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Development Of A Multi-Use Sports Stadium In Staedtler City Council Add in library

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Questions:

Describe about the Development of a Multi-Use Sports Stadium In Staedtler City Council?

 

 

Answer:

Overview

Project Overview

The vision of this program is to build a sports stadium for multiple purposes. Such a commitment shall require –

  • Designing the specifications required for the stadium.
  • Work plan for the construction of the stadium
  • Purchasing required material from a vendor
  • HR – It includes planning, all recruitment and management.
  • Experiencing the best practices of the industry.
  • To operate a functional program, strategic management after including senior managers of the company is necessary. For better management results, the project will have to include senior executives on the project so that planning can be done effectively.

Goals

This project aims towards establishing a sports stadium for multiple purposes.

Deliverables

  • Cost estimation is done
  • Signing of contracts is done before the estimated date
  • Schematic signed off of all the pending documents and contracts
  • Checking, reviewing and permitting of the plan. The work can only proceed after this step is completed.
  • Finalizing on cost estimate
  • Award contract
  • Use and occupancy certificate
  • Proceedings
  • First walk in

Assumptions

  • The prices for infrastructure and land are stable so the total amount can estimated
  • There would be a requirement of minimum laborers to carry out the project. Labor charges will also have to be considered before the beginning of the project.
  • The rules and regulations from the government’s side would be stationary so they are to be followed.
  • It will take maximum 4 days to get all the contracts signed and then work can proceed.

Constraint

The budget should be expected to rise by about 10% and if there is a possibility of the budget increasing more than 10%, the funds can be provided by loans. The expected time should be stretched to about 45 days. There is a chance that after the extension of 45 days on the work time, the government rules and regulations won’t be functional anymore. The rate in the rise of the budget and the estimated time duration of the work can be predicted, considering how skilled the laborers are and how efficiently the planning of the project is being done. But the project management should be expecting a little issue with the budget and the time duration.

Client – Staedtler City Council

Scope

The scope of project encompasses needed functions and features in order to attain success of the project. The project team is responsible to manage the project scope while identifying and defining the project requirements, and applying it into a work breakdown structure (WBS) which is placed later in the project plan.

Owner

Deliverables

Requirements

Project Limits

Project Manager

·         Customer satisfaction

·         Project completion as per deadline and budget

·         Delivery of project by 2020

·         Approval from local government

·         Planning, monitoring, controlling and reporting for the project

·         Conforming to safety standards

·         Workplace compliance

·         Legal documentation

Budget, Schedule, Economy, Weather, Government regulations

Chief Financial Officer

·         Budget

·         Managing, controlling and reporting

Project scope crawl, threats, and risks

Project Director

·         Civil and structural engineering

·         An integrated plan for water cycle management including water requirement for pool, irrigation and amenities

·         Detention basin wetland and water landscape package

·         Developing civil, building, and ride & attraction components

·         Testing

Government regulations, environmental factors, budget, schedule, contractor, supplies

Head Contractor

·         Construction activities

Civil: Car parking area, roads, stormwater, site fencing and security, site preparation, and landscaping

Buildings: Plant and maintenance room, back of house, amenities, main food/beverage complex, satellite food/beverage complex, stadium entry and retail section, lockers, change facilities

 

Staff, budget, schedule, restraints, environmental impacts

Head Architect

Park design and planning

·         Council approval

·         Site inspection and testing

·         Safety reports

Completion deadline, legal compliance, safety environment


Communications and Reporting Plan

The project manager has to ensure effective and efficient communication throughout the project lifecycle. This would follow the 6 Cs of project management communication

  • Clearly express the subject in words
  • Concisely make the point
  • Courteously make the delivery of message
  • Consistently strengthen and support your point
  • Confidentiality to be maintained always
  • Compel the recipient to be receptive

The plan of project communication provides a communication model during the project and can be updated if needed. The project plan clearly highlights team member’s roles and responsibilities with respect to the communication for stadium project. A communication matrix is prepared to provide detailed communication needs for the project including who to contact, when to communicate and what to communicate.

Meetings - All the people supposed to join the meeting will be informed about the agenda at least two weeks in advance by the project manager. This is crucial for all the participants to timely attend all the scheduled meetings.

All the meetings would be following PDCA model,

  • Plan – planning the meeting agenda
  • Do – conducting all meetings and recording minutes for these
  • Check – evaluating all the meetings
  • Act – Act on tasks supposed to be done between the periods of two meetings
  • All the issues and concerns raised during the scheduled meetings will be recorded in the ‘Issues Log’, and will be monitored and updated as needed, and the resolved issues will be closed
  • Minutes of the meetings will be recorded for all meetings and shared with all participants within 24 hours after the meeting is finished

Email - It is important that all the email communications happen in professional manner in order to provide brief and effective communication between relevant people associated with the project as per the communication matrix. All the emails using it as a communication method to communicate a concern or issue, should provide brief description of the issue, related background information on the issue, and any suggestion that can be helpful in resolving the issue or reducing the impact of it. This should be ensured that project manager is provided copy of all emails related to the issues during the project period.

Informal Communications - All the informal communications related with the issues, progress and schedule of the project should be communicated to the project manager so that necessary actions may be taken if needed.

 

Staffing management

The project will come up with the form of project-based organizational structure in order to facilitate synergy and coordination between the project teams, clearly depict the roles and responsibilities of every team member, and their reporting managers.The staffing needs for the project of stadium build include:

  • Project Manager - While ensuring that the deadlines agreed with the client are met, the project manager needs to take ownership of planning, coordinating and managing the project plan during project. The project manager will meet the entire project team once in a week to conduct project progress and risk management meetings, while being the key point of communication for the client.
  • Project Director - The project director would be integral part of the project team build for stadium project, and all the engineers would be reporting to project director. As defined in the risk register, the project director would be responsible to manage health and risk related to safety and control and report the same on regular basis.
  • Head Contractor - The head contractor has to be responsible to maintain effective communication with all the labour and contract force staff. The head contractor has to manage risks related to the stakeholders during the project duration and the head contractor will also handle liaising with all the suppliers in order to ensure that suppliers are maintaining the agreements. The head contractor will be part of the project team and regularly attend the scheduled meetings in order to report issues, progress and risks associated with the construction activity and concerned areas of the project.
  • Head Architect - The head architect has to be part of the project team and regularly attend all the meetings in order to report about the design aspects of the project. The head architect has to be responsible for monitoring, controlling and managing all the design aspects of the project and will need to communicate the design concerns and issues to the project team for further review.
  • Chief Financial Officer - The chief financial officer will be responsible for budgetary, cash flow management, accounting and reporting during the project period. The chief financial officer will attend project team meetings on weekly basis to discuss the budgetary concerns and conduct monthly review on project milestones formally.

Project background

The project is about developing a stadium for a local community and is ideated by the staedtler city council. The project is spread out over a period of 5 years. The project is a rather large type and when completed will have various different features. Key construction components of the project include a stadium constructed appropriately for both day and night matches with a seating capacity of 5000 spectators along with 2000 standing spectators. The central area of the stadium will be constructed with artificial turf. The project is meant to be accessible by various transport modes and it also must have a total of 2000 vehicular parking facility including both indoors and on-street. Apart from this, there would be appropriate facilities within the stadium to support upto 6 teams at a time as well as an administrative area for the officials. The project is quite complex and technologically advance, as a result all individuals and organizations involved in this will have a rewarding opportunity.

Scope of the project

The scope of the project for the construction of the stadium will include staff training for the operation of park facilities and familiarization of the surroundings. Once the whole training package has been conducted, the project will be completed and handed over to a client fully operational.

 

Budget of the project

The project manager along with the Chief Financial Officer will conduct budget reporting and Cost management. The Project Manager shall review and put forward the information that is related to the performance and the cost management at the weekly Project Team meetings, with budget reporting held at each stage of the life cycle of the project by the CFO. ‘Bottom Up’ estimate will determine the budget of the project on analyzing each and every activity thoroughly in the work breakdown structure with the much-needed assistance from the Project Team of course along with the professional input.

Cost and Schedule Performance Index is to be reported by the CFO on a monthly basis to the clients. Cost variances up to +/- 10 per cent of the already forecasted budget shall be logged, labeled as “cautionary”, indicating the need to review the impact on the budget and has to be dealt with accordingly. The cost variance of +/-20% shall be lodged at a “critical” and need immediate action from a Project Manager to bring the budget back in the line. The CFO shall also record an Earned Value Calculation and report accordingly at the monthly budget review meetings.

Budget – Task wise

Task Name

Resource Names

Cost

Multi-Use Stadium construction

 

$1,916,416.00

   Year 1: Preliminaries

 

$147,520.00

      Finalize Client Preliminary Tasks

HR

$15,200.00

      Get go-ahead

Project Manager

$2,400.00

      Architectural Preliminaries

Contractor

$0.00

      Obtain Consultant Contracts

 

$36,920.00

         Finalize architects

Contractor

$0.00

         Finalize structure

Engineer

$10,320.00

         Finalize landscaping

Procurement Manager

$11,400.00

         Finalize budget

Project Manager

$12,000.00

         Finalize consultant contracts

Contractor

$0.00

         Negotiate Consultants contracts

Project Manager

$3,200.00

         Get contract sign-offs

Project Manager

$0.00

      Program evaluation

 

$93,000.00

         Review Cost Estimate

HR

$15,200.00

         Conduct Interviews

HR

$22,800.00

         Get feedbacks

Project Manager

$16,000.00

         Integrate feedback

Contractor

$0.00

         Obtain Consultant Contracts

Project Manager, HR

$39,000.00

   Year 2: Schematic designs

 

$349,280.00

      Prepare initial schematic

Project Manager

$48,000.00

      Present schematic

Project Manager, Architect

$2,240.00

      Review by council

 

$0.00

      Integrate feedback 1

Project Manager, Architect, Engineer

$26,560.00

      Revise schematic 1

Project Manager

$16,000.00

      Review by sponsor

 

$0.00

      Integrate feedback 2

Project Manager, Architect, Engineer

$143,520.00

      Revise schematic 2

Project Manager, Architect, Engineer

$73,760.00

      Presentation Or Q/As

Project Manager, Architect

$7,200.00

      Final review by Agency

 

$0.00

      Schematic Signed-off

Project Manager

$16,000.00

      Preliminary cost estimation

Project Manager

$16,000.00

   Year 3: Design Development

 

$60,000.00

      Kick-off meeting

 

$5,600.00

         Submission of design documents

Project Manager

$4,000.00

         Sign-offs of Designs

Project Manager

$1,600.00

      Construction Documents

 

$54,400.00

         Kick-off meeting

Project Manager

$800.00

         Consultant kick-off meeting

Project Manager

$800.00

         Finalize construction documents

Project Manager

$36,800.00

         Get documents for permit

Project Manager

$16,000.00

         Finalize 100% cost estimate

Project Manager

$0.00

   Phase 4: Building Review

 

$11,600.00

      Get Building Permit Process

Procurement Manager

$7,600.00

      Get Sign-offs

Project Manager

$4,000.00

      Get Building Permit

Project Manager

$0.00

   Phase 5: Selection of vendor

 

$99,840.00

      Collect bids

Project Manager, Procurement Manager

$92,040.00

      Review bids

Project Manager, Procurement Manager

$7,800.00

   Phase 6: Contraction Administration

 

$1,248,176.00

      Construction of Building

 

$274,720.00

         Draw #1 (Site plan)

Project Manager

$16,000.00

         Lot clearance

Project Manager, Engineer, Laborers

$79,040.00

          Stripping Topsoil & Stockpile

Project Manager, Laborers, Engineer

$56,320.00

         Excavation

Project Manager, Engineer, Laborers

$65,440.00

          Excavating for foundation

Project Manager, Engineer, Laborers

$57,920.00

      Foundation

 

$487,256.00

          Layout footings

Project Manager, Engineer, Laborers

$28,960.00

         Install Reinforcing

Project Manager, Engineer, Laborers

$26,080.00

          Footing Inspection

Project Manager, Engineer, QA

$20,080.00

          Pouring of footings

Project Manager, Engineer, Laborers

$33,856.00

         Pining footings

Project Manager, Engineer, Laborers

$64,160.00

          Set-up Stock of Block, Mortar, Sand

Project Manager, Engineer, Laborers

$64,160.00

         Block foundation

Project Manager, Engineer, Laborers

$51,120.00

          Get Foundation Certification

Project Manager, Engineer, QA

$18,040.00

         Draw #2 (Footing and foundation plan)

Project Manager

$48,000.00

          Filling-up of Block Cores with Concrete

Project Manager, Engineer, Laborers

$20,960.00

          Steel Delivery

Project Manager, Laborers, Engineer

$34,080.00

          Setting Lintels, Bolts, Cap Block

Project Manager, Engineer, Laborers

$34,080.00

         Lumber delivery

Project Manager

$8,000.00

         Waterproofing

Project Manager, Engineer, Laborers

$26,080.00

         Draw # 3 (Parking)

Project Manager

$3,200.00

         Draw #4 (Accommodation)

Project Manager

$4,000.00

         Draw #5 (Central Area)

Project Manager

$2,400.00

      Rough Carpentry

 

$73,144.00

          Set-up Steel

Project Manager, Carpenters, Engineer

$1,928.00

         Parking framing

Project Manager, Engineer, Carpenters

$10,912.00

         Accommodation framing

Project Manager, Engineer, Carpenters

$10,912.00

         Central are framing

Project Manager, Engineer, Carpenters

$5,456.00

         Draw #6 (Seating arrangement)

Project Manager

$3,200.00

         Draw #7 (Professional ground)

Project Manager

$3,200.00

         Professional ground framing

Project Manager, Carpenters, Engineer

$8,184.00

         Roof truss

Project Manager, Carpenters, Engineer

$5,456.00

         Frame seating arrangement roof

Project Manager, Engineer, Carpenters

$23,896.00

      Concrete Slabs

 

$10,040.00

          Preparation of Parking Slab

Project Manager, Engineer, Laborers

$3,616.00

          Termite Treatment of Parking Slab

Project Manager, Engineer, Laborers

$1,808.00

          Inspection of Slab

Project Manager, Engineer, QA

$2,008.00

          Pouring of Parking Slab

Project Manager, Engineer, Laborers

$2,608.00

      Electric Rough-in

 

$57,800.00

         Draw#10 Professional area

Project Manager, Engineer

$4,464.00

         Draw#11 Seating arrangement

Project Manager, Engineer

$4,464.00

          Setting of Electric Boxes

Project Manager, Engineer, Electricians

$3,776.00

         ESP installation

Project Manager, Engineer, Electricians

$3,776.00

          Electrical Walk-through

Project Manager, Engineer, QA

$2,008.00

          Electrical Rough-wire

Project Manager, Engineer, QA

$39,312.00

      Specialty Rough-ins

 

$58,576.00

          Central Vacuum

Project Manager, Engineer, Electricians

$13,440.00

          Alarm System

Project Manager, Engineer, Electricians

$13,440.00

          Telephone System

Project Manager, Engineer, Electricians

$13,440.00

          Audio Visual

Project Manager, Engineer, Electricians

$13,440.00

         Electrical inspection

Project Manager, Engineer, QA

$2,808.00

         Framing inspection

Project Manager, Engineer, QA

$2,008.00

      Roofing

 

$21,376.00

          Installation of Roofing Paper

Project Manager, Engineer, Laborers

$5,424.00

         Draw #7 (Roof plan)

Project Manager, Engineer

$1,488.00

         Finalize roof shingles

Project Manager, Engineer, Laborers

$1,808.00

         Install roof shingles

Project Manager, Laborers, Engineer

$12,656.00

      Elevations

 

$13,392.00

         Draw# 12 Building elevations

Project Manager, Engineer

$5,952.00

         Draw# 13 Rear building elevation

Engineer, Project Manager

$7,440.00

      Exterior Finishes

 

$56,448.00

          Siding

Laborers, Engineer

$3,024.00

          Exterior Trim

Engineer, Laborers

$7,056.00

          Brick of Arch Forms

Engineer, Laborers

$1,008.00

          Brick Veneer

Engineer, Laborers

$45,360.00

      Insulation

 

$6,048.00

          Sealing of Caulk & Air

Engineer, Laborers

$1,008.00

          Draft & Fire Stop

Engineer, Laborers

$1,008.00

          Insulation of batt

Engineer, Laborers

$3,024.00

          BGE Energy Wise Inspection

Engineer, Laborers

$1,008.00

      Drywall

 

$26,208.00

          Stock Drywall

Engineer, Laborers

$1,008.00

          Hang Drywall

Engineer, Laborers

$5,040.00

          Remove Scrap Drywall

Engineer, Laborers

$1,008.00

          Tape and Finish Drywall

Engineer, Laborers

$15,120.00

          Sand Drywall

Engineer, Laborers

$1,008.00

          Drywall Point-up

Engineer, Laborers

$3,024.00

      Floor Finishes

 

$26,208.00

          Ceramic Tile

Engineer, Laborers

$15,120.00

          Installation of Hardwood Floor

Engineer, Laborers

$4,032.00

          Sand, Stain, Seal Hardwood

Engineer, Laborers

$5,040.00

          Final Coat Hardwood

Engineer, Laborers

$2,016.00

      Paint

 

$37,680.00

          Preparation of Drywall for Prime Coat

Engineer, Whitewashers

$2,176.00

          Prime Paint Drywall

Engineer, Whitewashers

$2,176.00

          Prep Trim for Prime Coat

Engineer, Whitewashers

$2,176.00

          Prime Trim

Engineer, Whitewashers

$2,176.00

          Finish Coat Trim

Engineer, Whitewashers

$10,880.00

          Finish Coat Drywall

Engineer, Whitewashers

$15,232.00

          Caulk Exterior Windows & Doors

Engineer, Whitewashers

$1,088.00

          Finish Coat Exterior Trim & Siding

Engineer, Whitewashers

$1,088.00

         Draw #7 (Roof)

Engineer

$688.00

      Interior Trim

 

$29,328.00

          Interior Trim Delivery

Engineer, Carpenters

$1,128.00

          Installing Interior Doors

Engineer, Carpenters

$5,640.00

          Installing Interior Trim

Engineer, Carpenters

$16,920.00

          Installing Cabinetry

Engineer, Carpenters

$5,640.00

      Plumbing Trim

 

$6,528.00

          Set Fixtures

Engineer, Plumbers

$4,352.00

          Connect Appliances

Engineer, Plumbers

$1,088.00

          County Final Plumbing Inspection

Engineer, Plumbers

$1,088.00

      Exterior Landscaping

 

$32,256.00

          Rough Final Grade

Engineer, Laborers

$1,008.00

          Patios

Engineer, Laborers

$7,056.00

          Porches

Engineer, Laborers

$5,040.00

          Sidewalks

Engineer, Laborers

$7,056.00

          Decks

Engineer, Laborers

$7,056.00

          Driveways

Engineer, Laborers

$2,016.00

          Final Grade and Seed

Engineer, Laborers

$3,024.00

      Electrical Final Trim

 

$4,352.00

          Switch & Plug

Engineer, Electricians

$2,176.00

          Installing Fixtures

Engineer, Electricians

$1,088.00

          Connect Appliances

Engineer, Electricians

$1,088.00

      Use & Occupancy Certificate

Project Manager

$8,000.00

      First Walk-thru

Project Manager

$8,000.00

      Final set

 

$5,312.00

          Trim and Adjust Doors

Engineer, Carpenters

$4,512.00

          Paint Touch-up

Whitewashers

$800.00

      Cleaning

 

$5,504.00

         Ground

Engineer

$2,064.00

          Rough Clean

Engineer

$2,064.00

          Final Clean

Engineer

$1,376.00

      Final Walk-through

 

$0.00


Work Breakdown Structure


Resource utilization

 


Risk Management Plan

The exclusive risk management plan has been designed specially to serve as the live document that is to be updated throughout the life cycle of the project. It is going to serve as a reference during the event that threats or risks to the project arise and provide a framework for reporting and managing such issues. It is going to provide an insight in the risks, which have been recognized by the Project Team and segregate them on the basis of the probability and the severity. The identified risks are logged into the risk register and an assigned team member who's responsible and capable of handling the risk, as well as the mitigation strategies required while dealing with risks. It is essential that the risks or the threats to the project be immediately communicated to the Project Team for a review. Once this Project Team finishes reviewing the risk and refers to it as valid, it shall be added on to the risk register to be managed appropriately. Once the threats cease to exist, or is appropriately mitigated, the risk can be closed, then removed from the risk register. Project risks and the risk register will be discussed at weekly Project. Team meetings to be arranged ensure identification, control and effective management. On the completion of the project in the Closing Phase, the Project Manager will analyze each risk from the project and the risk management process used. This will provide insight into any improvements that could have been made and increase the knowledge of dealing with risks. This will form part of the ‘lessons learned’ knowledge base.

Risk register

Category

Risk/Responsibility

Potential Causes

Potential Responses

Severity

Meeting Agreement

Budget Overrun (CFO)

- Project scope creep

- Rise in prices of materials

- Marking of obstacles lacking in planning

- Weekly meeting with Project teams which will include budget reviews done at the completion of each life cycle of the project

- Budget risk minimized by planning contingencies

- Maintenance of schedule by increase in night work

- Project plan compromise

Extreme (16)

 

Schedule Overrun (PM)

-Poorly Managed schedules

-Work Packages poorly defined

-Project Planned in Phases

-Identification of Weekly Project Team who can identify risks in present and predictions of future risks

-Compromise in other areas of the project

Extreme (20)

Customer Success

Failure to Meet Customer’s needs (PM)

-Failure to meet deadlines

-Increase work hours by increasing work at night

-Meeting stakeholders and customers to discuss risks, plans, mitigation activities, responsibilities and roles

High (12)

 

Failure to Satisfy Customer Expectations (PM)

-Visions misinterpretation

-Designs not up to mark

-Consultations on various developments and changes

-Clients to be included in daily progress with reviews and meeting

-Actively engaging clients in process and daily review sessions with them

High (9)

Health and Safety

Risks to health and safety of the workers, employees who are terminal and/or the public (PD)

-Hazards of the workplace and safety standards of the rides not properly identified

-Consultation with field experts

-Maintenance of open line of communication between the key stakeholders

-Site safety tested

-Site Safety discussed with contractors on a monthly basis

Moderate (6)

Stakeholder Management

Materials and supplies delayed/not available causing threat to schedule (HC)

-Poor line of communication between stakeholders and suppliers

-Maintaining proper line of communication between main suppliers

-Register set up for supply orders and identification of delivery dates

-Ensuring suppliers are able to meet responsibilities before making arrangements

Using of alternative products

-Late arrivals to be accommodated by increase in night work or day time labour forces

Extreme (12)

 

 

Quality Management Plan

The standard set out for the Quality Baseline is meant to be mandatory met, or exceeded for this stadium project ought to be deemed an acceptable quality and success. Quality testing has been carried on throughout a project and upon the completion of the project execution prior to handing over to clients. Quality shall be measured by the Six Sigma themed approach by using the DMAIC methodology. The quality assurance (QA) shall be performed for auditing the effectiveness of the quality measured in assessing the project quality and monitoring the process of improvement using DMAIC model. The quality control has to be performed for monitoring and recording the information gained from quality assessments for assessing the performance and improving wherever necessary. The outputs of the quality control include preventative or other corrective actions, defect repaired or validated deliverable.

DMAIC Phase

Project Quality Tool

Description

Define

Charter

Initial agreement of project highly critical, expectations and identification of resources to be set for need of project initiation

 

Stakeholder Analysis

Prioritizing and identifying stakeholders who are involved in the project

 

Plan of Communication

Development of Project Communication framework, informing all stakeholders of the project progress

 

Client Voice

Listening and implementation of client wishes in the project

 

Supplier-Input-Process-Output-Customer (SIPOC)

Learning of framework for customer desires and assistance with scope of the project

Measure

Critical to Quality

Identification of the qualities of the processes that are critical to the client and ensuring satisfaction of client

 

Metrics (Operational Definition)

Defining how data is collected and how it measures performance

 

Process Map (Flow Chart)

Sequenced activities for project that shows timings, points of pain, bottlenecks and responsibilities

 

Data Collection Plan (Define Measures)

What to measure is defined and where it is to be recorded

Analyse

Histogram

Bar diagrams showing various process, their mean, variance, shape and spread

 

Pareto Chart

Key problems shown with a Vertical Bar Chart

 

Root Cause Analysis

Identification techniques for underlying causes of problems so as to provide proper solutions

 

Failure Mode and Effect Analysis (FEMA)

Assistance to understand the critical causes of failures with the help of risk priority, abatement suggestions and reprioritizing accordingly.

Improve

Brainstorming

Collaboration done with project teams on causes and solutions of problems and finding improvement

 

Diagram of Cause and Effect

Exploration of the different causes of various problems

 

Pilot

Potential project problem solutions are tested on small scale experiments

Control

Control Chart

Assistance in understanding of variations that happen over time

 

Dashboards

Applied to compare present performance against past performances before changes were made

 

Lessons Learned

Knowledge gained from sharing experiences among peers. Documentation of improvement in strategies and best rehearsal for upcoming projects

All Phases

Project Review

Analysis of project process and ensuring the project completion is done on time and budget

 

Change Management

 Systematic approach to conquer resistance to changes.


Change management plan

Change requests all through the project are to be directed to the project management team through the medium of a change request form. Change requests can be put forth by any stakeholder or team member and ought to include a description of the change proposed, in detail. Change requests are to be submitted for the changes that relate to the project, which includes budgeting, scope, the schedule or the resources.

The change control process steps include:

1. Recognize the need to change

2. Submit a request to change to the Project Management Team to review sooner

3. The Project Management Team is going to log this change request to the Change Control Register and assess the request of change for assessing risks and effects on the budget

4. Scope and schedule:

5. The Project Management Team works on submitting a requested change

6. Control Board for review.

7. The Change Control Board will discuss the proposed change and make a decision on the fact that whether the change is to approve or disapprove.

8. The change requests, which have been approved, are to be implemented by the Project Manager.

 

 

Health and Safety Plan

Structure and the major Responsibilities

The various obligations of the management team who are responsible for the daily activities of the project site like the manager of the site, foreman of the site and the health and safety inspector can be found in the company’s health and safety policy which is a part of the health and safety folder at the office of the site.

Health and Safety goals for the project as per standard area-

  • The project is required to be completed without any major injuries or accidents of the workers
  • All workers are directed to attend the required toolbox talks, which will be monitored and recorded.

Arrangements to be carried out

Regular communication between the architect, clients and the principal contractors, which are to be achieved with the help of meetings in progress that include a health and safety issue to be addressed on the agenda. (Expected number of meetings is and held during the duration of the project). The procedures and discussions that take place during these meetings are to be recorded and distributed to all parties that are interested who will further discuss the actions and decisions within their own organizations. When it is required, arrangements for communications in English with workers who speak English as a secondary language will be made. These arrangements are discussed in detail with the company’s Health and Safety Policy document, which is located at the site office. If it is required, then the foreman or the supervisor of the site will directly confer with the subcontractors, suppliers, and manager of the site, the local and public schools, which include the neighborhood schools.

Guidance For The Small Scale/Smaller Sized Contractors

1. Consultation with the workforce – Encouragement to employees and sub-contractors are to be made so that they raise the daily health and safety issues and the concerns that they might face with the foreman of the site, during toolbox talks. The Safety Data Information Sheets or SDIS will be made available to any and all employees and sub-contractors who might want to view them.
 
2. Managing the design changes that occur during the phase of the construction –If any critical design changes take place during the course of construction than might lead to additional and significant risks, it should be consulted between the manager of the site and the client, architects and the CDM coordinators. These discussions should happen during the progress meetings.
 
3. Subcontractor management and selection – The selection and governing of the sub-contractor of the project work will be referred within the company’s Health and Safety Policy document which is located at the site office.
 
4. Information exchange regarding health and safety between the sub-contractors – The manager of the site is to communicate all safety and health information to the sub-contractors during the progress meetings. The sub-contractor has the power to raise any form of health and safety issue with the manager of the site at any time.
 
5. Site security and access arrangements – Full implementation of the security of the site will be identified during the Site Security Risk Assessment.
 
6. Site induction- All those who have been working on the site shall be briefed on the onset of the induction stage due to the risks associated with this site and the relevant information can be sought from Appendix A. The site foreman is going to keep a check for further evidence of competence as personnel reach the site, which might include the training records. Visitors are going to be provided with a brief site induction – they’ll be accompanied always. The risk assessment of young individuals will be carried out during this stage for all the personnel under the age of 18 years and this is going to be held in the health and safety section of the company located at the site office.
 
7. On-site training - Whenever appropriate, on-the-job-training shall be offered under thorough supervision of a competent individual. Details of the training are to be recorded to be held in the health and safety section of the company in the site office.

Welfare facilities and first aid arrangements

Welfare facilities like that of canteen facilities, site office and a toilet attached to a foul sewer can also be found on the site within the compound. The welfare facilities that are provided include hot running water, heating facilities include heating food. During induction, all subcontractors, employees and visitors are repeatedly made aware of the presence of these welfare facilities and that of the canteen. The presence of an assigned person or first aider, along with fully stocked first aid kit can be easily located within the site office. Furthermore, a mobile phone will be available on site to summon an ambulance whenever needed. Details of local hospitals located nearby are stored in the site office too.

Conclusion and Recommendations

The project has been developed on the basis of best practices of project management. The multi-use stadium construction will be done in phases. During the preliminary stages, the detailed project has been prepared which includes communication management plan, risk management plan, etc. The project had also considered the role of resources who were involved in the project.  Their roles and responsibilities were clearly defined. The success of the project will also be majorly dependent on the diligence and output of all the resources involved. The project will be completed in 5 years duration and will follow all measures of quality management.

 

References

Gulla, J. (2012, Feb). Seven Reasons IT Projects Fail. Retrieved from https://www.ibmsystemsmag.com: https://www.ibmsystemsmag.com/power/Systems-Management/Workload-Management/project_pitfalls/?page=2

Organizing for Project Management. (n.d.). Retrieved from https://pmbook.ce.cmu.edu: https://pmbook.ce.cmu.edu/02_Organizing_for_Project_Management.html

Duncan, W.R. (n.d) A guide to Project Management Body of Knowledge, Available: https://www.unipi.gr/akad_tmhm/biom_dioik_tech/files/pmbok.pdf.

Hamilton, G. (n.d.). Risk management and project management go hand in hand. Retrieved from https://www.cio.com.au: https://www.cio.com.au/article/385084/risk_management_project_management_go_hand_hand/

HubPages. (n.d.). Project Management Time & Cost Estimation Techniques: An Overview. Retrieved from https://hubpages.com: https://hubpages.com/hub/Project-Management-Time-Cost-Estimation-Techniques-An-Overview

PMI. (2010). A guide to the project management body of knowledge (PMBOK® guide). USA.

Schwalbe, K. (2013). INFORMATION TECHNOLOGY PROJECT MANAGEMENT.

Burgenson, A.L. Risk Assessment and Management, [Online], Available:   HYPERLINK "https://www.asq509.org/ht/a/GetDocumentAction/id/26024"   https://www.asq509.org/ht/a/GetDocumentAction/id/26024 .

Institue, P. M., 2012. A guide to the project management body of knowledge (PMBOK® guide). 4th Ed.

Lisa Dorian, C., 2011. Risk Management: Understanding Risk Mitigation. [Online]
Available at: https://www.ica.bc.ca/ii/ii.php?catid=17

Minnesota, U., 2011. Work Breakdown Structure and Gantt Chart. [Online]
Available at: https://www.me.umn.edu/courses/me4054/assignments/wbsgantt.html

Omidvar, H. (2008) Project Budget & cost management, [Online], Available:   HYPERLINK "https://www.montgomerycountymd.gov/OMB/Resources/Files/omb/pdfs/costestimation/presentation1.pdf"   https://www.montgomerycountymd.gov/OMB/Resources/Files/omb/pdfs/costestimation/presentation1.pdf .

Pincemaille, C., 2008. Prince 2: a methodology of project management. [Online]
Available at: https://www.pincemaille.net/rsc/swEng_PrincePaper.pdf

Umich.edu (2002) ME450: Gantt Chart Handout, [Online], Available:   HYPERLINK "https://www-personal.umich.edu/~bobden/me450_gantt_chart_handout.pdf"   https://www-personal.umich.edu/~bobden/me450_gantt_chart_handout.pdf

Vilarinho, S. V.-R., 2012. Risk Management Model In ITIL. [Online] Available at: https://dspace.ist.utl.pt/bitstream/2295/1108942/1/Dissertacao.pdf

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