You are on page 1of 18

SEISMICZONERESIDENTIALCONSTRUCTIONIMPROVEMENTPROGRAM(UoL,2011) SeismicZoneResidentialConstructionImprovementProgramprojectdevelopmentisbasedonthe lecturesgiveninthebooksPMPindepth:projectmanagementprofessionalstudyguideforthePMP exam(Sanghera,2010)andEffectiveProjectManagement:Traditional,Agile,Extreme(Wysocki, 2009).Individualprojectassignment,resources,costsandscheduleforworkingoutthisprojectare giveninmaterialhandedoverbyUniversityofLiverpool/LaureateOnlineEducation(UoL,2011).

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

Company FM FM FM FM FM FM FM PDDG PDDG Construction ConsortiumJournal

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

5.1Predelivery 5.2Shipment/Delivery 5.3Implementation

SupplyChain Management SupplyChain Management Design&Drafting Assembly

CarolineSmith CarolineSmith RoyBenjamin PhilipCloony

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.

anddelaywithtimely completionofanyof thesetwowillcause chainofdelays Possibledelayof Shipmen/Delivery,task 5.2

ensurethatrequiredresources areavailableforscheduled days JimStanford

JimStanford

MarioHajdin JimStanford MarioHajdin

JimStanford

PhilipCloony

MarioHajdin Department Heads

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

RoyBenjamin MichaelGartner PhilipCloony JimStanford JohnMorris CarolineSmith PaulLee JosephBukhman

rb@fm.xx mg@fm.xx pc@fm.xx js@fm.xx jm@fm.xx cs@fm.xx pl@rdu.xx pm@pddg.xx jb@ccj.xx

+8711235002 +8711235003 +8711235004 +8711235005 +8711235006 +8711235007 +8712230001 +8714230001 +8713230001

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)

APPENDIX A - PROJECT SCHEDULE


ID Task Name TeamStatus Pending: No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Interview clients stakeholders Product detail analysis Refinement of the final draft High level design Details with operation designs Set up Purchase required material - Card Purchase required material - Meta Purchase required material - Cub Cutting and parts development Sub-Assembly 1 Sub-Assembly 2 Sub-Assembly 3 Assembly Integration Pre-delivery Shipment Implementation Duration 51 days 4 days 6 days 2 days 4 days 6 days 4 days 1 day 1 day 1 day 3 days 6 days 6 days 4 days 3 days 2 days 14 days 7 days Start Mon 6/27/11 Mon 6/27/11 Mon 6/27/11 Wed 7/6/11 Fri 7/8/11 Tue 7/12/11 Wed 7/20/11 Wed 7/20/11 Thu 7/21/11 Fri 7/22/11 Tue 7/26/11 Tue 7/26/11 Tue 7/26/11 Tue 7/26/11 Wed 8/3/11 Tue 7/26/11 Mon 8/8/11 Fri 8/26/11 Finish Mon 9/5/11 Thu 6/30/11 Mon 7/4/11 Thu 7/7/11 1,2 Wed 7/13/11 3 Tue 7/19/11 3 Mon 7/25/11 4,5 Wed 7/20/11 5 Thu 7/21/11 5 Fri 7/22/11 5 Thu 7/28/11 6,7,8,9 Tue 8/2/11 6,7,8,9 Tue 8/2/11 6,7,8,9 Fri 7/29/11 6,7,8,9 Design Department Design Department,Assembly Department Design Department Design Department Design Department Assembly Department Supply Chain Supply Chain Supply Chain Cutting Department Assembly Department Assembly Department Assembly Department Predece Resource Names Jun 19, '11 S M T W T F

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

Task Project: Seizmic Zone Date: Tue 6/28/11 Split Progress

Milestone Summary Project Summary Page 1

External Tasks External Milestone Deadline

APPENDIX A - PROJECT SCHEDULE


S Jun 26, '11 S M T W T F S Jul 3, '11 S M T W T F S Jul 10, '11 S M T W T F S Jul 17, '11 S M T W T F S Jul 24, '11 S M T W T F S Jul 31, '11 S M T W T

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

Task Project: Seizmic Zone Date: Tue 6/28/11 Split Progress

Milestone Summary Project Summary Page 2

External Tasks External Milestone Deadline

APPENDIX A - PROJECT SCHEDULE


F S Aug 7, '11 S M T W T F S Aug 14, '11 S M T W T F S Aug 21, '11 S M T W T F S Aug 28, '11 S M T W T F S Sep 4, '11 S M T W T F S Sep 11, '11 S M T W

bly Department bly Department

Assembly Department

Shipment/Delivery Design Department,Assembly Departm

Task Project: Seizmic Zone Date: Tue 6/28/11 Split Progress

Milestone Summary Project Summary Page 3

External Tasks External Milestone Deadline

APPENDIXB WORKBREAKDOWNSTRUCTURE
Project Completion

Requirement Analysis

Designand Concept

Purchasing Material

Production

Delivery

Refinementof thefinaldetail

Cardboard Sheet Purchasing

Metal Sheet Purchasing

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

Transfer fromTask ID 1.1 1.2

Remark

Total Required Availability forActivity 6 18

1.1 1.2 1.2 1.2 1.3

Designer Designer Designer Assembler Designer

27.0630.06 27.0630.06 03.0704.07 27.06.04.07 06.0707.07

4 4 2 6 2

8 10 10 6 4

1.2 1.3

2.1 2.2 2.2

Designer Designer Designer

08.0713.07 12.0713.07 14.0719.07

4 2 4

4 12 8

2.2

2.2

4.1

Assembler

20.0725.07

4.3&4.4

4.2 4.3 4.3

Cutter Assembler Assembler

20.0722.07 26.0729.07 01.0802.08

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

transferredtotask4.4 Aftercompletingtask 4.5,4assemblers transferredtotask4.3 andother4totask4.4 Uponcompletionof tasks4.3and4.4,6 assemblerstransferred totask4.6

32

11 7

APPENDIXD PROJECTNETWORKDIAGRAM

4 1.1 2 6 1.2 1.3

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

2 5.1 14 5.2 7 5.3

APPENDIXECOMMUNICATIONPLAN

Type Kickoff Meeting

Mode Facetoface

Objective Introductionoftheprojectteam andtheproject.Reviewofthe projectobjectivesand managementapproach Statusreviewoftheprojectwith theteam Statusreviewoftheproject

Frequency Once

Audience ProjectSponsor ProjectTeam Stakeholders ProjectTeam

Owner Project Manager

Deliverable Agenda MeetingMinutes

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

Project Manager Project Manager MarketingLead TechnicalLead

Agenda MeetingMinutes Agenda MeetingMinutes Budgetupdate Agenda MeetingMinutes Agenda Projectoutline Projectstatus MarketingFM

Weekly

ProjectSponsor

Statusreviewoftheprojects budget Discussdevelopmentoftechnical designsolutionsandprogressof theproject. Updateonprojectprogress.

Daily Weekly

ProjectManager SupplyChainManager ProjectManager

BiWeekly

ProjectManager

Program Manager ProjectSponsor

Discussproject,developmentand Asneeded updateonprojectprogress.

ChiefEditor

APPENDIXFQUALITYPLAN

Type Acceptance Audit TaskAudit MaterialAudit Subcontractor Audit Subcontractor Audit FinalAssembly Audit Implementation Audit

Objective Controlofqualitydocumentation resourcesqualificationandFM facilitiestechnicalcapability Qualitycontrolofperformance Qualitycontrolofmaterialusedfor boxes Auditofpredeliverysubcontractor

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

Oneachtask completion Once Once

ProjectManager TechnicalLead SupplyChain Manager SupplyChain Manager TechnicalLead

AuditofShipment/Delivery subcontractor Qualitycontrolofassembledboxes

Once

Once

Qualitycontrolofimplementation

Once

TechnicalLead