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Woody 2000 Project PDF
Woody 2000 Project PDF
The Woody 2000 Project enumerated in the case study had a lot of deficiencies which
made the project not a successful one. The major issue is the fact that Project
Management methodology was not in any way followed and so from inception, the
project was bound to fail hence, throughout the project lifecycle it was from one problem
to another. A Project Manager would have initiated the project properly and that would
have eliminated most the problems that were to come up later in the project.
The project from inception had no plan only long (management) meetings were held
and decisions reached to embark on the project hoping to be able to be part of the
commercial boom in the area the Woody’s is sited.
However, going through the case study, the things that went wrong with the project are
enormous and could be seen as one reads through the document. Interestingly enough,
these are avoidable issues listed below are some of the deficiencies of the Woody 2000
project:-
Having taken note of the above problems, on the project, I have come up with a “Project
Management Plan” as a way to run this project from inception such that the kind of
problems as enumerated above associated with the Woody 2000 will be avoided and
the project delivered within the time frame, scope and resources.
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Table of Contents
1.0 Introduction ................................................................................................... 4
1.1 Project Indetification........................................................................................ 4
1.2 Document Purpose ......................................................................................... 5
2.0 Project Overview ........................................................................................... 6
2.1 Background ..................................................................................................... 6
2.2 Project Objective ............................................................................................. 6
2.3 Project Scope ................................................................................................. 6
2.3.1 Design ............................................................................................................. 6
2.3.2 General / Preliminary Works ........................................................................... 6
2.3.3 Substructure Works ........................................................................................ 6
2.3.4 Superstructure Works ..................................................................................... 7
2.3.5 External Works................................................................................................ 7
2.4 Project Scope Exclusion ................................................................................. 7
2.5 Project Deliverable ......................................................................................... 7
2.6 Project Success Criteria .................................................................................. 8
2.7 Project Constraint ........................................................................................... 8
2.8 Project Completion.......................................................................................... 8
3.0 Approach .............................................................................................................. 9
3.1 Project Work Method ............................................................................................. 9
3.1.1 Design Works.................................................................................................. 9
3.1.2 General/ Preliminary Works ............................................................................ 9
4.0 Assumptions ..................................................................................................... 11
5.0 Project Management Plan ................................................................................. 12
5.1 Project Schedule ................................................................................................. 12
5.1.1 Work Breakdown Structure of Key Activities and Tasks ............................... 12
5.1.2 Gantt Chart .................................................................................................. 13
5.1.3 Critical Path .................................................................................................. 14
5.1.4 Schedule of Milestones .................................................................................... 14
5.2 Cost Management ............................................................................................... 16
5.2.1 Milestone Payment Arrangement ..................................................................... 16
5.2.2 Cost Estimate ................................................................................................... 17
5.3 Project Team ....................................................................................................... 17
5.3.1 Roles and Responsibilities ............................................................................ 18
5.4 Communication Management.............................................................................. 20
5.4.1 Stakeholder Analysis .................................................................................... 20
5.4.2 Communication Plan ..................................................................................... 24
5.5 Risk and Issue Management ............................................................................... 24
Risk No 1 ................................................................................................................. 25
Risk No 2 ................................................................................................................. 25
Risk No 3 ................................................................................................................. 26
Risk No 4 ................................................................................................................. 26
Risk No 5 ................................................................................................................. 26
5.6 Change Control Management ............................................................................. 27
5.7 Project Quality Management ............................................................................... 28
5.8 HSE Management ............................................................................................... 29
5.8.1 HSE Standard ............................................................................................... 30
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5.9 Escalation Procedures........................................................................................ 32
6.0 Document Sign Off ............................................................................................ 33
7.0 Conclusion and Reccomendation .................................................................... 36
References ................................................................................................................... 36
3
1.0 Introduction
1.1 Project Identification
4
1.2 Document Purpose
The purpose of this document is to define the management approach to be used
by the Project team to deliver the intended project scope during the
implementation phase of Woody 2000 Project at South-Western BC
5
2.0 Project Overview
2.1 Background
In line with its management decision to increase her production capacity, and
then position herself well enough to be part of the construction boom in South
western BC, a project code named “Woody 2000” is set up by The Custom
Woodworking Company. The company has been on its facility in BC since its
establishment in 1954 and has been doing well in the delivery of its goods and
services to its clients. However, with an increase in its client base and the
subsequent additions to its original works of custom built furniture and a brighter
future in the furniture business, the company has decided on an expansion
programme. The said expansion programme - The Woody 2000 project will see
to the increase in the floor area by an additional 25% floor space, construction of
a dust free paint and finishing shop complete with additional compressor,
installation of a new air conditioning system, and installation of an automated
production line.
A budget of $17 million has graciously been approved for all the works to be
executed in this project.
The scope of work for the Woody 2000 Project shall be subdivided into the
following work packages:
i. Design
ii. General/Preliminary Works
iii. Substructure
iv. Superstructure
v. External Works
2.3.1 Design
o Design work for the additional building
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o Design of the new air conditioning system
o Design for the computerization of production train,
o Design of the mechanical aspect.
The scope of this project is as defined above and should be managed as such
throughout the duration of the project. Any change in scope should be requested
and approved according to the change control process
7
A dust free paint and finishing shop complete with compressor
A computerized production train
8
3.0 Approach
An office shall be provided within the existing office facility and shall have
installed air conditioners and power outlet for PC. A generator or solar panel
shall be provided to supply electricity to the office in case of power failure. Other
office furniture like chairs and tables shall be provided. Work elements under the
following work units are as follows:
Adequate arrangement shall be made for safety signals and muster points
during this process for adequate emergency evacuation in the event of crisis.
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3.1.2.4 Superstructure Works
Work elements under this unit comprise:
- Construction of frames (columns and beams)
Construction of upper floor slabs and staircases
Construction of roof members and covering including roof beams and
gutter slab, and barrel vault slab.
Erection of block walls including construction of lintels
Installation of doors and windows
Finishes on
- Walls
- Floors
- Sofit of upper floor slabs
Installation of suspended ceiling
Fixed fitting and furnishing
Decorations
Services
- Rain water installations
- Sanitary installations
- Cold water installations
- Fire fighting installations
- Ventilations installations
- Cable and conduits
Power Installation
- Final circuit
- Lighting Installations
- Earthing and Lightning Protection Installations
- Installation of production machine
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4.0 Assumptions
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5.0 Project Management Plan
The work packages (WP) and work units (WU) for the project are shown
below
This is the longest path through the project, and shows the sequence of
activities that determines the duration of the project. (Wysocki 2009 p.
172) The critical activities for this project are as follow:
Duration
WP/WU Description
(Weeks)
1.0 Design Works
1.1 Design of additional building 11
1.2 Design of new air-conditioning system 11
1.3 Design of Computerisation of Production train 11
1.4 Mechanical Designs 11
13
WP: 2.00 General / Preliminary
Provision of office accommodation for Project
2.1 2
Team
2.2 Site Preparations 3
2.3 Procurement & mobilization of project 8
WP: 2.00 Substructure Works
WU3.1 Excavation and Earthworks 6
3.3 Casting of plain in-situ concrete 7
3.4 Formwork construction 7
WP: 4.0 Superstructure Works
WU4.7 Block works 6
4.9 Iron work/extension columns to roof level 2
4.12 Doors and Windows 4
4.13 Formwork for roof beams 2
4.14 Reinforcement for roof beams 2
4.15 Casting of roof beams 2
4.16 Construction of roof members 2
4.17 Roof covering 4
4.19 Finishes 3
4.20 Fixed Fittings and furnishing 2
4.21 Decorations 2
Closure
6.1 Snagging 1
6.2 Cleaning and Demobilization 1
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$1,358,000.00 $2,200,000.00
Milestone Works up to Completion of
components. roof covering construction All final works
works
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5.2 Cost Management
Cost management is considered essential for the smooth running of the project.
It is largely the Project Manager’s responsibility to ensure that the project does
not suffer the negative effect of cost overruns. This can be done by controlling
the cost of work packages using the baseline estimates.
On the part of the client, it is equally relevant to ensure that all contractual
obligations as regards milestone payments and schedule of payments are met.
For adequate control, all milestone payments should be preceded by
establishing that work done is in agreement with the agreed baselines.
The first milestone payment will come up after a minimum of 45% of the Design
works has been completed and this will lead to a total of $1,800,000.00
With the final completion of the Design Stage, the balance cost of Design will be
released to the Consultant as interim Payment Certificate No 2 and it will be for
$2,200,000.00
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5.2.1.6 Sixth Milestone Payment
The Cost Estimate for this project will be broken down into the following work
packages:
1. Design Works
2. General / Preliminary Works
3. Substructure Works
4. Superstructure Works
5. External Works
.
Ron Carpenter
(Sponsor)
Emelia Carpenter
President
Miles Faster
(Project Manager)
Spencer
. Hope Anama Algoba Alofoje
Engr. Agi, Osimele
Moneysworth Adukeh
& Partners
Olovie Charles (Architect)
(Site Engineer) (Civil Engineer)
(Quantity Surveyor) )
Contractor
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Ensure stakeholders’ expectations are being managed and
achieved
Resolve conflicts that extend beyond the project manager’s
control
Constitute (or appoints a representative in the) change control
board
Provide formal acceptance of the project deliverables
19
5.4 Communication Management
20
5.4.1.1 Functional Heads
5.4.1.4 BC Community
22
5.4.2 Communication Plan (See attachment)
23
5.5 Risk and Issue Management
Risk Classification – This classifies the risks under different categories i.e.
technical, operational, quality, HSE, financial, community related, project
management or organizational
Contingency plan – In the event that the risk could not be avoided what
should be done to remedy the situation if it occurs?
Risk owner – Person who is responsible for the mitigation and tracking of the risk
Risk No 1
Risk No 2
Risk Adverse weather
Description
Risk Environmental
Classification
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Contingency1. Advice the Contractor to carry out other activities when there is an
plan adverse weather condition
Risk No 3
Risk Theft of construction materials on site
Description
Risk Operational
Classification
Risk Severity of impact Probability of Risk exposure/priority
Assessment occurrence
2 4 Medium
Risk 1. Once the site is handed over to the Contractor, he becomes completely
Mitigation responsible for the security of all construction materials on site. The
Contractor should therefore be advised to provide adequate security for
both human and material resources
2. Employ security to guard plants and equipment
Contingency1. Employ security men to guard project site
plan 2. Ask Contractor to replace stolen material
No 4:
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No 5:
The change control system is designed to allow the project the flexibility to
incorporate agreed changes to the project scope while retaining control over
costs and time frames
All changes that have the potential to impact the project end-date, scope and
budget will be reviewed against other project priorities / deliverables to identify
potential trade-offs. The objective of this review is to protect the project
baselines.
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Identify change Submit change Review submitted Change request
need request form change request form necessary?
(Contractor ) (Consultant ) (Project Manager ) ( Project Manager )
Yes
Perform impact
analysis (cost, CR approved for Review change Perform initial
schedule , resources , Yes investigation ? request assessment
milestones) ( Project Manager )
No
Review detailed
change request
(Change Control Notify Consultant /
Board ) Contractor that CR was
not approved No
(Project Manager )
CR approved for
addition to project No
scope ?
(CCB)
Yes
Develop revised
Advise all impacted parties of
design and revised
revised scope
(Project Manager )
When
will this
Quality Activities to meet Quality Responsible
S/N expectati
Parameters parameters Party/Person
on be
met?
1 Schedule All deliverables should be Contractor /
produced in line with the agreed Consultant /
project schedule. Project
Manager
2 Budget Contractor should produce all Contractor /
their deliverables within the Consultant /
budget restraints Project
Manager
3 Scope Contractor should adhere to the Consultant /
defined scope for the project. Project
Where changes to scope are Manager
proposed, all such scope changes
need to be formally approved
through the Change Management
process. These changes should
be evaluated in the context of
these priorities and with an
emphasis on meeting
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stakeholders’ expectations.
4 Quality The quality of all deliverables Project
must be planned for and Manager /
managed to ensure quality as Consultant
envisaged by stakeholders.
Process check shall be carried Consultant
out to ensure that the procedure
for performing each activity is
followed
Random tests such as crushing Contractor
test and compaction test shall be
carried out by the Contactor for
the concrete, and other
construction items according to
the consultant’s specifications and
instructions
5 Proactive All impacts on the local Woody’s
engagemen community should be discussed Management
t with the and agreed with them in advance.
local
community
6 HSE Project team should ensure all Contractor
compliance pre-defined HSE standards and
regulations are adhered to at all
times and with the involvement of
the Contractor’s safety officer.
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S/N HSE Standard Activities to meet Standard Responsible
Party/Person
Maintain a good housekeeping standard. Contractor
3 Injury/incident Free Conduct pre job safety meetings.
Operation Pasting on the walls, standard operating
procedures for equipment and machines.
Portable fire extinguishers should be positioned
at the site’s major installations.
Site personnel on duty must put on safety
wears. Personnel (Woody’s or external) must
wear safety gear in areas where these safety
standards must be observed.
Ensure all site personnel know the safety
precautions required for the job. If knowledge is
not present, training should be provided.
Are there any special precautions that need to
be taken?
Provisions where necessary should be made for
temporary demarcation, temporary road closure,
additional lighting, scaffolding and work
platform.
Provision of first aid treatment on site.
Provision for emergency breathing apparatus
where necessary.
Maintaining a clean working environment.
Site components, particularly the suspended
ones should be adequately maintained.
Pasting on the walls, standard operating
procedures for equipment and machines.
Conduct gas tests at regular and pre-defined
intervals.
There shall be no night driving of vehicle, except
on emergency cases.
Contractor Site Manager must approve night
driving on emergency cases
Proper and effective measures must be put in Contractor
4 Waste Management place for the discharge of our waste.
Action points not progressed by the agreed completion date and which have a time
or cost impact on the project, will automatically be escalated through the project
hierarchy. Where issues remain unresolved within the project structure, the Project
Manager will escalate the issue to the Project Sponsor as appropriate.
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Issue
Issue Management
Management Roles
Process
Identify Issue
1.0 Raise Issue
Issue Submit Issue Form Originator
Review Issue
2.0 Log Issue Project
Manager
Is Issue
applicable to
No the project?
Yes
Issue
Change Does issue require
Request Yes a change?
No
Identify
Project Does issue raise
Risk Yes a risk? No
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6.0 Document Sign Off
The above document has been reviewed and accepted as the formal Project
Management Plan for Woody 2000 Project.
……………......…...... ……………......…......
Ron Carpenter Miles Faster
Project Sponsor Project Manager
Woodys Woody’s
….../….../….. ….../….../…..
……………......…...... ……………......…......
Duru Okey Mr. Eruohi Samuel
Project Supervising Consultant Contractor
….../….../….. ….../….../…..
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7.0 Conclusion & Recommendation
It is hoped and believed that following these processes as outline above this project will
be well managed.
It is recommended that at the end of the project, there should be a project
implementation audit to verify, and confirm that all the project deliverables were
achieved and the lessons learnt from the project documented so as to help in the
management of future projects in Woody’s
References
1. Crowe, A (2011) The PMP Exam – How To Pass On Your First Try
2. Mantel, S. J Jr and Meredith (2009) Project Management A Managerial Approach
7th Edition; John Wiley & Sons, Inc
3. NDDC Project Implementation Plan (PIP) 2009 for the Construction of 515 Man
Hostel at University of Port Harcourt
4. PMI (2008) A guide to the project management body of knowledge (PMBOK
Guide) – Fourth Edition
5. The NDDC HSE Manual
6. Wysocki, R. K. (2009) Effective Project Management Traditional, Agile, Extreme.
5th Edition; Wiley Publishing Inc
7. Week 4 & 6 Submissions by me Eigbe, Albert
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