATION
Authorise Paid to
Date
d

Staff

82,043

81,106.27

Expenditur Vired In
e

81,106.27

Expenditure Balance
Payable
Payable

0.00

81,106.27

10,003.58

Travel and Subsistence

2,238

2,913.45

2,913.45

675.80

2,913.45

943.80

Consumables

3,457

3,717.39

4,148.40

260.71

3,717.39

674.74

Exceptional Items

0.00

0.00

0.00

0.00

0.00

PCTF

0.00

0.00

0.00

0.00

0.00

Equipment

0.00

0.00

0.00

0.00

0.00

Large Capital
Equipment

0.00

0.00

0.00

0.00

0.00

Absence

0.00

0.00

0.00

0.00

0.00

87,737

87,737.11

88,168.12

936.51

87,737.11

11,622.12

37,308.88

37,308.88

0.00

37,308.88

Total
Indirect Costs

4,601.60

Total Payable

16,223.72

THE PREPARATION OF FINAL REPORT


Project Name:

the New Harbourside College in Melbourne

Prepared by:

TANACHART BANYAEM

Date:

5 May 2014

Activity:

Open the new branch of Harbourside College in Melbourne

Report Title:

New Harbourside College in Melbourne

Copy to:

David Greenburgh

Date signed off:

13 May 2014

File Location:

Harbourside in Sydney

Status report on unstarted/unfinished activities


Project Name: New Harbourside College in Melbourne
PROJECT
STATUS
Business
Analysis
Review current
capabilities
Develop
requirements

Selected
Measures
No.
Interviews
completed
No. subject
areas

Status Date: 13 May 2014

Totals

Planned

Actual

In
progress

Not
started

33

19

19

12

21

12

Status or Comments

Considered
complete at 9
instead of 21

Refine
requirements
Source Data
Analysis
Develop Data
Model
Develop Data
Transformations
Data Conversion
Analysis
Legacy system
review
Map legacy to
source
Data conversion
cost-benefit
Technology
Analysis
Technology
Requirements
Prototype

complete
No.
interviews
completed

No.
interviews
No. of
source
systems
No.
interviews
No. JAD
sessions
Final report

No. of work
sessions
No. of
scenarios

26

15

20

10

15

11

Staff Deployment:
Name

Redeployment Location
Administration
Accounting
Statistic
Reception
Business administration

Name

Performance summary
satisfactory
satisfactory
satisfactory
satisfactory
satisfactory

David Greenburgh
Laura Brown
Michal Palmer
Brano Lou
John Brown
Staff Evaluation:
David Greenburgh
Laura Brown
Michal Palmer
Brano Lou
John Brown

Residual Materials/Equipment:
Materials/equipment
Computers previous version
Files
Tables
Chairs
White board

Status
Sold
Disposed
Sold
Sold
Disposed

Legal Issues:
Issue
OHS
Insurances
Rehabilitation
Works compensation claim

Person/organization
Seminar, certificate
Insurance company
Maintenances
Compensation company

Status
Done
Done
Done
Done