Answer:
Introduction
The project management has been holding an integral role in the completion of the project activities and developing expected final outcome for the project. The implication of the project management tools and options would allow the implication of the successive development of the operations favouring the completion of the project. The principles and techniques of the project management hold an integral role in aligning the implication of the successive development modification. The implication of the successive development of the activities would also be helpful for forming the utilization of the operations and functions favouring the implication of the activities for using the alignment of the activity development.
The following assignment is a fundamental project management report that would also be helpful for the alignment of the improved operation development for the organization. The implementation of the resource planning, core PM processes, enhance portfolio management, and enhanced governance project would also be helpful for aligning the utilization of the improved operation development. The governance of the project would be based for the utilization of the operation development. The implication of the activities would align for the analysis of the activities. The completion of the project documentation would be helpful for forming the deployment of the successive development model.
Project background
The project of Construction of Roseland Shopping Centre is a hardcore construction project and it would comprise of making the two-storey shopping centre at Roseland, NSW Australia. The construction of the shopping centre is a large scale construction project that would form the implication of the effective development of the final shopping centre favouring the alignment of the improved operational development. The completion of the project would be based for the alignment of the activities supporting the usage of the effective integration and development. The shopping centre would include the development of ground floor plus two storeys comprising of the various sections of the shops, food courts, and other attraction for the shopping centre. The construction activities would also involve the deployment of the activities favouring the alignment of the effective system development. The completion of the project would be helpful for forming the final deliverable of the shopping centre attracting the inclusion of the activities favouring the implementation of the operations.
Project Scope
The project of Construction of Roseland Shopping Centre is a construction project involving the use of the technology and equipments for constructing the shopping centre in the estimated time of 2 years and a budget of $10,000,000. The project scope can be divided into two sections namely in scope and out of scope. The implementation of the project activities would also be helpful for the formation of the project plan and final deliverable of operation implication.
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In scope: The in scope items of the project are based for the alignment of the project plan development and alignment of the operations favouring the construction of the shopping centre. The final deliverable of the shopping centre would be dependent on the in scope items of the project. The in scope items of the shopping centre project are tender proposal, documents (initiation, charter, and final report), project plan, site acquisition, shopping centre, and following the WHS health and safety guidelines.
Out of scope: The out of scope items are those elements of the project that do not have direct relation with project completion and they can be omitted while completion of the shopping centre project. Since the project is construction project, hence, most of the technology related activities and documentation can be omitted such as building design simulation testing, scope management planning, change management plan, and conflict management process. These are the out of scope items of the project.
Draft Stakeholder Register
The stakeholders of the project of Construction of Roseland Shopping Centre include the client, investor/sponsor, end user, supplier, subcontractor, government, local community, and media. The stakeholder register is shown below,
|
Stakeholder Register
|
|
Stakeholder
|
Type of Stakeholder
|
Contact Information
|
Power
|
Interest
|
|
Client
|
Internal
|
+61-XXXX-XXXX
*******@_____mail.com
|
High
|
High
|
|
Investor/Sponsor
|
Internal
|
+61-XXXX-XXXX
|
High
|
High
|
|
Visitors of Shopping centre (End User)
|
External
|
*******@_____mail.com
|
High
|
Low
|
|
Construction Material Supplier
|
External
|
+61-XXXX-XXXX
|
Low
|
Low
|
|
Road works Contractor, Carpentry Contractor, Electricity Contractor, Plumber Contractor
(Sub Contractors)
|
External
|
*******@_____mail.com
|
Low
|
Low
|
|
Documenter, Scheduler, Civil Engineer, and Electronic Engineer
(Project Team)
|
Internal
|
+61-XXXX-XXXX
|
Low
|
Low
|
|
<name of the student>
(Project Manager)
|
Internal
|
*******@_____mail.com
|
Low
|
High
|
|
Project Steering Committee
|
Internal
|
+61-XXXX-XXXX
|
High
|
Low
|
|
Australian State Government
|
External
|
*******@_____mail.com
|
High
|
High
|
|
Roseland Local Community
|
External
|
+61-XXXX-XXXX
|
High
|
Low
|
Draft Project Charter
The project charter is developed as an initial document for serving the initial documentation requirements for the project. The project of Construction of Roseland Shopping Centre would be developed for easing the flow of initial information to the project stakeholders. The charter development is based on the implication of the effective operation development and alignment of the improved operation development. The project charter comprises of project background, project governance, project scope, project schedule, project objectives, project budget, project constraints, project assumptions and project risks. The following subsections would provide the explanation of project charter points,
|
4.1 Project Background
The project of Construction of Roseland Shopping Centre is a hardcore construction project and it would comprise of making the two-storey shopping centre at Roseland, NSW, Australia. The construction of the shopping centre is a large scale construction project that would form the implication of the effective development of the final shopping centre favouring the alignment of the improved operational development. The completion of the project would be based for the alignment of the activities supporting the usage of the effective integration and development. The shopping centre would include the development of ground floor plus two storeys comprising of the various sections of the shops, food courts, and other attraction for the shopping centre. The construction activities would also involve the deployment of the activities favouring the alignment of the effective system development. The completion of the project would be helpful for forming the final deliverable of the shopping centre attracting the inclusion of the activities favouring the implementation of the operations.
|
|
4.2 Project Governance
The project of Construction of Roseland Shopping Centre is governed by the project steering committee and client. The specific alignment of the project activities and decision making in project is governed by the project steering committee. The project governance would include the steering committee and the client at the top most level. They would be responsible for taking any major decisions and approval of the project activities or deliverables.
|
|
4.3 Project Scope
The project of Construction of Roseland Shopping Centre is a construction project involving the use of the technology and equipments for constructing the shopping centre in the estimated time of 2 years and a budget of $10,000,000. The project scope can be divided into two sections namely in scope and out of scope. The implementation of the project activities would also be helpful for the formation of the project plan and final deliverable of operation implication.
In scope: The in scope items of the project are based for the alignment of the project plan development and alignment of the operations favouring the construction of the shopping centre. The final deliverable of the shopping centre would be dependent on the in scope items of the project. The in scope items of the shopping centre project are tender proposal, documents (initiation, charter, and final report), project plan, site acquisition, shopping centre, and following the WHS health and safety guidelines.
Out of scope: The out of scope items are those elements of the project that do not have direct relation with project completion and they can be omitted while completion of the shopping centre project. Since the project is construction project, hence, most of the technology related activities and documentation can be omitted such as building design simulation testing, scope management planning, change management plan, and conflict management process. These are the out of scope items of the project.
|
|
4.4 Project Schedule
The project of Construction of Roseland Shopping Centre can be divided into five phase namely tender submission and approval, initial documentation, planning, construction, and closure phase. The completion of the activities of these phases would result in developing the final construction of the shopping centre. The project schedule can be pointed out in the following table,
|
|
WBS
|
Task Name
|
Duration
|
Start
|
Finish
|
|
0
|
Construction of Roseland shopping centre
|
24 mons
|
Mon 5/7/18
|
Fri 3/6/20
|
|
1
|
Tender Submission and Approval
|
0.75 mons
|
Mon 5/7/18
|
Fri 5/25/18
|
|
1.1
|
Project Board Meeting with client
|
1 day
|
Mon 5/7/18
|
Mon 5/7/18
|
|
1.2
|
Request for Proposal is issued
|
5 days
|
Tue 5/8/18
|
Mon 5/14/18
|
|
1.3
|
Tender Proposal is submitted
|
2 days
|
Tue 5/15/18
|
Wed 5/16/18
|
|
1.4
|
Proposal is approved
|
7 days
|
Thu 5/17/18
|
Fri 5/25/18
|
|
2
|
Initial Documentation
|
0.6 mons
|
Mon 5/28/18
|
Tue 6/12/18
|
|
2.1
|
Initiation Documents are made
|
3 days
|
Mon 5/28/18
|
Wed 5/30/18
|
|
2.2
|
Charter Document is made
|
4 days
|
Thu 5/31/18
|
Tue 6/5/18
|
|
2.3
|
Submission of the documents
|
2 days
|
Wed 6/6/18
|
Thu 6/7/18
|
|
2.4
|
Sign off
|
3 days
|
Fri 6/8/18
|
Tue 6/12/18
|
|
3
|
Planning Phase
|
1.85 mons
|
Wed 6/13/18
|
Thu 8/2/18
|
|
3.1
|
Activity list is made
|
4 days
|
Wed 6/13/18
|
Mon 6/18/18
|
|
3.2
|
Resource Allocation is done
|
8 days
|
Tue 6/19/18
|
Thu 6/28/18
|
|
3.3
|
Plan Outline is formed
|
10 days
|
Fri 6/29/18
|
Thu 7/12/18
|
|
3.4
|
Complete plan is developed
|
15 days
|
Fri 7/13/18
|
Thu 8/2/18
|
|
4
|
Construction Activities
|
19.65 mons
|
Fri 8/3/18
|
Tue 2/4/20
|
|
4.1
|
Site Development
|
6.4 mons
|
Fri 8/3/18
|
Tue 1/29/19
|
|
4.1.1
|
Acquisition of site near Roseland, NSW Australia
|
10 days
|
Fri 8/3/18
|
Thu 8/16/18
|
|
4.1.2
|
Getting Permission for site works
|
8 days
|
Fri 8/17/18
|
Tue 8/28/18
|
|
4.1.3
|
Construction Materials are gathered
|
10 days
|
Wed 8/29/18
|
Tue 9/11/18
|
|
4.1.4
|
Construction Equipments and Tools are rented
|
12 days
|
Wed 9/12/18
|
Thu 9/27/18
|
|
4.1.5
|
Making transportation facility
|
15 days
|
Fri 9/28/18
|
Thu 10/18/18
|
|
4.1.6
|
Health and Safety Equipments are aligned
|
8 days
|
Fri 10/19/18
|
Tue 10/30/18
|
|
4.1.7
|
Power Supply is developed
|
20 days
|
Wed 10/31/18
|
Tue 11/27/18
|
|
4.1.8
|
Site Clearing
|
12 days
|
Wed 11/28/18
|
Thu 12/13/18
|
|
4.1.9
|
Leveling of site of 4000mtrs
|
10 days
|
Fri 12/14/18
|
Thu 12/27/18
|
|
4.1.10
|
Pillar and ground works
|
11 days
|
Fri 12/28/18
|
Fri 1/11/19
|
|
4.1.11
|
Cementing the floor
|
12 days
|
Mon 1/14/19
|
Tue 1/29/19
|
|
4.2
|
Ground Floor Development
|
3.7 mons
|
Wed 1/30/19
|
Mon 5/13/19
|
|
4.2.1
|
Structure of ground floor is made
|
15 days
|
Wed 1/30/19
|
Tue 2/19/19
|
|
4.2.2
|
Walls, Doors, and other structure is made as planned partition
|
17 days
|
Wed 2/20/19
|
Thu 3/14/19
|
|
4.2.3
|
Electric Lining is done
|
20 days
|
Fri 3/15/19
|
Thu 4/11/19
|
|
4.2.4
|
Plumbing and Restrooms are made
|
12 days
|
Fri 4/12/19
|
Mon 4/29/19
|
|
4.2.5
|
Emergency Exit is made
|
10 days
|
Tue 4/30/19
|
Mon 5/13/19
|
|
4.3
|
First Floor Development
|
4.05 mons
|
Tue 5/14/19
|
Tue 9/3/19
|
|
4.3.1
|
Structure of first floor is made
|
15 days
|
Tue 5/14/19
|
Mon 6/3/19
|
|
4.3.2
|
Walls, Doors, and other structure is made as planned partition
|
17 days
|
Tue 6/4/19
|
Wed 6/26/19
|
|
4.3.3
|
Electric Lining is done
|
20 days
|
Thu 6/27/19
|
Wed 7/24/19
|
|
4.3.4
|
Plumbing and Restrooms are made
|
12 days
|
Thu 7/25/19
|
Fri 8/9/19
|
|
4.3.5
|
Emergency Exit is made
|
10 days
|
Mon 8/12/19
|
Fri 8/23/19
|
|
4.3.6
|
Escalator and Lift section is developed
|
7 days
|
Mon 8/26/19
|
Tue 9/3/19
|
|
4.4
|
Second Floor Development
|
3 mons
|
Wed 9/4/19
|
Tue 11/26/19
|
|
4.4.1
|
Structure of Second floor is made
|
12 days
|
Wed 9/4/19
|
Thu 9/19/19
|
|
4.4.2
|
Walls, Doors, and other structure is made as planned partition
|
13 days
|
Fri 9/20/19
|
Tue 10/8/19
|
|
4.4.3
|
Electric Lining is done
|
11 days
|
Wed 10/9/19
|
Wed 10/23/19
|
|
4.4.4
|
Plumbing and Restrooms are made
|
10 days
|
Thu 10/24/19
|
Wed 11/6/19
|
|
4.4.5
|
Emergency Exit is made
|
7 days
|
Thu 11/7/19
|
Fri 11/15/19
|
|
4.4.6
|
Escalator and Lift section is developed
|
7 days
|
Mon 11/18/19
|
Tue 11/26/19
|
|
4.5
|
Parking and Outer area is made
|
2.5 mons
|
Wed 11/27/19
|
Tue 2/4/20
|
|
4.5.1
|
Parking Area is cut off
|
8 days
|
Wed 11/27/19
|
Fri 12/6/19
|
|
4.5.2
|
Line marking is made
|
5 days
|
Mon 12/9/19
|
Fri 12/13/19
|
|
4.5.3
|
Parking System Device is installed
|
15 days
|
Mon 12/16/19
|
Fri 1/3/20
|
|
4.5.4
|
Outer garden is made
|
10 days
|
Mon 1/6/20
|
Fri 1/17/20
|
|
4.5.5
|
Main gate frame for entry and exit is made
|
8 days
|
Mon 1/20/20
|
Wed 1/29/20
|
|
4.5.6
|
Fire and Health safety is developed
|
4 days
|
Thu 1/30/20
|
Tue 2/4/20
|
|
5
|
Project Closure
|
1.15 mons
|
Wed 2/5/20
|
Fri 3/6/20
|
|
5.1
|
Final reports are developed
|
4 days
|
Wed 2/5/20
|
Mon 2/10/20
|
|
5.2
|
Submission of the documents
|
2 days
|
Tue 2/11/20
|
Wed 2/12/20
|
|
5.3
|
Inspection of the site
|
1 day
|
Mon 2/24/20
|
Mon 2/24/20
|
|
5.4
|
Site Approval
|
1 day
|
Thu 3/5/20
|
Thu 3/5/20
|
|
5.5
|
Project is Closed
|
1 day
|
Fri 3/6/20
|
Fri 3/6/20
|
The timeline for the project of Construction of Roseland Shopping Centre is shown in the Gantt chart below,
|
4.5 Project Objectives
The objectives of the project of Construction of Roseland Shopping Centre are given below,
· To develop a project plan for the construction of the shopping centre in Roseland, NSW, Australia
· To complete the construction of the shopping centre at the mentioned location
· To implement the deployment of the activities favouring the alignment of the construction activities
|
|
4.6 Project Budget
The budget for the project of Construction of Roseland Shopping Centre is given below,
|
Resource Name
|
Work/Units
|
Standard Rate
|
Cost
|
|
Documenter
|
17 days
|
$40.00/hr
|
$5,440.00
|
|
Scheduler
|
37 days
|
$50.00/hr
|
$14,800.00
|
|
Project Manager
|
41 days
|
$100.00/hr
|
$32,800.00
|
|
Contractor
|
33 days
|
$90.00/hr
|
$23,760.00
|
|
Workers
|
122 days
|
$70.00/hr
|
$68,320.00
|
|
Carpentry Contractor
|
52 days
|
$85.00/hr
|
$35,360.00
|
|
Electricity Contractor
|
55 days
|
$90.00/hr
|
$39,600.00
|
|
Plumber Contractor
|
34 days
|
$80.00/hr
|
$21,760.00
|
|
Civil Engineer
|
14 days
|
$90.00/hr
|
$10,080.00
|
|
Electronic Engineer
|
15 days
|
$90.00/hr
|
$10,800.00
|
|
Government Authority
|
2 days
|
$0.00/hr
|
$0.00
|
|
Documents
|
4
|
$200.00
|
$800.00
|
|
Site Cost
|
1
|
$550,000.00
|
$550,000.00
|
|
Construction Materials
|
1
|
$900,000.00
|
$900,000.00
|
|
Equipments Rent
|
1
|
$400,000.00
|
$400,000.00
|
|
Transportation Cost
|
1
|
$450,000.00
|
$450,000.00
|
|
Equipments cost
|
2
|
$200,000.00
|
$400,000.00
|
|
Power cost
|
1
|
$250,000.00
|
$250,000.00
|
|
Electricity Materials
|
3
|
$650,000.00
|
$1,950,000.00
|
|
Plumbing Materials
|
3
|
$675,000.00
|
$2,025,000.00
|
|
Carpentery Materials
|
3
|
$545,000.00
|
$1,635,000.00
|
|
Escalator and Lift Materials
|
2
|
$540,000.00
|
$1,080,000.00
|
|
Parking Device
|
1
|
$96,480.00
|
$96,480.00
|
|
Total budget
|
$10,000,000.00
|
|
|
4.7 Project Constraints
The constraints of the project of Construction of Roseland Shopping Centre are time, cost, quality of materials, construction equipments, and human skills and they have been explained below,
Time: The time is a crucial factor that would act as a constraint for the completion of the project and it is estimated that the project would be completed in 2 years (24 months) time.
Cost: The cost is a crucial factor that would act as a constraint for the completion of the project and it is estimated that the project would be completed for an expense of $10,000,000.00.
Quality of Materials: The construction projects involve a number of materials for completion of the project such as bricks, sand, cement, clay, iron pillars, steel, and other materials. The quality of these materials would act as a major factor of constraint for the project.
Construction Equipments: The working capability of the equipments would also act as the major factor of constraint for the project. The implementation of the activities would be altered by the use of the construction equipments.
Human Skills: The skills of the human labours and team members would also act as a constraint for the project and the performance issue among the project team member would cause delay in project.
|
|
4.8 Project Assumptions
The project completion is dependent on the following assumptions of,
a. Completion of the project in time and budget
b. Resources of the project would be easily available
c. Conflicts among the team members can work as a motivational factor for improving performance
|
|
4.9 Project Risks
The various risks of the project is dependent on the constraints of the project identified in the previous sections and they are,
a. Delay in project completion
b. Cost Overrun
c. Inferior quality of materials
d. Failure of equipments
e. Conflicts among team members
|
Organizational Structure
The organization structure for the project of Construction of Roseland Shopping Centre comprises of Client, Investor/Sponsor, End User, Construction Material Supplier, Sub Contractors, Project Team, Project Manager, Project Steering Committee, Australian State Government, and Roseland Local Community.
Balanced Scorecard
The balanced scorecard for the project of Construction of Roseland Shopping Centre Project is shown below,
|
Balanced Scorecard for Project
|
|
Success Factors
|
Customer Perspectives
(out of 10)
|
Financial Perspectives
(out of 10)
|
Learning and Growth Perspectives
(out of 10)
|
Internal Business Perspectives
(out of 10)
|
Mean
|
|
Clear and Complete Documentation
|
7.5
|
5.5
|
10.0
|
8.0
|
7.75
|
|
Sustainable Resource Accumulation
|
6.0
|
9.0
|
8.0
|
9.0
|
8.0
|
|
Feasible Building Design
|
8.0
|
6.5
|
9.0
|
6.5
|
7.5
|
|
Good Quality of Materials
|
7.5
|
8.0
|
5.5
|
7.0
|
7.0
|
|
Number of Customers
|
10.0
|
8.5
|
7.5
|
8.0
|
8.0
|
|
Profit Margin
|
7.0
|
10.0
|
6.0
|
7.0
|
8.5
|
|
Brand Image
|
7.5
|
8.0
|
7.5
|
10.0
|
8.25
|
Recommendations for project governance
Some recommendations for the effective project governance of Construction of Roseland Shopping Centre Project is provided below,
Participatory: The project governance should involve the effective participation of the employees and other major members. The use of participation in project key decisions would help in forming the utilization of the effective project development.
Accountable: The analysis of the accountability factors for the project completion should be kept in mind while planning the effective decision making is helpful for the alignment of the key decision making in the project.
Conclusion
It can be concluded from the assignment that the implication of the effective project management would be helpful for aligning the development of the activities favouring the implication of the effective construction activities. The completion of the project was based on the alignment of the construction project management principles and operations. The project completion had been developed for constructing the shopping centre for Roseland Shopping Centre. The alignment of the resource planning, core PM processes, enhance portfolio management, and enhanced governance project had been helpful for aligning the utilization of the improved operation development for the project.
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