1

TABLE OF CONTENT

1. BACKGROUND.....................................................................................................................................3
2. OBJECTIVES.........................................................................................................................................3
 Project Delivery Method: Public-Private Partnership (PPP)........................................................4
 Contract Type: Fixed-Price Contract...........................................................................................4
3. SCOPE..................................................................................................................................................5
4. CONSTRAINTS......................................................................................................................................7

 Time Constraint:.........................................................................................................................7
 Production-Service Constraints:.................................................................................................8
 Sub-contractor Constraints.........................................................................................................8
5. ASSUMPTIONS.....................................................................................................................................9
6. RISKS....................................................................................................................................................9
 6.1. Risk Management Strategies...............................................................................................9
 6.1.1. Exceeding Estimated Duration, Risk and Time Management......................................10
 6.1.2. Negotiation Management...........................................................................................10
7. DELIVERY PARTS...............................................................................................................................11
8. RESOURCES.......................................................................................................................................11
8. ADAPTING PROJECT MANAGEMENT PRINCIPLES TO THE PROJECT..............................................12
Project Integration Management.............................................................................................................12
Project Scope Management.....................................................................................................................13
Steps for Defining the Scope of a Project.....................................................................................13
Project Time Management......................................................................................................................16
Project Cost Management.......................................................................................................................17
Project Quality Management...................................................................................................................18
Project Human Resources Management..................................................................................................18
Project Communication Management.....................................................................................................19
Project Risk Management........................................................................................................................19
Project Procurement Management.........................................................................................................20
9.REFERENCES......................................................................................................................................21
1. BACKGROUND

This project covers the rough works of Urla State Hospital Annex Building. As a result of the

insufficient hospital capacity, such a structure was needed. The most important constraint in

this project is time. In the project, a 2-storey structure is planned as the ground floor and the

first floor. The construction area is 600 m2 and the construction site is state land (Table.1).

Construction area and necessary permits are provided by the state. It is a project carried out in

cooperation with the state. As a result of the tender with the state, a contract was made with

our company regarding the rough construction.

Table 1: Information Table

Project Title Urla State Hospital-Annex Building

Project Owner Özbek Construction
Project Size 600 m2
Estimated Cost 949,360.00 TL
Project Delivery Method Public-Private Partnership (PPP)
Contract Type Fixed Price Contract

2. OBJECTIVES

Current Date: 05.06.2020

Project Started Date: 08.06.2020

Targeted Projected Finish Date :10.09.2020

Estimated Project Cost: 949,360.00 TRY (Table 2)

Fee Requested: 1,200,000.00 TRY

Estimated Project Labor Rate: 8832 hours (Fig.1)

Targeted Project Time: 75 days

 26.4% profit is aimed from this project.

  Project Delivery Method: Public-Private Partnership (PPP)

PPPs are a cooperative between government and the private sector, they are an

example of multi stakeholder governance. Public–private partnerships have been

implemented in multiple countries, are primarily used for infrastructure projects, such

as the building and equipping of schools, hospitals, transport systems, and water and

sewerage systems [1]. This method is the most suitable method as it is a hospital project

made by the state cooperation.

 Contract Type: Fixed-Price Contract

Fixed-Price Contract means that the seller has agreed to deliver work for a fixed

amount of money. This type of contract is often used by government contractors to

[2]
control the cost and put the risk on the vendor’s side . A contract was made with the

state at a fixed price, so this method was preferred.

Table 2: Estimated Project Cost

Figure 1: Estimated Labor Rate

3. SCOPE

The contract covers only rough works. The project has been defined as the Start Building -

Rough Work and Completion of Structural Works as the main task (Table.3). As a sub-task is

grouped as follows (Table.4):

- Mobilization

- Excavation

- Foundation

- Basement

- 1st Floor

Table 3: The Main Task of The Work Breakdown Structure

Table 4: The Sub-Tasks of The Work Breakdown Structure

Table 5: Work Breakdown Structure Table
Figure 2: Gann Chart of Urla State Hospital Annex Building Project

4. CONSTRAINTS

 Time Constraint:

While the work plan is being prepared, one is defined to start as soon as possible the

work is finished. In addition, 3 milestones have been determined in order to follow the

studies and reach the desired target in terms of time. These are included in Table 6.

These milestones can also be easily seen from Figure 2.

Table 6: Milestones and Targeted Completion Times

 Production-Service Constraints:

Payments are created per unit business or unit service. Employees and mobile cranes

are charged per hour and materials are charged per unit (Table 7).

Table 7: Service and Product Pricing

 Sub-contractor Constraints:

It has been agreed with the Batıbeton for concrete as a fee per m3. The requested order

will be fully prepared if it is notified the day before the required day. Batıbeton has

been preferred because it is the closest concrete producer to the construction site. It is

considered that there is no problem in setting time of the concrete. With the steel sub-

contractor, it was decided that delivery will be made at the discretion of placing an

order 3 days before the required time.

5. ASSUMPTIONS

 Since it is a project made with the cooperation of the state, permits etc. will be

resolved by the state.

 The subcontractor agreed for the excavation was determined 1 day before the delivery

date in the contract made with the subcontractor in case it could not perform its duty

within the period determined by the MS project.

Estimated Job Delivery Date with Ms Project: 27.06.2020

Project Delivery Date Included in The Contract:26.06.2020

 Shareholders equity will be used and it is foreseen that there will be no financial

problems. It is included in the contract that the project payment from the state will be

received within 10 days after delivery.

6. RISKS

 The day specified in the MS Project is the same day in the contract. It is planned that

there will be no disruption in the project plan.

 There may be complaints as the annexed building is located on the side of the hospital.

Patients in the current hospital may complain of dust and noise.

 6.1. Risk Management Strategies

Risk management is risk recognition, assessment, and prioritization accompanied by

organized and economical use of resources to mitigate, track, and regulate the threat or

effect of adverse events, or to optimize opportunities realization. Risk management

techniques usually include minimizing the danger, decreasing the danger's negative impact

or likelihood, moving all or part of the threat to another group, and even maintaining some

or all of the possible or real effects of a specific risks[3].

 6.1.1. Exceeding Estimated Duration, Risk and Time Management

The most important constraint in the business plan is time, and the biggest risk was taken

over time. The budget will be financed from the company equity, but payment is

scheduled per day of delay. The biggest advantage in this regard is the high financial

power. In addition, contracts have been agreed with sub-contractor at a fixed dollar rate.

The risk in business deliveries is reduced to a minimum as it will work with proven

subcontractors. It is planned to agree with an insurance company for natural disasters that

may occur during the project.

 6.1.2. Negotiation Management

Negotiation is a method of resolving disputes between men. It is a process through which

compromise or agreement is reached while avoiding arguments and disputes. Individuals

understandably aim to achieve the best possible result for their position in any

disagreement

[4]
.

Since the project is located near the hospital, it is thought that patients and hospital

management may complain about it. This situation can be prevented by negotiation

management. Patients in the current hospital can complain about dust and noise. The

project manager must meet such a situation with understanding and not follow that must

follow a savvy path. In addition, the N100 mask will be provided by the company free of

charge, if requested, for those who come to the garden.

7. DELIVERY PARTS

3 milestones have been assigned to follow the regular progress of the project. Project

reporting will be made on these 3 milestones. This report will be prepared by the project

manager. The report will be shared with all the engineers in the project, especially the

company partners. In case of any delay with the engineers, they will be shared to find

alternative ways of compensation.

8. RESOURCES

Table 8: Resources and Total Working Hours

 8. ADAPTING PROJECT MANAGEMENT PRINCIPLES TO
THE PROJECT

In this part of the report, there is an adaptation of the information about 9 pm knowledge areas

to the project. The project prepared with theoretical knowledge for project management has

been reconsidered.

Project Integration Management

Without good teamwork, proper integration of the project is not possible. You should

have the resources which know their role and responsibilities to be successful. It is the

duty of project managers to explain project priorities and efficiently manage the

interdependencies to successfully complete projects [5].

The project was carried out using the BOSCAR project identification method.

According to the BOSCAR project identification method work plan was defined under

six main headings such as; background, objectives, scope, constraints, assumptions,

risks and resources. To successfully complete the project, project started date, targeted

project finished date, estimated project cost, fee requested, targeted project time and

the profit from the project were determined and reported before the project (Table.9).

Table 9: Objectives of Project

Project Started Date 8.06.2020

Targeted Projected Finish Date 10.09.2020
Estimated Project Cost 949,360.00 TRY
Fee Requested 1,200,000.00 TRY
Targeted Project Time 75 days
Profit Aimed the Project 26.40%
Project Scope Management

Defining and recording all of the research is handled within reach. The management

manager will know what the outcomes are, and what issues the management is trying

to fix. All of this makes it easier for members of the team to accomplish the targets

and lets clients know what to expect from the projects [5].

The project has been defined as the main tasks (Table.3) and the sub-tasks (Table.4)

associated with it. In this way, a more regular operation is aimed. Project end date has

been determined and project planning has been arranged for this target (Table.9). In

addition, 3 milestones were determined (Table.6).

Steps for Defining the Scope of a Project

o Project Objectives:

Objectives belonging to the project were created before the project started as

given in the Table 10 below. See page 3 and 4 for detailed information.

Table 10: Information About the Objectives

Current Date: 5.06.2020

Project Started Date: 8.06.2020
Targeted Projected Finish Date 10.09.2020
Estimated Project Cost: 949,360.00 TRY (Table 2)
Fee Requested: 1,200,000.00 TRY
Estimated Project Labor Rate: 8832 hours (Fig.1)
Targeted Project Time: 75 days
o Goals:

The goal of the project is to complete the rough work of the Urla State Hospital

Annex Building within 75 days.

o Sub-phases

The project is divided into sub-phases to reach the main goal. Work Break

Down Structure, Organizational Breakdown Structure, Gantt chart has been

created. This, sub-works were facilitated. For detailed information, see Table

3,4,5,8 and Figure 7.

o Tasks

Necessary job definitions have been made.

o Resources

The resources were created using the MS Project program before the project,

such as Table 11 and Table 12.

o Budget

Estimated project cost has been determined as 949,360.00 TRY (Table 2), fee

Requested 1,200,000.00 TRY and 26.4% profit.

o Schedule

Necessary plans are explained with the information and tables at the top of the

report. In addition, at the end of the report there is a work schedule.

Table 11: Resources -1
 Table 12: Resources -2

Project Time Management

For project managers one of the biggest challenges is completing projects on time.

Most of the programs they oversee fail to finish before the deadline. There are six sub-

processes associated with the information field of project time management which

every project manager should know to complete projects on time [5].

Here are the six sub-processes:

- Define activities: Rough work of Urla State Hospital Annex Building

- Sequence activities: Mobilization / Excavation / Foundation / Basement / 1st Floor

- Estimate the resources required: This information is in Table 7.

- Estimate the time required: Required time is determined as 75 days by using Ms project

program.

- Develop a schedule: WBS and OBS created with the MS project program.

- Control schedule: Milestones have been added to follow the progress of the project.
Project Cost Management

Cost management can make a difference between a project success and a project loss. Due

to budget constraints many projects are abandoned. If you don't want this to happen to

your projects, then you should learn the art of efficient cost management of the project
[5]
and complete the projects within the budgets . Here are three main sub-processes

involved in project cost management.

- Estimate costs: A general cost calculation was made for the foreseeable costs before the

project started. The cost is determined as 949,360.00 TRY (Table.9). This estimate

includes the cost of services and materials that were generally determined at the

outset. There may be unexpected spending during the project.

- Determine budget: It was thought that there might be unexpected expenses during the

project. For these unexpected expenses and for profit, the fee is determined as

1,200,000.00 TRY requested. Thus, the profit share is 26.40% (Table.9). In order not

to exceed the budget, attention should be paid to the budget and expenditures. The

project manager should pay attention to the cost method from the very beginning. To

keep project costs under control, every dollar and where it is spent should be tracked.

For this reason, the agreements made were made at a fixed dollar rate.
Project Quality Management

No matter how you define quality, a high-quality project is one that satisfies the needs

of the customer and does not contain any deficiencies or defects. To achieve the

highest project quality, project managers and their team should focus on initially

gathered customer requirements, try to know what the customer wants and which

problems your project will solve [5].

The prototype of the project was prepared in the best way and this was presented in

the agreement with the state. It has been agreed by the government for the necessary

inspections. Most importantly, in order to be called a high-quality project, the project

is intended to be a project that fully complies with user requirements.

Project Human Resources Management

This is the collection of procedures and activities involved in the organisation,

management and management of project teams. It's how you treat the company's most

important asset, i.e. men. Project managers should have a clear strategy when it comes

to hiring and staffing people and inducing them into project teams, in order to succeed.

Hiring the right people can make your chances of success even greater [5].

The manpower to work in the project has been determined at the beginning of the

project. Estimated labor rate calculation was made (Fig.1). The agreement was made

so that the payments were made per unit hour (Table.7). The necessary plan for each

work team was determined and reported prior to the project.

Project Communication Management

Poor communication with a project can wreak havoc on the progress of your project.

This can also take your project to failure. And if you want to successfully complete the

tasks, all members of the team will be on the same page. They will also work as a

team toward achieving the common goal [5].

Care should be taken to communicate effectively and regularly to prevent this

situation. Within the scope of occupational health and safety training, a training on

communication skills is planned. To ensure uninterrupted communication throughout

the project:

- Stakeholders were identified

- Communication was planned

- Information was distributed

- The performance was requested to be reported

Project Risk Management

Most project managers regard risk management as the most significant factor in

successfully completing projects. Effective risk management therefore plays an

important part in preventing failure of your projects. Project managers who disregard

minor risks will suffer from project failure because such minor risks can turn into

major risks, which if left unattended, can lead to a project catastrophe [5]. The risks that

may arise in the project are determined as follows:

1. The day specified in the MS Project is the same day in the contract. It is

planned that there will be no disruption in the project plan.

 2. There may be complaints as the annexed building is located on the side

of the hospital. Patients in the current hospital may complain of dust

and noise.

Risk strategies have been developed to minimize these risks. Risk management

techniques usually include minimizing the danger, decreasing the danger's negative

impact or likelihood, moving all or part of the threat to another group, and even

maintaining some or all of the possible or real effects of a specific risks. Risk & Time

Management and Negotiation Management strategies were used to reduce these risks.

For detailed information see Part 6.1.

Project Procurement Management

The knowledge area of Project Procurement Management covers all aspects relating to

the purchase and acquisition of the products and services needed to effectively

complete projects. While the procurement process is very straightforward and is

performed through a contract or agreement, ensuring that there are no inconsistencies

is essential to project managers [5].

Planning has been made for material supply. For example, an agreement was signed

with firm Batıbeton for the supply of ready-mixed concrete. In this context, the

requested order will be fully prepared if it is notified the day before the required day.

Batıbeton has been preferred because it is the closest concrete producer to the

construction site. It is considered that there is no problem in setting time of the

concrete. With the steel sub-contractor, it was decided that delivery will be made at the

discretion of placing an order 3 days before the required time.

9.REFERENCES

[1] Public–private partnership. (2020, June 04). Retrieved June 04, 2020, from
https://en.wikipedia.org/wiki/Public%E2%80%93private_partnership

[2] Fixed-Price Contract. (n.d.). Retrieved June 04, 2020, from https://project-management-
knowledge.com/definitions/f/fixed-price-contract/

[3] Risk management. (2020, June 07). Retrieved June 24, 2020, from
https://en.wikipedia.org/wiki/Risk_management

[4] 2011-2020, (. (n.d.). What is Negotiation? Retrieved June 24, 2020, from
https://www.skillsyouneed.com/ips/negotiation.html

[5] Hasan, S. (2019, August 08). PMBoK Knowledge Areas: 9 Must Know Aspects Related
to PM. Retrieved June 24, 2020, from https://blog.taskque.com/pmbok-knowledge-
areas/
 Haziran 2020
Pazartesi Salı Çarşamba Perşembe Cuma Cumartesi Pazar
1 2 3 4 5 6 7

8 9 10 11 12 13 14
Mobilization; 10
gün

15 16 17 18 19 20 21
Mobilization; 10 Excavatio n; 10 gün
gün

22 23 24 25 26 27 28
Excavatio n; 10 gün Lean Concrete; 2
gün

29 30
Lean Concrete; 2 Ste 5 gün
gün
el; rk; 5 gün
Form
wo
 Temmuz 2020
Pazartesi Salı Çarşamba Perşembe Cuma Cumartesi Pazar
1 2 3 4 5
Ste 5 gün
el; rk; 5 gün
Form
wo

6 7 8 9 10 11 12
Steel; 5 gün Concret e; 2 gün Steel; 3 gün
Formwork; 5
gün

13 14 15 16 17 18 19
Steel; 3 gün Formwork; 3 gün Concrete; 2 gün

20 21 22 23 24 25 26
Concrete; 2 gün Staffoldin g; 4 gün
MS1: Completion of
B

27 28 29 30 31
Fromwor k; 4 gün Steel; 5 gün
 Ağustos 2020
Pazartesi Salı Çarşamba Perşembe Cuma Cumartesi Pazar
1 2
Steel; 5 gün

3 4 5 6 7 8 9
Steel; 5 gün Concrete; 2 gün

10 11 12 13 14 15 16
Concrete; 2 gün Formwork; 3 gün
MS2: Completion of
B Steel; 3 gün

17 18 19 20 21 22 23
Formwor k; 3 gün Concret e; 2 gün
MS3: Completion of
1
Staffolding; 4 gün

24 25 26 27 28 29 30
Fromwo rk; 4 gün

Staffolding; 4 gün

31
Fromwor k; 4 gün
 Eylül 2020
Pazartesi Salı Çarşamba Perşembe Cuma Cumartesi Pazar
1 2 3 4 5 6
Fromwor k; 4 gün Steel; 5 gün

7 8 9 10 11 12 13
Steel; 5 gün Concret e; 2 gün
Completion of
Structu

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30