This project depicts the role of technology as well as construction oriented refurbishment in a lecture theatre located in building HC at the Burwood. The project manager is co-ordinate with all the aspects of this development measures. During the development of the project certain phases are needed to be maintained by the project manager such as initiating the project, planning for the project, execution as well as closure of project. For successful accomplishment of the project, project manager should control and monitor the progress accurately. For reducing the work burden the project manager should divide the work load among the project team members.
In this project the brief description of lecture theatre 13 is represented. Apart from that, the tender schedule, the tender validity period the tender process are also elaborated in this paper. In addition to this, the status of the tender processes, its information and documentation are also illustrated in this paper. While developing the project, the main concern that the project manager should consider is its security. The obligation of the tenders, the warranty of the tenders and while conducting the project the ethical aspects that should be considered are also elaborated in this project.
The project “refurbishment of lecture theatre”, is focused to developing the current condition of the project in terms constriction. The project is planned to commence on 19th 2015 and complete on 15th 2016. Before developing the project, the project manager will choose the project sponsor, who will sponsor the required project budget. It has been analyzed that the exiting accommodation for the theatre is very small in order to grab more number of audiences; the theatre owner is willing to increase its overall capacity. Previously the theater has only 2D projector however after the modification they will implement 3 dimension projectors also. For developing the construction site certain experienced interior designers are also hired. Both the project contractor and sub constructors should possess leadership quality for avoiding intra-organizational and inter organizational conflicts. The components those are maintained by the project manager include compliance with the tender condition, customer service, industry experience, management and management, staffing levels and experiences.
The scope of the project is focused towards the refurbishments work in a lecture theatre located in HC at the Burwood. The work includes different activities and not just limited to co-ordination and management of painting throughout, it will reconstruct the projector wall, seating and floor covers also. The builders of the construction project allows three consecutive week in their program for the Deakin Solution.Deliverable of LT13 project
The project deliverables are as follows:
The management of project is at the heart of what makes construction projects successful. While it manages the specialized sides of planning and execution, it additionally requires a people part, where project directors need to work with the individual needs of the manufacturers, stakeholders, and group (Kerzner 2013). The project management methodology that can be introduced for the LT13 project to refurbish the existing lecture theatre hall of Burwood campus are as illustrated as below:
Waterfall or Traditional Project Management: Waterfall project management is the most well-known type of construction project management strategies. This strategy is on the other hand otherwise called conventional project management that includes clear points of reference between each task as there are set due dates, expectations and customer desires composed on an unmistakable course of events (Turner 2014). One of the principle experts to the waterfall strategy is that it enables a group to center the entire of their consideration on every perspective enabling designers to guarantee great advancement at each stage. It additionally keeps little subtle elements from being disregarded and can anticipate similarity issues later on in usage.
Agile Construction Management: Agile construction management takes the adaptability of lithe programming advancement and applies it to development. A contractual worker may need to utilize distinctive materials for example, on the grounds that the ones determined by the designer are inaccessible around then. Access to a site or to assets might be blocked, adding to the issues (McNeil, Frey and Embrechts 2015). The tasks associated with construction are then regularly took care of utilizing spontaneous creation and therefore it winds up noticeably hard to track project plans and oversee basic way exercises. Coordinated construction management helps by:
Critical Chain: The construction critical path method (CPM) is a technique that can be used by project managers, frequently with their plan for management of construction projects to help understand the best steps to take to finish the project capably. This fundamental methodology is considered as one of the most regularly and conceivably used technique for planning of construction projects. Critical chain, then again, takes a look at the longest chain considering assignment and asset conditions (Svejvig and Andersen 2015). This methodology is characterized as the longest chain considering undertaking and asset conditions. This implies both the assignment and assets in a project are booked. It is essentially unique in relation to the basic way that exclusive considers undertaking conditions. In the event that an assignment reliance exists, a successor undertaking can just endless supply of the antecedent task, however this expect the required assets will be accessible. Basic chain technique comprises of two sections, one is specialized, the acknowledgment of the significance of asset conditions while arranging the project (Turner 2016). Also, besides, an ability to challenge the present ideal models grasping another mindset.
The project management tools and techniques for the PMBOK areas that could be used by the project management team in managing construction phase of the LT13 project at Burwood are illustrated as below:
The major impacts of the proposed tools and techniques for management of projects are being categorized into different aspects and described as below:
Impact on stakeholders: Stakeholders' interests can be overseen through stakeholder gatherings and particular client boards giving contribution to a necessity determination. Stakeholders with concerns in monetary context ought to know the potential return of the venture's outcomes (Lock 2014). Others will support ventures if there is sound evidence of their impetus to upgrading operations, boosting bit of the general business, extending era, or meeting other association goals.
Impact on human resource: The firmly organized project association has a tendency to limit cross-hierarchical communication. Communication streams here and there, however descending communication is to a great extent for control purposes and upward communication is regularly twisted to give a positive impression of advance (Mir and Pinnington 2014).
Impact on quality: Project Quality Assurance is an executing procedure worried with general process change of the exercises and procedures embraced to accomplish quality. On the off chance that the nature of both process and exercises enhances, then the nature of expectations ought to enhance too, conveying likewise positive ramifications to the next five project requirements (time, scope, cost, assets, and risk).
Impact on time: The appropriate estimation of time is an essential ability to manage projects efficiently and for good project management. The estimation of time drives the setting of due dates for conveyance as well as arranging of activities thus affecting on appraisal of dependability by other individuals and skill as a project manager (Reiss 2013).
Impact on cost management: Management of costs and also other project ascribes that add to cost, is a critical test confronted by project supervisors consistently. Luckily project directors have different instruments accessible that can be utilized to adequately oversee project costs while effectively achieving all project undertakings and expectations (Kuster et al. 2015). The test is to see the majority of the elements that add to project expenses and utilizing the devices accessible at the correct circumstances and for the correct reasons.
Expert judgment is utilized widely to survey the sources of info and procedures sent to build up the project contract. It is regularly prescribed as one among the best instruments and strategies in the project management forms. Specialists are dealt with as resources in any association and give contributions to arranging and evaluating any movement as their feelings are thought to be pivotal. The specialists can be stakeholders or clients (Cameron and Green 2015). Expert Judgment is one of the best acknowledged methodologies and most helpful too amid the arranging periods of numerous exercises. The approach spares the time amid the arranging as well as highlights risks to be considered while executing. It additionally enhances the nature of the appraisals and gives precise estimates. The part of the expert is particularly required amid the arranging and risk distinguishing proof procedures (Andler 2016). Arranging and risk distinguishing proof are extremely basic to project achievement. Especially enormous and complex undertakings, the project administrator dependably searches for specialists or experts from outside to settle on impartial and precise choices.
One of the essential risks in a project is wrong estimates. This will affect the project execution. Industry discoveries says that 60% of undertakings do not meet project execution criteria (Time, cost and extension goals). The expert judgment approach gives exact estimate as proposed before (Too and Weaver 2014). Risk distinguishing proof is another critical zone which must be done ahead of schedule in a project life cycle. Unidentified risks are risks to the project's prosperity. The risk management exercises begin simply in the wake of recognizing the potential risks in a project. The views of experts are considered all through the risk management procedures to decrease the effect of the project risks. Expert judgment is inescapable amid the project life cycle and sorted over all learning zones in powerful project management.
From the overall discussion it can be concluded that in order to gain commercial benefit from the marketplace the Lecture theatre is required to maintain rather develop their existing condition both in terms of technology and construction as well. Before implementation of the project the project manager should develop feasibility study and budget estimation. Most part of the development is based upon the construction. The lecture theatre is willing to make co-ordinate and management for painting throughout, the process of re-plastering for the projection wall and new floor covering and seats as well.
Andler, N., 2016. Tools for project management, workshops and consulting: a must-have compendium of essential tools and techniques. John Wiley & Sons.
Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.
Cameron, E. and Green, M., 2015. Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Hartono, B., Sulistyo, S.R., Praftiwi, P.P. and Hasmoro, D., 2014. Project risk: Theoretical concepts and stakeholders' perspectives. International Journal of Project Management, 32(3), pp.400-411.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn.
Hill, G.M., 2013. The complete project management office handbook. CRC Press.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Kuster, J., Huber, E., Lippmann, R., Schmid, A., Schneider, E., Witschi, U. and Wüst, R., 2015. Project Management: Key Theoretical Concepts. In Project Management Handbook (pp. 13-17). Springer Berlin Heidelberg.
Lock, M.D., 2014. The essentials of project management. Ashgate Publishing, Ltd..
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project risk management methodology for small firms. International Journal of Project Management, 32(2), pp.327-340.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
McNeil, A.J., Frey, R. and Embrechts, P., 2015. Quantitative risk management: Concepts, techniques and tools. Princeton university press.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), pp.202-217.
Newton, R., 2016. Project management step by step: how to plan and manage a highly successful project. Pearson UK.
Reiss, G., 2013. Project management demystified: Today's tools and techniques. Routledge.
Snyder, C.S., 2014. A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), pp.278-290.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
Turner, J.R., 2014. The handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.
Turner, R., 2016. Gower handbook of project management. Routledge.
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