Project Management

Project Management

Jamie Ward x10373595 Brendan Lynch x10368869 Richard Boyle x10395793 Matthew Ward x 10359973

Table of ContentsScope statement P2Project Structure, Roles & Responsibilities...P3Recommendations.P4Work Breakdown Structure .P5Activity List .....P6Timeline of Events....P7Critical Path Analysis ..P8Budget..P9Risk Identification ...P12Risk Severity MatrixP15Risk MitigationP16 Risk Register & Change Control ProcessP17Personal Learning Statement...P18Appendices..P19 Milestone Chart..P19 Risk Register...P20 Responsibility Assignment Matrix.P22 Gant Chart..P23BibliographyP24

(i)Scope StatementProject ObjectiveTo purchase and then renovate a Georgian house into four high end apartments and sell them on a timescale of six months within the cost of 700,000 euro.The project will commence on the 8th of October and be completed on the 14th of March.Deliverable Reconstruction work-Internal (insulation) External (Roof, Windows, car park0 Electrical work-Internal (rewiring, fuse boxs, sockets) Plastering- Internal (re-plaster walls) Woodwork- Internal (fit kitchen, floors, doors, wardrobes) Painting - Internal (undercoat, final coat) External (windowsills, pillars, gates) Plumbing- Internal (fit boiler, fit bathroom units) Landscaping- External (garden, car-park)Milestones Permits/planning permission approved- 8th October Gutting of the property- 22nd October Plumbing, electrical and mechanical inspections passed- 4th November Final Inspection- 8th January Ready for public viewing- 16TH January Last apartment sold- 14th March Technical Requirements Must meet local building codes Type 5 alarm systems must be installed in each apartment There must be sufficient escape exits Car park must accommodate 8 medium to large sized cars Doors and windows must comply with NFRC class 40 energy ratings Building must meet seismic stability codesExclusions Fridge, cutlery, tables and chairs not included as kitchen appliances Building work limited to Monday and Friday 7:30am-6:00pm There will be no gates at the entrance to the car park. Curtains and blinds will not be included with the windows Contractor decides when and if he wants to contract out servicesCustomer ReviewWe are funding the project ourselves and all agree that it has our full support to go ahead.Project Management (ii) Outline the overall project plan which should include e.g. key tasks, deliverables and milestones. (10 marks) 581wordsProject Organisational Structure (fig 1.0)Roles Project Manager Project Sponsor Team members.ResponsibilitiesOur team is made up of four members, each of whom have been delegated various roles and responsibilities within the project that can be identified in the matrix below.Matthew is the project sponsor as he is the one supplying the capital for the project. This vested interest in the operation is the driving force behind the motivation of both Matthew and the rest of the employees involved in the operation to succeed. Matthew has an analytical background and is therefore looking after the financial side of this operation. As project sponsor, Matthew is responsible for the horizontal communication between team members. This top down approach will help facilitate constructive conflict within the project. Constructive conflict can be defined as Constructive conflict refers to conflict in which the benefits exceed the costs (chron.com, Meehan L Collette, 2012). Matthew will act as a mediator in the resolving of the conflict which may arise by interpreting and implementing the outcomes within the strategy.

Richard, the project manager, will identify and delegate jobs to each member of the group. Richard was given the role of PM as he has the most experience dealing with projects of this nature and therefor was the best candidate for the position. Before the commencement of the project Richard will outline the jobs that have to be done by analysing the WBS, see figure 1.0. By scrutinizing the strengths and weaknesses of his team, he will proceed to delegate work that will complement them in ways which allow each team member the chance to perform at their best. Richard is responsible for managing risk and most importantly ensuring the project is delivered on time, within both the budget and the scope. However, the safety of the contractors we have working for us is paramount and Richard must ensure the site meets all the relevant health and safety standards set out in the Safety, Health and Welfare at Work (construction) regulations 2013.

Brendan and Jamie are both involved in the project team. Each team member is responsible for ensuring the completion of the tasks they were assigned and must sign off on them upon there completion. Jamie is responsible for the procurement of the materials that were needed whilst Brendan is accountable for the outsourcing of the staff along with the outcomes of their work.Jamie, as well as being involved in the project team, is also taking on the role of project administrator. Jamie will help facilitate the team in every way possible as to ensure the project progresses smoothly and on time. Jamies adept communication skills will aid Matthew, the project sponsor, in resolving any conflict within the project. Recommendations We recommend implementing the roles and responsibilities that we have outlined above as it portrays clearly too each member of the team what must be achieved in order for the project to be a success.

(iii)Work Breakdown Structure (Fig 1.1)Activity List1.1 Apply for planning permission1.1.1 Divide renovation in two departments- internal reconstruction department and external reconstruction department.1.2 Gut entire house1.3 Reconstruction work 1.3.1 External construction1.3.1.1 Construct new roof infrastructure1.3.1.1.1 Insulate roof and weather proof roof1.3.1.1.2 Lay the old roof slaps which were recondition 1.3.1.2 Fit new triple glazed windows1.3.1.3 Prepare car park for landscaping1.3.2 Internal construction1.3.2.1 Construct four separate apartments to meet the design brief1.3.2.1.1 Insulate 1.3.2.1.2 Prepare walls for plastering1.4 Electrical work1.4.1 Re-wire building1.4.2 Supply and fit four separate fuse control units 1.4.3 Provide extra sockets for each apartment 1.5 Plastering1.5.1 Re-plaster walls 1.5.2 Prepare walls for painting1.6 Woodwork1.6.1 Fit kitchen1.6.1.1 Fit kitchen units and counter tops1.6.1.2 Fit kitchen floor1.6.2 Supply and fit floors and skirting boards1.6.3 Supply and fit doors1.6.4 Supply and fit wardrobes1.7 Painting1.7.1 External painting 1.7.1.1 Undercoat1.7.1.2 Final coat1.7.2 Internal painting1.7.2.1 Undercoat1.7.2.2 Final coat1.8 Plumbing 1.8.1 Fit new boiler system1.8.2 Fit and supply bathrooms

Timeline of Events

Task NameDurationStartFinish

Renovation of building126 daysTue 10/09/13Tue 04/03/14

Apply for planning permission4 weeksTue 10/09/13Mon 07/10/13

Planning permission approved1 dayTue 08/10/13Tue 08/10/13

weeksWed 09/10/13Tue 22/10/13

Electrical work2 weeksTue 22/10/13Mon 04/11/13

Plumbing work2 weeksTue 22/10/13Mon 04/11/13

Re-commencement of construction3 weeksMon 04/11/13Fri 22/11/13

External construction of car park and landscaping of gardens2 weeksMon 04/11/13Fri 15/11/13

Plastering 3 weeksFri 22/11/13Thu 12/12/13

Supply and fitting of kitchens1 weekThu 12/12/13Wed 18/12/13

Supply and fitting of bathrooms1 weekFri 13/12/13Thu 19/12/13

Fitting wooden floors and carpets 1 weekTue 17/12/13Mon 23/12/13

Fitting of doors and wardrobes1 weekTue 17/12/13Mon 23/12/13

Painting of the internal and external of the building1 weekMon 03/12/13Fri 03/01/14

Finale fixtures and fittings3 daysFri 03/01/14Mon 06/01/14

Finale inspection1 dayWed 08/01/14Wed 08/01/14

Sale of apartments 2 monthsWed 16/01/14Tue 14/03/14

ActivityDependencyDuration in days

A-28

BA60

CA72

DC21

EC21

FD14

GE30

HG27

IB14

JB27

KI,J10

LK1

MF1

NH1

Critical Path (Fig 1.2)

The critical path analysis indicates the longest possible duration that the renovation can to complete. From our calculations from the above critical path analysis we indicate that the longest completion date of the renovation will be 178 days. This is assumption is formed on the above analysis and the path of A+C+E+G+H+N.

(iv)What is the project likely to cost, is there a budget for example? Students should include a high level summary of the cost breakdown. (10 marks)

Projected Budget for flipping a house*All Figures stated are based in e in Euro

Budget800'000

Purchasing the building550'000

Renovations250'000

800'000

Projected breakdown of capital

Building535'000

Tradesmen for 6 months (N1)74'880

Two Painters for 1 month 6'240

Total616'120

Expenses

PAINT

Interior5700

Total5700

FLOORING

Carpet3000

Laminate wood flooring4000

Floor Tiling6000

Wall Tiling6000

Skirting Boards1900

Architraves1500

Total22'200

ROOFING

Reconditioning of existing roofing slabs40'000

Insulation and fireproofing2'000

Total42'000

Plumbing ex labour

Boilers x4 (N2)4600

Fixtures and Fittings (Radiators, Bathrooms, Showers, Sinks, Toilets, etc.)7600

Total 12'200

Electrical ex labour

Wiring, lighting and sockets6000

Total6'000

Interior Walls

Dry lining and Studding6000

Total 6'000

GARDEN

Landscaping2500

Flowers & trees1000

Car park6000

Total9'500

WINDOWS

Triple glazed windows18'000

Total18'000

DOORS

Front Door & Back Door1500

Apartment Main Doors1600

Apartment Internal Doors1600

Total4'700

HEALTH & SAFETY

Fire Extinguisher x8(N3)240

Smoke Detectors x12(N4)120

Total260

KITCHEN & APPLIANCES

Hob and Oven x4(N5)12'000

Total 12'000

Guttering and Drainage

Gutters and Drains1900

Total 1'900

Security

Cameras x2 (N7)1100

Intercoms950

Alarm systems3700

Electric Gates2900

Integrated post-boxes x 4(N6)400

External Lighting300

Total9350

TOTAL

Available capital for the project800'000

Over expenses 765'730

Capital held in reserve for unforeseen events34'270

WORKINGS FOR ACCOUNTS N1= Labour costs based on a 39 hours week with an hourly rate of 20. N2= One boiler per apartment costing 1150. N3= Each fire extinguisher costing 30. 2 per apartment and one on each floor. N4= Each smoke detector cost 10. Two per apartment and one on each floor. N5= Each hob and oven costing a combined 3000. One per apartment . N6= Each integrated post box costs 100. N7= Each camera costing 550.One at the entrance and one at the front door.

Risk IdentificationThere are a number risk with a project of this nature some have greater impact than others, it is therefore important to analyse the budget, timeframe and activity list to pin point these problems in order to deal with them accordingly. We determined these risks through a brain storming session headed by our team manager Richard but with full participation with our entire team. In this session we identified key threats which we felt need to put through a process in order to determine their severity, responsibility, mitigation, response and finally a change process in order to allow for changes to the project as a whole. We felt it is necessary to categories the risks into a number of key areas in order to provide a full overview of project these include budget, Timeline, health and safety, team issues and potential real estate issues. Failure to keep within 700,000 budget e.g. unforeseen rises in renovation costs down to problems with structure or mold and rises in cost for building materials. Failure to keep within in designated six month timeframe with emphasise on the four months for renovation of the property as this would provide the most negative impact on the project e.g. failure to attain planning permission within projected time limit, delays in contractors completing key work on project such as electrical, plumbing etc. Delays in the arrival of key equipment and building material. Health and safety factors could cause serious problems to the project and may cause delays and stoppages e.g. accidents on site such as falls, failure to attain relevant safety requirements such as local building codes and relevant fire safety codes. Adverse weather condition may also cause severe problem to project as the renovation is taking place throughout the winter high wind, heavy rain and persistent snow may cripple the project. Internal team problems may also be a factor including lack of communication between various members of the team resulting in misunderstanding and conflict within the team. Inexperience and lack of skills may also affect the team dynamic leading to other members taking extra responsibilities which will affect quality of work. Failure to sell property after renovation within specified time may lead to potential financial problems and with only two month to do so this may need to be extended to meet a more realistic timeframe.

After identify these risks we structured them into external and internal risk in order to be able to determine what risks can be control and influenced by the team (internal) and what risks are beyond the teams control and Influence (external). Internal RisksExternal Risks

Budget problems due to unforeseen rise in renovation costs and building material.

Timescale problems due to delay in planning permission.

Lack of communications between team member leading to confusion and delays.Rise in the cost of building materials.

Adverse weather conditions such as high winds, heavy rain and snow.

Accidents on site such as a fall.

Delays in the arrival of key equipment and building.

Delays in contractor completing key tasks such as electrical, plumbing etc.

Failure to sell apartments in specified time.

Risk Severity MatrixFollowing this we proceeded to create a Risk severity matrix in order to highlight the project most important risks and the likelihood of them occurring as shown below. The matrix scale is from 1-5 for impact on the project and probability of occurring during the project. (Fig 1.3)Impact

51A

4

31B1D1F

21C1E 1G

1

012345Probability

1AAccident on siteLow risk

1BPlanning permission DelayMedium risk

1CRise in cost of building materialHigh risk

1DRise in renovation costs

1EBad communications

1FDelay in key tasks being completed

1GDelay in sale of apartment

Risk mitigation After we located our most important risks to the project we came up with a number of mitigating factors which we can set in place to help limit or avoid the severity of these risks.In terms of adverse weather condition risk, bearing in mind the majority of our build will be taking place in the winter we have taken out an insurance policy for the site with all relevant storm damage covered. This will effectively transfer our risk to the insurance company. We are also able to transfer some of our liability to our contractors through expressed contracts which stipulate cancelation of payment if significant delays in key tasks being completed arise this will also include if estimated cost rise above a certain threshold. We were able to estimate a cost buffer of 34,270 from our budget surplus which we can use as a cash reserve to deal with any significant cost related problems which cannot be transferred to a third party e.g. extra real estate cost to deal with let sale of apartments.Certain risks such as accidents on site are an accepted risk in the renovation of a house of this size although we have taken step in avoiding these incidents by complying with all relevant safety legislation and only hiring competent experienced contractor with good safety records.Delays in planning permission are an accepted risk with little in the way of mitigation as are out of the control of mitigation process.

Risk RegisterAfter using the risk severity matrix to highlight the most severe risk to the project we then proceeded to create a risk register. This helps the team allocate responsibility for each risk to a designated team member who can then report to the team if these problems arise and deal with them with proper response accorded to it. Ultimately this team member is responsible for their designated risks. See fig 1.6 in appendices Change control processIn order to deal with changes to the scope which may arise through different risks arising, we have had to use a change control process headed by Richard and Matthew. In order to deal with important change we have set up a change control board which has final say over any changes to the budget or timeframe of the project. Minor changes do not need to go through this process and can be given the green light by Richard the Team manager. A change request report is submitted by a team member wishing to make a significant change to the scope. The change request is check over by Richard the project manager and recorded. The change is the checked over by the project team as a whole. Recommendations are made by the project manager to the change control board. These are either accepted or rejected by the board. If these changes are accepted the scope and relevant parts of the project are updated with the changes. Changes are then implemented.

(Fig 1.4)

Personal learning statementThe overall objective of our project was to purchase a Georgian style house, renovate it into four high end apartments and then sell those apartments all within a six month timeframe. Our team consisted of four members. In our first project meeting we assigned each member of the team a role that they would have for the duration of the project, we choose the team roles with regards to who had the necessary skills to thrive in the roles given. We also broke up the project so each team member was assigned a different task to complete. Looking back over the project we as a team were satisfied with how each other performed and the level of commitment and enthusiasm within the team. Every decision was made on a democratic basis in relation to roles within the project and who was responsible for each part.We as a team learnt a lot from doing this assignment and improved some of our basic skills with regard to working in a team. One of the main things we learnt was the importance of a high level of communication which is needed in order to let the project run smoothly, at the start of the assignment the team were maybe not communicating as well as we could have been which caused problems with team members contradicting each others work. This problem was quickly rectified though and the team got into sync with on another quickly. Delegation was another important aspect of project management, and by doing this project the team learnt how important it is. When we looked at the project we saw the lay out was two, thirty mark questions and four, ten mark questions we decided that we would break the project up that two members of the group would be given one 30 mark question while the other two would be assigned two ten mark questions. This turned out to be a very successful practise of delegation as the two members with one, thirty mark question could concentrate solely on that as it would require more input then the others and the team members with the ten mark questions would be able to finish within the same timescale as less input is required.Overall we happy with the project manager and team performed. We felt he lead the team well and showed a lot of the characteristics that a project co-ordinator should have. If there was ever tension within the group to do with deadlines or what way the project was being done he was always there to act as a mediator, he also made sure everyone knew what time team meetings where being held and everyone knew what was expected of them. The project team developed their skills in relation to things such as dealing with third parties like contractors. The team also learned how to implement gant charts, work and organisational breakdown structures, timelines and activity lists. All of this ensured the project ran on time and was successful.

APPENDICES

EventOCTOBERNOVEMBERDECEMBERJANUARYFEBUARYMARCH

Planning permission approved

Gutting of the property

Plumbing, electrical and mechanical inspection approved

Final inspection approved

Apartments ready for public viewing

Sale of all four apartments

Milestone Chart (Fig 1.5)

Risk Register (Fig 1.6)

Event Root CauseTriggerRisk responsibilityProbabilityImpact Response

Budget problem due unforeseen rise in renovation costs Mould in floorboards. InternalRichardlowmediumUse budget surplus to cover increased costs.

Accident on site. Serious fall.ExternalRichardlowhighStop building on site till all relevant investigation are completed and site is deemed safe

Lack of communication on site leading confusion and delays.Lack of oversight and team meetings.InternalMatthewmediumlowHold emergency team meeting to help get project back on track

Delays in contractors completing key tasks.Delays in plumbing and electrical etc.ExternalBrendanmediummediumGet in contact with contractors in order to ascertain extent of delay. If delay is to long terminate contract and find new contractors.

Delay in attaining planning permission.Industrial action by workers in county councilExternalJamielowmediumWait till planning permission is granted as building cannot begin until then.

Unforeseen rise in the cost of building material.Increased commodity pricesExternalRichardlowlowUse budget surplus to cover increased costs.

Failure to sell apartments in designated time.Fall in property demand.ExternalMatthewhighlowIncrease advertising of property with newspapers and real estate agents.

Responsibility Assignment Matrix (Fig 1.7)Team MembersRichardBrendan Jamie Matthew

Responsibilitys

PMAPR

Financial ManagerSIRA

ReconstructionRSPA

ElectricsRSPA

PlasteringRSPA

WoodworkRSPA

PaintingRSPA

LandscapingRSPA

PlumbingRSPA

Risk ManagementSIPA

P = Participant A = Accountable R = Review required I = input required S = sign off required

Gant Chart (Fig 1.8)

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20 Project Management Assignment