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Project Timeline

Company X is one of the biggest car retail organizations in the UK. Currently, these organizations shut there three showrooms and wanted to construct one supersite showroom in Manchester. The plan to get the one supersite showroom up and running has been presented to the report writer as an outside project manager as an autonomous party to get the inside team working together to effectively open the supersite showcasing over 128 sales workforce 4000 cars and 42 executives. In this report, the writer discusses the fundamental project implementation approach and the project monitoring and controlling strategy.

 project timeline

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 - Project WBS

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Network Diagram

Image: - Network Diagram

Created by author

Task Name

Cost

Breakup

Interior

66,400.00 €

   Install fixtures and fittings

9,000.00 €

3000*3

   Connect utilities

6,000.00 €

3000*2

   Plan space use

15,000.00 €

(3000+1000+3500)*2

   Design interior décor

14,000.00 €

3500*4

   Plan and install lighting

6,000.00 €

3000*2

   Decide upon showroom layout, sales staff location, car display and services areas

7,400.00 €

(1500+1200+1000)*2

   Plan layout of management offices

3,000.00 €

3000*1

Exterior

24,900.00 €

   Render exterior brickwork

6,000.00 €

3000*2

   Plan location and installation of CCTV

9,000.00 €

(3000+1500)*2

   Install signage and floodlights

3,000.00 €

3000*1

   Plan car stock display

3,900.00 €

(1500+(1200*2))*1

   Mark floor layout

3,000.00 €

3000*1

Contents

10,700.00 €

   Order cars from group stock and schedule delivery

2,700.00 €

(1500+1200)*1

   Order IT equipment and installation

6,000.00 €

(3000+3000)*1

   Order furniture and setup

2,000.00 €

1000*2

Other

16,500.00 €

   Plan and conduct marketing campaign

7,800.00 €

(2*1200+1500)*2

   Set grand opening date

5,700.00 €

(3000+1500+1200)*1

   Introduce staff to new showroom and utilizing services and equipment

3,000.00 €

3000*1

Total

112,500€

In this section, I describe the basic project management approach, which can help identify the success factor of the whole project. Applying effective project management ethics outline the method improved to executing the project seeing a complete plan counting all suitable tasks, resources and schedules with supporting documents (Kabirifar et al. 2020). I must consider project change issues and control plans to confirm the project runs efficiently and has the suitable chance of fulfilling the purposes. 

This project is based on a showroom construction plan, so I must create a suitable construction management plan to finish the entire plan. By adopting the viewpoint of Company X, I can concentrate their consideration on the complete procedure of project management for built services rather than the chronological roles of several specialists such as designers, engineering designers, architects, constructors, material suppliers, fabricators, financial forecasters and others. To be certain, each field has made significant advances in evolving new methods and tools to effectively implement showroom construction plans. Conversely, it is through accepting the whole process of project controlling that these authorities can reply more efficiently to the owner's needs for their service area, in marketing their subjects, and in enlightening the efficiency and feature of their effort.

The business shareholders include its Germany based business Harper and a UK based franchise authority Jennings. The two shareholders have delivered £250,000 to help arrange the showroom as an outcome of Company X struggling to increase the funds due to damages in Bradford and Halifax site closures. The resources will help fund the plan but are predictable to be repaid once the site is producing revenue. At the initial phase of strategic development for a Capital X showroom construction project, the business authority frequently seeks the facilities of economic planning advisors such as certified accounting authorities to estimate the financial and economic feasibility of the constructed facility, mainly concerning several requirements of state, federal and local tax regulations which may mark the investment choice. Investment groups may also be referred to several options for backing the capability to examine their long-term properties on the economic health of Company X.

Work Breakdown Structure

I needs to finalize the proper architectural design plan essential for this construction project. Usually, Company X engages an architectural firm as a technical advisor in evolving a primary design (Chatterjee et al. 2018). After the financing arrangements and engineering design for the project are finished, the owner will enter into a building contract with an overall contractor over competitive bidding or intervention. The general contractor will perform as a coordinator and constructor of many subcontractors who accomplish various specialisms for the close of the plan. I complete the outline and may also deliver onsite quality reviews throughout showroom construction. Thus, the architectural performs as the key professional on behalf of the vendor and controls the construction to protect acceptable outcomes.

As a fact, Company X will place a noticeable qualification of accountabilities on any architectural drawings they may evaluate, and they will frequently regard their administrations in the areas as observers as an alternative of inspectors. Thus, the construction firm and the general supplier on a project frequently become rivals looking after their individual competing benefits (Hall et al. 2020). As an outcome, even the constructability of certain engineering plans may become a concern of struggle. To carry this defensive method to the extreme, the technical requirements arranged by an A/E business for the general worker often keep my attention at the interest expenses of the contractor and owner.

Company X usually tries to change the threats to other authorities when arriving into contractual settlements to the degree possible. Conversely, such an act is not without budget or threat. For instance, a contractor allocated the threats may either inquire for a higher agreement price to compensate for the higher possibilities or end up in non-performance or insolvency as an act of distraction. Such significances can be evaded if the vendor is realistic in risk distribution. When threats are allocated to diverse parties, the owner must recognize the consequences and spell them out visibly (Lotfi et al. 2022). Occasionally there are constitutional boundaries on the distribution of liabilities among several groups, such as prevention against the distribution of design negligence to the supplier. Company X must understand its greater power in negotiating and hence the accountabilities related with this power in creating contractual arrangements.

In the project life cycle, the most powerful aspects affecting the project's consequence frequently exist in the early phases. At this point, decisions must be based on capable economic estimation with a due reflection for adequate funding, the widespread social and controlling environment, and scientific thoughts (Zuo et al. 2018). The engineers and architect might specify in planning, in Company X construction field management, or process, but as my standpoint, it must have a certain familiarity with all such features to recognize their role correctly and be able to create competent choices.

Network Chart

Choosing a design expert typically starts with an in-person consultation, which can receipt some weeks depending on how many businesses they are interviewing. This is the business opportunity to recognize the facilities that every firm offers and make certain they match what Company X is expecting. It's similarly critical that you have a financial plan for the plan in mind that the I undoubtedly communicate to the partners they hire, so the design can support what Company X is planning to spend.

After the initial documentation, I must create a design plan that is a key factor for this project. The strategies are named schematic strategies; they typically connect an irregular arrangement of the floor strategy and certain simple understandings of the home exterior if there is an addition (Wuni and Shen 2020). It spends huge time for the architectural expert to work these out, and then typically another week or two for Company X to reflect on them and make choices. 

Suppliers of Company X are frequently asked to guess the graphic plan as part of the discussion process. It may receipt some times to arrange the interviews and usually at least two to three weeks after discussions to accept the estimations (Owusu et al. 2019). It could total receipts four to six weeks to interview applicants and receive evaluations. After that, I may need to call locations, visit job sites or do supplementary research before choosing the supplier the business will hire.

When the technical idea is submitted for permits and resource selections are made, the Company X contractor will be capable of completing the pricing of a construction contract. If the nominated resources cost more than the budget permits, there may be a round of "value trade," which denotes changing work possibilities or materials to decrease cost (Gao et al. 2020). By the time the agreement is signed, the company X supplier will recognize the longer-lead objects (like cabinets, doors, windows, tile and electrical and plumbing fixtures) and may even require them on order before the initiation of construction, based on the project timing.

In this section, I describe the project contingency planning and develop the project organizing planning in Company X's new office construction plan. It has an exact set of aims and constraints, such as a mandatory time frame for the conclusion. While the applicable technology, construction arrangements or procedures will differ, the administration of such plans has much in common with the organization of similar categories of projects in other fields or technology areas such as pharmaceutical, aerospace, and energy expansions.

Project Cost Estimation

To increase time, I am willing to forego comprehensive development and feasibility learning to continue on a plan with an inadequate description of the project possibility (Rotimi et al. 2022). Consistently, subsequent variations in project scope will upturn Company X project charges; conversely, revenues derived from earlier facility processes frequently validate the increase in building charges. Usually, suppose the possessor can originate practical profits from the process of a finished facility. In that case, the project has measured a success even if building costs far exceed the approximation based on an insufficient scope explanation. This approach may be accredited largely to the indecisions inherent in Company X building projects. It is tough to claim that revenues might be even higher if building costs could be compact without growing the project.

  • I could be scheduling the business and also evaluate the platform level. I am also aligned with the magnitude of the project's risks answerable for addressing. 
  • I allocate every risk a likelihood and severity—I recommend using a medium, high, and low. 
  • Once I have allocated a severity and probability to each risk, it's up to project stakeholders to choose which threats are most vital to address.

Socio-economic risk factor: -

The environmental protection program has paid to the uncertainty for Company X building because of the inability to know what will be compulsory and how long it will take to find approval from the controlling agencies. The requirements of sustained re-evaluation of difficulties and the lack of decisive standards have also caused added charges.

Public safety issues are one of the huge prone in company x construction projects. Public safety guidelines have comparable effects, most visible in the energy field (Wang 2021). The condition has formed continually shifting strategies for constructors, engineers and owners as plans move through the phases of scheduling to construction.

Economic circumstances of the past era have further reinforced the environment of indecision with a high rise and interest charges. The regulation of economic foundations has also made unanticipated difficulties related to the financing of Company X construction.

  • Company X is keenly involved in accomplishing some form of innovation that will lessen the costs of plans and mitigate or disregard lengthy interruptions. Usually, they occur when the right circumstances exist, such as when an invention is allowed or a basis for motivation or return. Conversely, there is a long technique before a true organization of all parties involved can be fictitious.
  • Throughout periods of financial expansion, key capital expenses are made and bid up the cost of building. To control budgets, some vendors attempt to apply fixed price agreements so that the threats of unforeseen possibilities related to an inflamed budget are passed on to suppliers. However, I will increase their prices to reimburse for the supplementary risks.
  • The risks connected to organizational relations may be needless but are quite definite. Strained contacts may progress between me and company x involved in the plan/construct procedure. When difficulties occur, negotiations frequently centre on accountabilities rather than project requirements at a time when the effort should be on resolving the problems. Collaboration and interaction between the shareholders are disheartened for fear of the possessions of the imminent lawsuit (Juraboevich et al.2021). This obstacle to communication consequences from the ill-conceived view are resulting from technical difficulties can be removed by appropriate agreement terms.

Technological issues: -

Design errors: -

The risks connected to technological difficulties are related to the design/build professions, which have a certain degree of control over this group. Conversely, the scientific threat has improved in many examples because of rapid developments in new skills that present new difficulties to inventors and constructors. Certain design expectations that have functioned the businesses well in the previous may become outdated in dealing with new categories of services that may have huge difficulty, scale, or both.

Site circumstances, specifically subsurface circumstances which always present a certain degree of indecision, can generate an even better degree of uncertainty for services with heretofore unidentified features during the process (Sogaxa et al. 2021). Because company x's construction processes may not have been fully expected, the plan may have to be improved after the building has begun. An instance of facilities that have met such indecision is the power plant, and many vendors, designers and workers have suffered for undertaking such developments. If each of the difficulties cited above can cause indecision, the arrangement of such difficulties is frequently regarded by all shareholders as being out of control and integrally risky. Thus, the concern of accountability has taken on key scopes and has influenced the performances of engineers and builders, who have influenced the possessors' activities.

Project Approach and Strategy

I have initiated to recognize the difficulties of risks and am looking to identify some of these difficulties. For instance, I am turning to Company X, which offers complete competencies in design, planning, and building and tends to evade breaking the plan into major mechanisms undertaken separately by specialty contributors. Proper harmonization during the project length and good administrative communication can evade delays and costs caused by the disintegration of facilities, even though the mechanisms from various facilities are ultimately integrated. The condition becomes more problematic with the propagation of regulatory supplies and resulting interruptions in planning and construction while anticipating support from government executives who do not contribute to the project's threats.

The impact assessment delivers local planning experts with better evidence permitting them to make more well-versed decisions about whether authorization should be approved and to permit the imposition of more suitable conditions and responsibilities to mitigate probable negative effects. The general outworking may ask several subcontractors to quote charges for the subcontracts before submitting its proposition to the owner. Conversely, the subcontractors frequently force the appealing general supplier to use them on the plan. Bid contracts were mentioned when the general agreement approaches were applied to search for lesser priced subcontracts in the twinning agreement. Bid peddling mentions the activities of subcontractors who offer lesser priced mandates to the overall winning subcontractors to dislodge the subcontractors who originally quoted prices to the general supplier before its proposal submittal. In this project, I have completed the impact assessment, which can help to avoid the expected project risks.

Human resource management in Company X projects has its share of unique contests. Executing, keeping track of, and applying human resources strategies can occasionally be more complex than other businesses (Egwunatum et al. 2021). In this article, I am discussing the vital responsibilities of HR in company X, and I will explain effective HR plans for construction businesses that can help the business overcome common HR concerns and gain a viable advantage.

  • The HR ensure that workers are properly qualified and licensed to execute the required jobs, use the compulsory equipment, and fulfill any exceptional requirements of their Company X projects.
  • HR can progress incentives to keep them functioning until the plan is completed and help them want to stop with the business plans.
  • HR authorities must stay updated on the myriad security regulations used in the construction business and keep their business in compliance.

In this project, I am also responsible for creating effective client management. In this client, management can help create good relationships with all project involved parties.

  • I work well in the area and interconnect flawlessly with the back office, and cooperate across the Company X has the best prospect for development. Today's combined cloud-based construction controlling software stages, mobile construction applications, and business intelligence explanations assist contractors in working smarter and more professionally.
  • Present contractors have the advanced tools at their discarding to bring everybody involved in a plan together to see applicable records in real-time, deliver simple methods to update evidence for everybody at once and systematize workflows and communication. Accomplishing that level of association can influence a client.
  • The actual updating of each facet of a plan not only delivers more data to everybody connected in the job to keep it on period and the financial plan, but the transparency — and capability for people to interconnect openly in the software — deals regular informs, development reports and present to permit a client to feel confident and involved.
  • I (project manager) am the most vital person for the achievement or disaster of this project. I am also answerable for planning, establishing and controlling the plan. In turn, I also accept authority from the controlling of the business to mobilize the essential properties to finish a plan.
  • The supplier may even accept the accountability of functioning the plan if the owner so needs. For a turnkey process to succeed, the possessor must be capable of delivering a set of unambiguous performance provisions to the worker and must have whole assurance in the ability of the supplier to carry out the job.

The project monitoring and controlling permit the project group to accomplish more detail development guides the project team's work throughout execution and delivers the standard for estimating whether requests for changes or supplementary work are controlled within or outside The limitations of the project. This detailed idea needs to be modernized weekly or monthly, or regularly. Deviations must be initially linked to the standard schedule to link the timetable with its reference, and then nonconformities are to be linked to the master strategy to know its result in the other stages of the project.

Financial Planning

Company X usually tries to change the threats to other authorities when arriving into contractual settlements to the degree possible (Keenan and Rostami 2021). Conversely, such an act is not without budget or threat. For instance, a contractor allocated the threats may either inquire for a higher agreement price to compensate for the higher possibilities or end up in non-performance or insolvency as an act of distraction. Observing the project development is another key procedure in project achievement. Good monitoring structure can authenticate the presentation of the project and resolve any concerns faced to track the planned timetable. This can similarly back to the quality and budget management of the plan. Project controls structures are recognized throughout project Front-End Planning. I am then executed and monitored during the life of the plan, during Plan, Procurement, building, and Startup.

  • I have to recognize the key parts in the project life-cycle that wants constant attention. After recognizing the key parts, project leads must arrange the aims and requirements to be accomplished (Zhang et al. 2021). I must also note that they cannot promise to a mark that is problematic to attain. I have to set marks, which the team associates can accomplish. Project executives must also note the properties that are presented to them.
  • I have to confirm that these conferences take place at steady time intervals. I will also have a strong picture of the project development and similarly help them recognise the difficulties that might hinder the progress or promptness of the production procedure and provide them time to plan consequently.
  • I have to plot a report management appliance that successfully passes the evidence among the team associates, top tier administration, and other individuals connected to the project procedure. This is vital because I get responses and recommendations from the top-level supervision teams, providing him with better concepts for the project observing process.

Stakeholder

Roles

Probability

Impact

Project manager

The project manager is the head on the construction location. The project executive is answerable for receiving the right persons to grip all the tasks for a particular project.

Medium

High

Resource manager

Assigning people to plans based on their helps, previous involvement, accessibility, or project financial plan (Coronel et al. 2021). The resource manager wants to ensure that Company X resources have sufficient capacity to bring up upcoming plans.

High

Medium

Technical designers

They involve making or modifying plans for construction developments, positioning for, or initiating, others.

Medium

Medium

Sponsors

They are answerable for achieving a project and delivering necessary leadership and properties to the project team and executive.

Low

Medium

 Conclusion

Company X is one of the biggest car retail organizations in the UK. Currently, these organizations shut there three showrooms and wanted to construct one supersite showroom in Manchester. Company X will place a noticeable qualification of accountabilities on any architectural drawings they may evaluate, and they will frequently regard their administrations in the areas as observers as an alternative of inspectors. By adopting the viewpoint of Company X, I can concentrate their consideration on the complete procedure of project management for built services rather than the chronological roles of several specialists such as designers, engineering designers, architects, constructors, material suppliers, fabricators, financial forecasters and others.

References

Chatterjee, K., Zavadskas, E. K., Tamošaitien?, J., Adhikary, K., & Kar, S. (2018). A hybrid MCDM technique for risk management in construction projects. Symmetry, 10(2), 46.

Coronel, C.J.A., Evarola, R.M., Malonzo, A.S., De Lara, R.J.L. and Manzon, R.D.S., 2021. Total Quality Management Processes: An Assessment on the Performance of Construction Firms in Pampanga, Philippines. International Journal of Progressive Research in Science and Engineering, 2(5), pp.66-78.

Egwunatum, S.I., Anumudu, A.C., Eze, E.C. and Awodele, I.A., 2021. Total quality management (TQM) implementation in the Nigerian construction industry. Engineering, Construction and Architectural Management.

Gao, Z., Aslam, M. and Smith, G., 2020. Strategies to Increase the Adoption Rate of Lean Construction. EPiC Series in Built Environment, 1, pp.364-372.

Hall, D.M., Whyte, J.K. and Lessing, J., 2020. Mirror-breaking strategies to enable digital manufacturing in Silicon Valley construction firms: a comparative case study. Construction management and economics, 38(4), pp.322-339.

Juraboevich, B.N., 2021. Products in Manufacturing Enterprises the Essence of Quality Management. International Journal of Development and Public Policy, 1(5), pp.117-118.

Kabirifar, K., Mojtahedi, M., Wang, C. and Tam, V.W., 2020. Construction and demolition waste management contributing factors coupled with reduce, reuse, and recycle strategies for effective waste management: A review. Journal of Cleaner Production, 263, p.121265.

Keenan, M. and Rostami, A., 2021. The impact of quality management systems on construction performance in the North West of England. International Journal of Construction Management, 21(9), pp.871-883.

Lotfi, R., Yadegari, Z., Hosseini, S.H., Khameneh, A.H., Tirkolaee, E.B. and Weber, G.W., 2022. A robust time-cost-quality-energy-environment trade-off with resource-constrained in project management: A case study for a bridge construction project. Journal of industrial & management optimization, 18(1), p.375.

Owusu, E.K., Chan, A.P. and Shan, M., 2019. Causal factors of corruption in construction project management: An overview. Science and engineering ethics, 25(1), pp.1-31.

Rotimi, A., 2022. Assessment of Quality Management Practices in Construction Firms in Nigeria. ATBU Journal of Science, Technology and Education, 10(1), pp.27-38.

Sogaxa, A., Simpeh, E. and Fapohunda, J., 2021, February. Effective quality management strategies for enhancing the success rate of indigenous construction SMEs in construction project delivery. In IOP Conference Series: Earth and Environmental Science (Vol. 654, No. 1, p. 012018). IOP Publishing.

Wang, Y., 2021, August. How to Manage Landscape Engineering Project. In The Sixth International Conference on Information Management and Technology (pp. 1-4).

Wuni, I.Y. and Shen, G.Q., 2020. Barriers to the adoption of modular integrated construction: Systematic review and meta-analysis, integrated conceptual framework, and strategies. Journal of Cleaner Production, 249, p.119347.

Zhang, Q. and Lu, Y., 2021, May. Project Quality Management Development and Process Approach Theory Research Overview. In 6th International Conference on Education Reform and Modern Management (ERMM 2021) (pp. 481-485). Atlantis Press.

Zuo, J., Zhao, X., Nguyen, Q.B.M., Ma, T. and Gao, S., 2018. Soft skills of construction project management professionals and project success factors: A structural equation model. Engineering, Construction and Architectural Management.

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