project mgmnt assignment 2.docx

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SOUTHERN CROSS UNIVERSITYSouthern Cross Business School

ASSIGNMENT COVER SHEET

MNG00785 - Project Management

Unit Name: Project Management

Unit Code: MNG00785

Local Tutors name: John Hammond

Assignment No.: 001

Assignment Title: Project charter, Communication plan, WBS

Due date: 30 t April 2014

Date submitted: 30 t April 2014

Declaration:

By including this form as part of the assignment document, it is declared that each member ofthe team has read and understood the Rules Relating to Awards ( Rule 3 Section 18 Academic

Misconduct Including Plagiarism ) as contained in the SCU Policy Library. Each memberunderstands the penalties that apply for plagiarism and agree to be bound by these rules. The

work the team is submitting electronically is entirely the work of members of the team.

Student Name: Team contact (Project Manager) Student ID No.:Prabhjot aulakh 22244576

Names of Team members: Student ID No.:Manpreet kaur 22166654

Naveen 22242279
http://policies.scu.edu.au/view.current.php?id=00140#s18http://policies.scu.edu.au/view.current.php?id=00140#s18http://policies.scu.edu.au/view.current.php?id=00140#s18http://policies.scu.edu.au/view.current.php?id=00140#s18http://policies.scu.edu.au/view.current.php?id=00140#s18http://policies.scu.edu.au/view.current.php?id=00140#s18http://policies.scu.edu.au/view.current.php?id=00140#s18http://policies.scu.edu.au/view.current.php?id=00140#s18


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RACI, Budget, Changemanagement andTeam evaluationHotel Gold Regent NSW

2014

Prabhjot Aulakh

4/30/2014

RACI, Budget,Change managementand Team evaluation Hotel Gold Regent NSW

2014

Prabhjot Aulakh

4/30/2014


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Table of contents

Ser ial No. Contents Page number

1 I ntroduction 3

2 Schedul e 3-4

3 RACI Chart 5

4 Budget 6

5 F ir st Deliverable 7

6 Change M anagement 8

7 Progress Repor ting 9

8 Team Evaluation 9

9 Project M ember Assessment 10

10 References 10

11 Appendix 11-19


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Introduction

The purpose of this project is to develop a state of the art luxurious hotel in Sydney. The 100 room deluxe to

be called Gold Regent Hotel will be located at the heart of New South Wales tourism district. It will offer a

full range of meeting facilities as well as communication and business centre, restaurant and recreation

facilities. Along with that we will also offer luxurious accommodation and related facilities to native and

international tourists. For business travellers we are going to offer a wide range of facilities such as

conference and meeting rooms and exhibition space, including conferencing equipment and security.

Cheap tourism attractions and destinations has made it a preferred destination to many domestic and

international tourists and turning it into a $40 billion tourism industry. Currently the available Bed spaces in

NSW are less than the demand. To take advantage of this development and in line with its 10year strategic

expansion plan Gold Regent group of Hotels will use this facility to increase its share in the market by

increasing its Bed capacity to 800 collectively in all its properties.

Schedule

The project schedule is perhaps one of the most widely used tools by people managing projects. What is aresource loaded schedule? It is a schedule that factors in a resource's capacity and the other loads to which aresource already has been committed. Unless a resource is 100% dedicated to your project, they are going to

be working on other projects at the same time. A resource loaded schedule captures these factors and produces a schedule reflective of the capacity and the load of the resources that will work on it (by the way,this concept is true of an agile sprint as well - the amount of features a person can complete in a sprint isimpacted by their capacity).

We will touch on the elements of a resource loaded schedule in a future post, but first here are the fivereasons why your project management teams need resource loaded schedules:

1. It provides you with the data you need to set proper expectations for your team's work (support your projected completion dates and work output).

2. It forces management to make decisions on priorities and work assignments that the team alreadyknows need to be made.

3. Your team will be more likely to deliver good estimates of work if they see that the estimates areactually going to be used for something that is...useful.

4. It helps to eliminate a prime cause of fire fighting in your teams: unrealistic expectations and afailure to include all of the different factors that go into how and when work can get done.

5. Your teams will respect the fact that you may know what you are doing.


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RESOURCE LOADED SCHEDULE

Sr.

no.

Name of the task Duration Start date Finish date Resources

1 Approving Project charter

and Project plan

6 days 24th march 2014 30th March 2014 Project

managers

2 Developing strategy and

Project Management

Framework context

15 days 1st April 2014 15th April 2014 Project

managers

3 Approving designs from

contracted designers

15 days 16th April 2014 30th April 2014 Project engineer

4 Accessing Environmental

certification for designs

15 days 1st May 2014 15th May 2014 Project

managers

5 Obtaining building permits 15days 16th May 2014 30th May 2014 Project

managers

6 Excavation of foundation 15 days 1st June 2014 15th June 2014 Building

engineer

7 Building structure 180 days 16th June 2014 15th December

2014

Building

engineer

8 Roofing 60 days 16th December

2014

1st February 2015 Building

engineer

9 Landscaping 2 days 1st February

2015

2nd February

2015

Building

engineer

10 Furnishing Rooms 30 days 3rd February

2015

3rd March 2015 Carpenters

11 Painting the walls 60 days 4th March 2015 4th May 2015 Painters

12 Plumbing and electronics 60 days 5th May 2015 5th July 2015 Technical

workers

13 Flooring and tiling 60 days 6th July 2015 6th September

2015

Technical

workers

14 Interior decor 60 days 7th September

2014

6th November

2015

Interior

designers

15 Hiring staff 90 days 20th November

2015

20th February

2016

Human resource

department

16 Initiation of front office 24th March

2016


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Project RACI chart

Project: - Construction of Gold Regent Hotel Date: - 26 th March, 2014

WBSCode Activity Name

Prabhjot Aulakh(project

manager)

Manpreet kaur(Director

communications)

Naveen

(General

manager)

Nina Mecca(sponsor)

Phase1

Approved Project charter andProject plan R I C

I

Develop strategy and ProjectManagement Frameworkcontext

A I C

I

Approve designs fromcontracted designers

A I C I

Access Environmentalcertification for designs C R I

I

Obtain building permits A R I I

Ground breaking ceremony C I C I

Phase2

Assess phase 1 deliverables

R I C

I

Produce phase 2 deliverables Excavation of

foundation

Roofing Landscaping R I C

I

Phase3

Assess phase 2 deliverables

R I C

I

Produce phase 3deliverables on-site inspection obtain an occupancy

certificate Hand Over ceremony

R I C

I

RACI Key: (R) Responsible, (A) Accountable, (C) Consult, (I) Inform


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BUDGET

Months Salaries Labour Legal Fees Hiring Ads TravelOfficeExpenses Supplies

MAR 80000 50000 10000 10050 10050 5000 5000 12000

APR 80000 40000 18000 10050 10050 2000 2250 12000MAY 80000 35000 10000 10050 25000 3000 3000 12000JUN 80000 28000 12000 10050 10050 2000 10050 12000JUL 80000 75000 10050 33500 7000 10050 2200000AUG 80000 75000 24000 10050 7000 10050 1200000SEP 80000 75000 10000 10050 10050 7000 10050 1300000OCT 80000 75000 10000 10050 7000 100000

NOV 80000 75000 10050 7000 100000DEC 80000 75000 10050 7000 100000JAN 80000 80000 10050 5500 75000FEB 80000 80000 10050 5000 35000MAR 80000 80000 3000 2250 2000 60000APR 80000 80000 10000 10050 3000 3000 62000MAY 80000 80000 10000 15000 10050 5000 5000 100000JUN 80000 80000 21500 10050 2250 2250 100000JUL 80000 80000 15500 10050 3000 3000 100000AUG 24000 30000 10000 10050 10050 4500 10050 75000SEP 24000 80000 31280 10050 10050 7000 10050 35000OCT 25000 80000 10000 10050 10050 7000 10050 60000

NOV 26000 80000 12000 10050 10050 7000 10050 32000DEC 24000 50000 10000 50000 50000 7000 5000 32000

JAN 24000 50000 10000 50000 50000 7000 2250 32000FEB 24000 50000 10000 50000 50000 7000 3000 32000TotalBudget 1531000 1583000 183280 326500 392400 42000 40400 5878000

TOTALBUDGET 9976580


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CUMULATIVE COST ESTIMATION

First Deliverables

In the table given below, we have mentioned the important milestones related to the project along with their

date of completion. These milestones are necessary for measuring the progress of the project and for how

are we doing thresholds of the project.

First deliverables Completion Date StakeholderJudge

Phase 1

Approved Project charter and Proj ectplan

30 t March 2014 Operation

manager

Develop strategy and Project 15 t April 2014 Operations


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M anagement F ramework context managerApprove designs from contracteddesigners

30 t April 2014 Architecturaldepartment

Access En vir onmental cer ti fi cationfor designs

15 t May 2014 ApplicationSpecialists

Obtain buil ding permi ts 15 th June 2014 Legal department

Ground breaking ceremony 15 t July 2014 Department headPhase 2Assess phase 1 deliverables

1st September2014

Produce phase 2 deliverables Excavation of foun dation Roofing Landscaping

2n September2015

3. Phase 3Assess phase 2 deliverables

3r September2015

Project change request form

Change Request Form

Project Name Construction of Gold regent hotel Project ID Number 001Project Sponsor Neena Mecca Project Manager Prabhjot aulakhCreated by Scope Change Number 001

Date of Request Implementation by:

Change Request Detail Increasing the number of rooms

Type of Change Description of the change requested with rationaleBusiness Change or Need Due to the holiday season, the number of tourists may increase. Therefore,

building more rooms will help us to accommodate more customersFunding Source PlanChange

Scope Change or NeedSchedule ChangePriority 1 Cri tical : I can t move forward until this change is resolved.

2 H igh : I m fine for right now, but unless this change is resolved by the due date, I won t be able to move forward.

3 Normal : I m fine for the right now, but this may impact myability to move forward in the near future.

4 L ow : This change is not impacting my ability to move forward. Benefits of Change The increased number of changes will help in using extra space


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Impact Severity 1 - Cri tical I mpact : Threatens the success of the program2 - Hi gh I mpact : Significant disruption to program schedule, cost, or

quality3 - Normal I mpact : Progress disrupted with manageable extensions to

short-term schedule and cost4 - L ow Impact : Exposure is slight

Financial Impact ($) Cost increased by $ 1 million

Schedule Impact (days) 20 daysResources Required forChange

More supplies, labour

Authorization

Who has the authority to approve this typeof change?

Advisory Board Business OfficeSteering Committee Customer/StakeholderExecutive Sponsor Other:Change Request ApprovedChange Request Rejected

Authorizing Signature Neena Mecca Date: 30 t April2014

Project Manager Signature Prabhjot aulakh Date: 30 t April2014

Project Progress Report

Past Time PeriodMilestones Approved Plan Actual Progress Variances Causes

Current TimePeriod

MilestonesPlan Until NextReport

Risks Before Next Report

Issues Before Next Report

Changes toApprove

Future TimePeriod

MilestonesPlan toCompletion

Risks After nextReport

Issues After NextReport

Project Team Assessment


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Performance Factor CommentsTeam leadership in setting direction and projectculture

All the team members are satisfied withthe leadership and the culture

Mutual trust, respect, and credibility among teammembers and leaders

All the members worked with mutual co-operation

Cross-functional cooperation, communication, andsupport All the members are satisfied

Clear project plans created by team and supported by organization

All the members participated in project plans

Effective communications including feedback on performance SatisfactoryTeam skills and experience appropriate andadequate SatisfactoryClearly defined and pursued project and teamobjectives All members are satisfied

Use of task and relationship behaviours to resolve

conflicts and problems All conflicts were resolvedStimulating work environment with opportunitiesfor improvement and learning Satisfactory

Opportunity for team and personal recognitionwhen project satisfies Satisfactory

Project Member Assessment

ProjectMember

Activity-specificknowledge andskills

PersonalPlanningand Control

PersonalLearning

OrganizationalUnderstanding

InterpersonalSkills andSensitivity

Prabhjot

aulakh

Project manager

Excellent Excellent Excellent ExcellentManpreetkaur

Director of corporate

communications

Satisfactory Satisfactory Satisfactory Satisfactory Naveen General manager Veryeffective

Veryeffective Very effective Very effective

References

1. Project Management Institute (PMI). (1996). A guide to the project management body of knowledge,Upper Darby, Pa.

2. Griffin, C. W. (1972). Development building: the team approach, Wiley, New York3. Canada Revenue Agency (2008). Project Charter Template, Ottawa, Information Technology Branch,

Version 1.4, February 18, 2008.4. Gartner (2007). Gartner for IT Leaders Tool: Developing a Project Charter, USA, Gartner Inc., p.10.


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5. Kerzner, Harold (2003). Project Management: A Systems Approach to Planning, Scheduling, andControlling, Eighth Edition, Canada, John Wiley & Sons Inc.

6. Project Management Institute (2003). The PMI Compendium of Project Management Practices, Pennsylvania, Project Management Institute.

7. Project Management Institute (2004). A Guide to the Project Management Body of Knowledge, Third Edition, Pennsylvania, Project Management Institute.

8. William R. Duncan, Director of Standards, PMI Standards Committee, A Guide to the Project Management Body of Knowledge, 2000 Edition, Newton Square, Pro-ject Management Institute

9. Jack Gido and James P.Clements, Successful Project Management, Thomson South-Western, 2nd Edition

Appendixes

Sponsor l etter

Date: 26 th march, 2014

City manager

Dear Ms. Nina Mecca

Thank you so much for your interest in our Hotel Project, which is going to offer a full range of meeting

facilities as well as communication and business centre, restaurant and recreation facilities along with luxury

accommodation and associated amenities to local, regional, national and international tourists and travellers.

This Hotel will include rooms ranging from budgetary suites to five stars and deluxe suites to serve the need

for every kind of customers. The construction will cost around $100million dollars and will complete in 2

years starting 26 th March 2014 and 25th March 2016.

Included with this letter is a detailed program description and a list of sponsorship levels and benefits as well

as a booth registration form. Please take a moment to read over the materials and let us know if you are

interested in supporting our project.


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I look forward to hearing from you and hope that you will decide to support us. Thank you for your

consideration.

Warm regards,

Prabhjot kaur

Project manager

Table of contents

Ser ial No. Contents Page nu mber

1 L etter To Sponsor 2

2 I ntroduction 4

3 Proj ect Char ter

Business Case

M ilestone Schedule and Deli verables

Risks

Resour ces Required

Stakeholders

Team Operatin g Pr in ciples

L essons L earned

Commitment

5

5-6

6

7

7

8

8

8

4 Communication Plan 9-105 Work Br eakdown Strategy 10


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6 References 11

7 Appendix 12

Introduction

The purpose of this project is to develop a state of the art luxurious hotel in Sydney. The 100 room deluxe to

be called Gold Regent Hotel will be located at the heart of New South Wales tourism district. It will offer a

full range of meeting facilities as well as communication and business centre, restaurant and recreation

facilities. Along with that we will also offer luxurious accommodation and related facilities to native and

international tourists. For business travellers we are going to offer a wide range of facilities such as

conference and meeting rooms and exhibition space, including conferencing equipment and security.

Cheap tourism attractions and destinations has made it a preferred destination to many domestic and

international tourists and turning it into a $40 billion tourism industry. Currently the available Bed spaces in

NSW are less than the demand. To take advantage of this development and in line with its 10year strategic

expansion plan Gold Regent group of Hotels will use this facility to increase its share in the market by

increasing its Bed capacity to 800 collectively in all its properties.


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Project Charter

Project: - Construction of Gold Regent Hotel Date: - 26 th March, 2014

Business Case

The purpose of this Hotel is to provide accommodation, entertainment and recreation facilities to the

tourists, businessmen and political delegates arriving in NSW for purposes ranging from personal to

business, to politics etc. This Hotel will include rooms ranging from budgetary suites to five stars and deluxe

suites to serve the need for every kind of customers. The construction will cost around $100million dollarsand will complete in 2 years starting 26 th March 2014 and 25th March 2016.

Milestone Schedule and Deliverables

In the table given below, we have mentioned the important milestones related to the project along with their

date of completion. These milestones are necessary for measuring the progress of the project and for how

are we doing thresholds of the project.

Milestone Completion Date Stakeholder

Judge

Acceptance Criteria

Phase 1Approved Proj ect charter an d Project

30 t March 2014 Operationmanager

Completed Project plandocuments


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planDevelop str ategy and Pr ojectM anagement F ramework context

15 t April 2014 Operationsmanager

Outlined the context of theframework

Appr ove designs f rom contr acteddesigners

30 t April 2014 Architecturaldepartment

Design selected withconstruction maps anddesigns

Access Envi ronmental cer ti fi cation

for designs

15 th May 2014 Application

Specialists

Approved for

EnvironmentalCertification

Access Envir onmental cer ti f icationfor designs

30 t May 2014 ApplicationSpecialists

Accessed certificationdesigns

Obtain buil ding permi ts 15 t June 2014 Legal department Permits obtainedGround breaking ceremony 15 t July 2014 Department head Construction startedPhase 2Assess phase 1 deliverables

1st September2014

Produce phase 2 deliverables Excavation of foun dation Roofing Landscaping

2nd September2015

3. Phase 3Assess phase 2 deliverables

3rd September2015

Produce phase 3deliverables on-site inspection obtain an occupancy

certificate H and Over ceremony

Operationmanagement

F utu re stateRooms fur ni shed and r eady to serve 25 th March 2016

ExecutiveManagers

Ul timate GoalI niti ation of B ookin g counter

Risks

Risks are always involved in a project of this magnitude. Therefore, it is very essential to manage those risks

for ensuring successful completion of the project. In the following table, we have provided some possible

risks and their contingency plans for managing those risks and also minimizing their effect.

Project Risks Risk Owner Contingency Plans

1. Community Project manager Surrounding businesses that may be affected by

this construction should be informed about the

change in order to avoid future conflicts.

2. Competing projects drawresources and financer sinterest away from this

project

Director of corporate

communications

Secure sponsor as early as possible to work with the project


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3. Steel prices may getaffected by financialdrivers

Project manager Secure steel unit prices as early as possible by retaining shop fabricator

4. Weather Architecture head Undertake additional geotechnicalinvestigation work to determine the extent heavyrain

Resources Required

Funding :- $100 million People: - 100 workers including Project managers, Building engineers, Plumbers, Electricians,

Construction workers etc.

Equipment :- construction tools, transportation vehicles

Stakeholders

Stakeholders Interest in Project

Primary:

Inspection officers

To check whether the construction is meeting the

environmental as well as other requirements

Others:

Customers

Team Operating Principles

1. Team members will be prepared with minutes from previous meeting, agenda, and project updates.

2. Meetings will normally last for up to 90 minutes.

3. Team members will rotate the role of recorder.

4. Each team member will be responsible for setting his or her own deadline.

5. In the event that a team member cannot have his or her assignment complete by the expected date, he orshe must notify the team leader prior to the due date.

6. The team leader will be responsible for drafting the minutes from the previous meeting and the agenda forthe next meeting within 48 hours

Lessons Learned

1. All parties are responsible for defining and following the project scope

2. All parties should share good and bad previous experiences.

3. Aligning team roles to sponsor expectations is critical.

4. Keep sponsor informed so sponsor stays committed.

5. Identify any possible changes as soon as possible.

6. Use weekly updates on project progress to avoid unpleasant schedule surprises.


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Work breakdown stru cture

stakeholders, that may affect theschedule, budget, ordeliverables.

Post ProjectReview

Project Office,ProjectManager, keystakeholders,and sponsors.

Identify improvement plans, lessons learned,what worked and whatcould have gone better.Review accomplishments.

End of Project orend of major phase

Meeting/ReportProject Office will

produce report.

QuarterlyProjectReview

ProjectManager andkeystakeholders.

Review overall health ofthe project and highlightareas that need action.

Quarterly dependingon size andcriticality of the

project.

Meeting/ReportProject Office will

produce report usinginternal template.

Presentationsto SpecialInterestGroups

Examples:PMT (ProjectManagersTeam), OIT

LeadershipGroup, AISQuarterly

To update external groupsto promote communicationa create awareness of

project interdependencies.

At projectmilestones so as tocommunicate withother interested

parties of changesthat will beintroduced outside ofthe Project Team.

Presentation/Demonstration

Other Determined byProject Team

General communications As needed Lunch n Learns, emaillists, announcements,etc.


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References

10. Project Management Institute (PMI). (1996). A guide to the project management body of knowledge,

Upper Darby, Pa.11. Griffin, C. W. (1972). Development building: the team approach, Wiley, New York12. Canada Revenue Agency (2008). Project Charter Template, Ottawa, Information Technology Branch,

Version 1.4, February 18, 2008.13. Gartner (2007). Gartner for IT Leaders Tool: Developing a Project Charter, USA, Gartner Inc., p.10.14. Kerzner, Harold (2003). Project Management: A Systems Approach to Planning, Scheduling, and

Controlling, Eighth Edition, Canada, John Wiley & Sons Inc.15. Project Management Institute (2003). The PMI Compendium of Project Management Practices,

Pennsylvania, Project Management Institute.16. Project Management Institute (2004). A Guide to the Project Management Body of Knowledge, Third

Edition, Pennsylvania, Project Management Institute.17. William R. Duncan, Director of Standards, PMI Standards Committee, A Guide to the Project

Management Body of Knowledge, 2000 Edition, Newton Square, Pro-ject Management Institute18. Jack Gido and James P.Clements, Successful Project Management, Thomson South-Western, 2nd

Edition


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Appendix

Background of organization

The Company was incorporated in 2010 and it opened its first hotel, The Gold Regent in Sydney, in 2010.The Company then undertook major expansion of its Sydney Hotel by constructing an adjacent tower block

and increasing the number of rooms from 225 to 565 rooms. The Gold Regent has a philosophy of serviceexcellence which entails providing consistently high levels of personalized service and innovative means ofimproving service quality. We see it as our main mission to provide high quality accommodation andassociated amenities and services at competitive prices to our targeted markets. Basic business objective isreflected in everything that we do, which is to contribute to the enrichment of the quality of lives for peoplearound the world.

Due to the hotel management and tourist industry experience of our staff, we will be able to create a highsatisfaction level for our tourist visitors, business travellers and the local economy. Our accommodation andconference facilities meet the highest standards of the industry and will enable us to offer a high quality

product mix. The management style is flexible, progressive and energetic.

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project mgmnt assignment 2.docx