You have recently been appointed as a project manager in a large engineering organisation. Some examples of such an organisation include, but are not limited to:
ï‚· Government organisation
ï‚· Construction company
ï‚· Installation company
ï‚· Asset management provider
ï‚· Maintenance services provider
The organisation may be operating in one or more engineering disciplines, such as civil, mechanical, electrical, environmental, mechatronic, biomedical, or other discipline, or in construction or surveying.
Your organisation has asked you to review the management of a medium sized project (up to $5 million in value), which is to be completed within two (2) years of its commencement. The project has at least 20 main activities and at least two (2) critical paths.
The project commenced eight (8) months ago. The first six (6) weeks were spent developing the project charter and preparing the original project management plan. Project execution (carrying out the work) commenced immediately the project management plan was completed and approved.
There will be a one (1) month project closing period at the end of the project. During this time, equipment will be tested and commissioned (if relevant to your project), and the project will be finalised.
The project deadline is firm, subject to any justifiable contingencies.
The existing business case and project charter are not detailed. Similarly, the project management plan, including a basic Gantt chart and high level budget is not well detailed or described.
There are a number of issues with the project:
1. To date, the project is two (2) months behind schedule. Part of this delay has resulted from poor understanding of lead times for delivery of particular project components. There are no other significant factors that should impact on project delivery.
2. Because there is only a quite basic project plan and time schedule, there is poor sequencing of critical activities. They do not have clear scheduled completion dates.
3. There have been delays in procuring some critical project resources. There may be alternative suppliers.
4. While there were a number of specialised personnel for particular aspects of the project available at the start of the project, they were not booked ahead of when they were required. Most of these resources are now booked for several months ahead. Few alternatives are available.
5. As a result of the influence of a number of stakeholders, there has been significant scope creep, which with the current rate of progress will delay delivery by one (1) month. This scope creep also threatens to impact on the project’s business case.
6. Some components of the project have not been delivered or built to the required quality specification. Consequently, there have been delays while defects have been rectified.
7. Communication between project manager, project sponsor, stakeholders, contractors, consultants and other key personnel has not been good. There are therefore a number of cases where key information has not been communicated well. This poor communication has impacted on project progress.
You have been charged with delivering a revised project management plan to deliver the project on time; and with providing a report to the Project Sponsor explaining the actions you have taken.
Part A (maximum 3000 words) (250 marks total)
1. Define your organisation and project. (20 marks) WATER SUPPLY CONSTRUCTION PROJECT
Nominate an organisation of your choice, and the engineering discipline or disciplines in which it is operating.
Nominate a suitable project (for example, road development, subdivisional development, power station, mobile phone network, mining, provision of industrial equipment, installation, maintenance, surveying) to use as an example.
2. Prepare a revised project charter, including an updated business plan. (30 marks)
3. Prepare an updated project management plan for completing the project within its original timeline.
The project management plan should include the following:
ï‚· Definition, preparation and definition of subsidiary plans
ï‚· Identification and description of stakeholder needs
ï‚· Work Breakdown Structure (WBS)
ï‚· Plans for the project management Knowledge Areas of:
ï‚· project integration management
ï‚· project scope management
ï‚· project time management
ï‚· project cost management
ï‚· project quality management
ï‚· project human resource management
ï‚· project communications management
ï‚· project procurement management
ï‚· Definition and sequencing of the main project activities
ï‚· Main activity resources and durations
ï‚· Project schedule, costs and budget
ï‚· The project charter should include a revised business case for the project and link the project with your organisation’s strategic plan. On the basis of this business case, the project sponsor will make a decision about the future of the project.
ï‚· You may assume that the project sponsor has allowed the project timeline to be increased by one (1) month to allow for the scope creep already approved. However, further scope creep is not permitted.
ï‚· The project scope management plan should include a section on controlling scope creep
ï‚· The project time management plan should include a Gantt chart showing the major project activities.
ï‚· The project cost management plan should include all costs reasonably expected to be incurred in delivering the project. These costs may include estimates for ensuring completion of the project.
4. Prepare a plan for executing, monitoring and controlling the project (15 marks).
5. Prepare a plan for any testing and commissioning, and for closing the project (15 marks)