make a project plan case study, management homework help

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please read a case and make a project plan

I will peovide you a blank template

In order to let you understand the work , I also provide a example of the project plan (but not the same case)

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Strategic Planning Getaway You work for a small software development company which has been operating in the Australian market for 15 years. Two years ago, Mr Kim Balin was appointed as the new CEO and immediately set about making some major changes to the company structure and its strategic focus. The organisation was restructured into five Departments, being: 1. 2. 3. 4. 5. Finance Human Resources Sales & Marketing Product Development Customer Support In addition to the restructure, new products were introduced, administrative processes were tightened, and staff numbers were nearly doubled to 65 people. Approximately 35 employees currently work in the Sydney office, with another 10 each located in the Brisbane, Melbourne and Perth offices. Kim’s bold strategy has succeeded, and the company achieved a record-breaking profit last financial year. However, it has been a difficult couple of years for staff and a number of key people are in need of some wellearned R&R (rest & relaxation). In recognition of the loyalty and efforts of employees, Kim has decided to sponsor a week-long retreat for 20 members of staff. For the staff in Sydney, Brisbane, Melbourne, and Perth who will NOT attend the retreat, Kim would like to treat them to a mid-week dinner at a local restaurant with speeches and team-building activities. Kim and the five Department Managers will attend the retreat, as well as three employees from each of the five departments. These employees have already been selected by the Department Managers. You will also attend the retreat, as the Project Manager of the event, to ensure that all goes to plan. This makes 22 attendees in total. The attendees of the retreat represent a mixture of management levels, regional offices, age groups, genders and technical roles. Kim has appointed you as the project manager, and one member of staff from each of the Sydney, Brisbane, Melbourne, and Perth offices (4 team members in total). Each team member has been allocated for 20% of their availability. You’re your project budget will pay $500 per week for each resource, regardless of idle hours (i.e. if you use a resource for less than this time, you still pay the $500 per week for the duration of the project). The retreat is to take place any time within the next 6 months. Kim’s only constraint on the timetable is a 2-day Strategic Planning Session, which may occur at any time during the retreat, and which he would like to be facilitated by a contracted professional facilitator, at a cost of $3000 per day, plus GST and travel expenses. Kim has not yet set a limit on the budget, as he is waiting on a preliminary Project Cost Estimate from you. Your team has authority to determine the location of the retreat and the recreational activities for the group. © Elemental Projects 2017 Project Plan Version:1.0 Project: Coastal Coffee Crawl (Bundeena) Project Manager: Zoe Id:000001 Objectives & Success Criteria Specific objective/s Complete within budget Complete project on time Integration Management Project lifecycle What will be the phases of the project lifecycle? Note any gate reviews or hold-points that apply. Measureable Success Criteria No more than $1.8 million No more than 18 months Initiation 1 Planning 2 Implementation 3 Closure Phase gates are checkpoints at which the project’s governance structure (e.g. Sponsor) may review the project, confirm its continued viability, and make a “Go/No-Go” decision. • Gate 1: Approval of Project Charter required before the project may proceed to the Planning Phase. • Gate 2: Approval of Project Plan required before the project may proceed to the Implementation Phase. • Gate 3: Approval of final Status Report required before the project may proceed to the Closure Phase. Governance Structure Who is the Project Sponsor? Is there a Steering Committee or Change Control Board? What other individuals and groups will provide guidance, authority, input and support? Provide an Organisation Breakdown Structure for the governance structure (Project Manager and above). PM methodology & tools What formal methodology (if any) is to be used to manage this project? – e.g. organisation’s methodology, PRINCE2, Agile, etc. What project management tools, templates and/or software will be used? – e.g. Microsoft Project. Status Reports What is the process for reporting on project progress and performance? What documentation/templates must be used? How often will Status Reports be sent? Integrated Change Control How will proposed changes be identified, analysed, reported, accepted/rejected, integrated into the PMP and communicated to affected stakeholders? What documentation is required? – e.g. Change Request template, Change Log. Closure Describe the process, activities and Coffix Australia is the core organization of this “cafes by the sea” program. The head of Franchise Operations is the project sponsor which will steer the project and control the change. The core organization and project manager also provide guidance and support.  The project planning manager is responsible for project process control.  The construction manager is responsible for building process.  The external engineering manager is responsible for the technical support.  The financial manager is responsible for the finance allocation of the project  The procurement manager is responsible for the purchasing activity of the project Sponsor Project Manager Project planning manager Constructio n manager Project contract manager Geological examination specialist Project process manager External engineering manager Finance manager Procurement manager Builder Designer Treasurer Buyer Wireman Electrical engineer Accountan t Researche r Safety officer Testing group Budget office Procuring officer We will use PMBOK methodology for this construction project which is not complicated. PMBOK will provide clear management method during the management of this café project and advantages to ensure the quality of the deliverable. Microsoft Project is the software which convenience for the project plan and project management. During the 18 months construction period, once a month report and quality check is necessary. The project team should report the schedule, completion status, budget, risk and so on, which may useful to the risk control and quality control in order to make the project successful. Communication Plan is necessary for requirement change and frequent report. The reason of changes may because the risk, budget and requirement. The only way we can control it is to understand the status and schedule when we managing the project. The project team can have meeting with the project stakeholder when the change happen. Exchange the ideas and brainstorm the solutions together. Change Request template, Change Log, Communication Plan, Status Report The project closure consists with an administrative closure process and post implementation review. The aim of the administrative closure process is that delivery all documents and results to the project sponsor and ensure all deliverables have been verified, which Page 2 of 12 approvals required to close and review the project. What documentation is required? – e.g. Post Implementation Review, Benefits Realisation Plan. Scope Statement Inclusions List the products, services and results (deliverables) that are included in the scope of work for this project. Exclusions Identify any products, services and results that are NOT currently in scope. NOTE: These and other items not listed in the ‘Inclusions’ section may be incorporated at a later stage through Integrated Change Control. includes document completion, requirement achievement, and project process analysis. Moreover, lessons learned document and PIR are required to accept by the sponsor as well. Firstly, develop the project plan, complete the café design, site clear and the construction fence set up Then, lay foundation, construct structure, fit out and signage. Finishing touches includes POS system, lighting, plumbing, electrics and WHS equipment Finally, the project is end with an administrative closure process and Post Implementation Review (PIR) Staff recruitment Training The launch party organization Page 3 of 12 Work Breakdown Structure Project Planning Budget analysis Implementation Complete design Site clearance DA approval Lay foundation Engage bulider Milestone Schedule Milestones Checkpoints that indicate that a certain amount of work has been completed or a significant stage in the project has been reached DA approval Lay foundation Frame construction Paint Electrical work Decoration Architecture Design Prep work Outer Design Closure Fit out Inner Design Finishing touches Electrical work Decoration Frame construction Toilet installation Lighting Inspection Carpark construction Kitchen installation Drainage system Testing Paint Plumbing Planned date 10/04/2016 11/15/2016 03/21/2017 05/23/2017 06/13/2017 08/06/2017 Current estimated date Variance 10/04/2016 11/15/2016 03/27/2017 05/23/2017 06/14/2017 08/06/2017 0 0 0 0 0 0 Status Administrative closure process Celebrate with team Post Implementation Review Comments  = On track  = Behind  = Issue ✓ = Complete On track On track On track On track On track On track End of the planning and start point of implementation Start of the architecture design End point of the outer work Last step of inner work Start of fit out Most of work are completed Page 4 of 12 Work Breakdown Structure Responsibility Resources Cost Deliverable / Work Package / Activity Team member responsible Other team members allocated and estimated effort for each resource (i.e. estimated time to be spent actively working on the task) Planned cost Actual cost Duration Start date Finish date Status Comments Estimated time required to complete activity (total) Target date for beginning work on activity Target date for completing activity  = On track General comments and notes  = Behind  = Issue ✓ = Complete 1. Planning 1.1 Budget analysis Zoe Vivian $45,850 15 days 08/23/2016 10/24/2016  = On track 1.2 Complete design Clare Zoe $55,000 30 days 08/23/2016 10/03/2016  = On track 1.3 DA approval Lynne Zoe $18,000 15 days 10/04/2016 10/24/2016  = On track 1.4 Engage builder Clare Vivian $100,000 15 days 10/04/2016 10/24/2016  = On track 2.1.1 Site clearance Clare Clare $45,000 15 days 10/25/2016 11/14/2016  = On track 2.1.2 Lay foundation Zoe Lynne $111,000 90 days 11/15/2016 03/20/2017  = On track 2.2.1.1 Frame construction Lynne Zoe $160,000 45 days 03/21/2017 05/22/2017  = On track 2.2.1.2 Carpark construction Clare Lynne $58,000 30 days 11/15/2016 12/26/2016  = On track 2.2.2.1 Kitchen installation Clare Lynne $85,000 15 days 05/23/2017 06/12/2017  = On track 2.2.2.2 Toilet installation Clare Lynne $60,000 15 days 05/23/2017 06/12/2017  = On track 2.2.2.3 Paint Clare Simon $80,000 15 days 05/23/2017 06/12/2017  = On track 2.3.1 Electrical work Lynne Clare $90,000 25 days 06/13/2017 07/17/2017  = On track 2.3.2 Lighting Clare Simon $70,000 15 days 07/18/2017 08/05/2017  = On track 2.3.3 Drainage system Clare Lynne $75,000 20 days 06/13/2017 07/10/2017  = On track 2.3.4 Plumbing Lynne Zoe $85,000 15 days 07/18/2017 08/05/2017  = On track 2.4.1 Decoration Clare Vivian $151,000 30 days 08/06/2017 14/09/2017  = On track 2.4.2 Inspection Zoe Clare $11,500 7 days 15/09/2017 25/09/2017  = On track 2. Implementation 2.1 Pre work 2.2. Architecture design 2.2.1 Outer design 2.2. Inner design 2.3 Fit out 2.4 Finishing touches Page 5 of 12 Lynne Zoe $35,000 14 days 26/09/2017 10/16/2017  = On track 3.1 Administrative closure process Clare Zoe $1,2000 15 days 10/17/2017 11/04/2017  = On track 3.2 Post Implementation Review Lynne Clare $9,000 7 days 11/05/2017 11/13/2017  = On track 3.3 Celebrate with team Zoe Vivian & Simon $5650 1 day 11/14/2017 11/14/2017  = On track 2.4.3 Testing 3. Closure Project cost estimate (This is the sum of the costs estimated for activities in the previous table) Estimated direct cost: $1,380,000 Contingency: $138,000 Overhead (indirect cost): $276,000 (This is the amount recouped by the business to cover indirect costs (e.g. utilities). Either a percentage of direct cost or added to the labour rate) PROJECT COST ESTIMATE: $1,794,000 (This is the total amount that the Project Manager is authorised to spend on the project) (This is typically added as a percentage of direct cost (e.g. 10%). If not, the PM will need to reserve a portion of their budget as contingency) Page 6 of 12 Quality Plan Item A specific product or process, or the whole project Timber Lighting equipment Door Ceiling Sand & Cement Air conditioner Paint Electrical system Quality definition What features, functions and attributes will make it ‘fit for purpose’? Applicable standards (if any) e.g. Technical/functional standards, Australian/ ISO/ Industry standards or codes, organisational policies. Acceptance criteria Measurable criteria for “good enough” Quality Assurance What will be done to ensure that products and processes WILL meet the quality definition? Frame Building AS 1684 & The Timber Framing Code Large bearing capacity high and stiffness Contact with reliable manufacture to promise the quality of timber AS/NZS 3820 Power > 60w Lifetime >1000 H Efficiency > 17 lumen/W Thickness is 35mm Handle backside is within 60mm and 60mm. Ceiling height > 2.2m The radio of sand and cement is 2:1. Specialist provider , discuss with the designers Offer light and beauty Entrance and block off Cover the upper area of the room Masonry block Adjust room temperature Apply colour and picture to the wall Electricity providing and electrical equipment installation AS6905:2007 AS 1428.1 AS/NZS 2785:2500 AS 3972 ISO 13253:2011 &International Standards in refrigeration and air conditioner AS/NZS 2311:2009 AS/NZS 2311:2000 Greenhouse minimise, Power is up to 65 kW Environmental friendly AS/NZS 3000:2007 AS/NZS 3012:2010 AS/NZS 3017:2007 AS/NZS 3760:2010 AS/NZS 4836:2011 Lighting circuit up to 20 A Normal supply rated > 800A Voltage drop
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Explanation & Answer

Attached.

Project Plan

Version:

Project:

Employees’ Retreat

Project Manager:

Student’s name

Id:

Objectives & Success Criteria
Specific objective/s

Measurable Success Criteria

To ensure that the event is completed with the laid down budget constraint

Not more than $10,000

To ensure that all the attendees’ welfare are well taken care of.

Employees’ satisfaction level

To ensure that the event is completed in time.

Not more than 6 months

Integration Management
Project lifecycle
What will be the phases of the project lifecycle? Note
any gate reviews or hold-points that apply. Phase
gates (e.g. “G1” in the default lifecycle graphic) are
checkpoints at which the project’s governance
structure (e.g. Sponsor) may review the project,
confirm its continued viability, and make a “Go/NoGo” decision.
PM methodology & tools
What formal methodology (if any) is to be used to
manage this project? – e.g. organisation’s
methodology, PRINCE2, Agile, etc. What project
management tools, templates and/or software will be
used? – e.g. Microsoft Project.
Integrated Change Control
How will proposed changes be identified, analysed,
reported, accepted/rejected, integrated into the PMP
and communicated to affected stakeholders? What
documentation is required? – e.g. Change Request
template, Change Log.
Status Reports
What is the process for reporting on project progress
and performance? What documentation/templates
must be used? How often will Status Reports be sent?
Closure
Describe the process, activities and approvals required
to close and review the project. What documentation
is required? – e.g. Post Implementation Review.

Initiation




G1

Planning

G2

Implementation

G3

Closure

G1 = Phase Gate 1: Approval of Project Charter required before the project may proceed to the Planning Phase.
G2 = Phase Gate 2: Approval of Project Plan required before the project may proceed to the Implementation Phase.
G3 = Phase Gate 3: Approval of final Status Report required before the project may proceed to the Closure Phase.

We will use PRINCE2 methodology for this construction project which is not complicated. PRINCE2 will provide clear management method
during the management of this project and advantages to ensure the quality of the deliverable.
In terms of the project management tools to be used, the Microsoft Project is the software with much convenience for the project plan and
project management and will therefore be used for this particular project.

Communication Plan is an essential tool for the success of any requirement change. The reason why effective communication plan is
essential is because there are there might be instances where the budget needs to be restructured and therefore effective communication
process is necessary. The only way we can control it is to understand the status and schedule when we managing the project. The project
team can have meeting with the project stakeholder when the change happen. Exchange the ideas and brainstorm the solutions together.
Change Request template, Change Log, Communication Plan, and Status Report are all crucial for the integration change control of this
project.
During the day when the event will be organized, an hour progress report will be undertaken by observing how the crucial activities of the
event are executed. The project team will be required to submit the budget report, the attendees report as well as the plan on how the
activities of the day will be executed. However, since the event is aimed to be held in 6 month time, a monthly status report of this plan will
be sent to the project manager.
The project closure consists with the management closure process and post implementation review. The aim of the management closure
process is to ensure that all the laid down activities for the retreat are implemented within the stated time line and that all the documents
of the project are delivered to Kim who is the C.E.O of the company. Documents of completion and requirement achievements of the event
are some of the documents that will be sent to the C.E.O.
Page 1 of 11

Scope Statement
Inclusions
List the products, services and results (deliverables)
that are included in the scope of work for this project.
Exclusions
Identify any products, services and results that are
NOT currently in scope. NOTE: These may be brought
in-scope later through Integrated Change Control.
Assumptions:
Uncertain conditions that are considered likely to be
true, and on which current plans are based.
Constraints:
Known facts that will limit the team’s choices in
relation to how the work is conducted.

The first requirement will be choosing a suitable venue where the retreat will be held.
The second requirement will be coming up with a list of all the employees and the managers expected to attend the retreat.
The next activity will be coming up with various activities to be undertaken during the retreat such as speeches and team building activities.
Finally, the project is end with the closure process and Post Implementation Review (PIR)
Total budget of the event
Non attendees who are were expected to be part of the retreat

The first assumption is that the event will be held within the expected time frame.
That the total financial expense used will be in line with the initial budget allocation.
That there will be a 100 percent turnout of the employees and the managers for this crucial event.
Time factor will be a crucial constraint
Another constraint that will limit the execution of the project will be the financial resources available.

Project Organisation Breakdown Structure (OBS)
This chart represents the
channels of authority and
reporting on the project,
including the project
manager, team members,
suppliers and contractors,
and the project
governance structure.

Page 2 of 11

Steering Committee

Proejct Sponsor

Project Manager

[overseeing]

[Delegating]

[choosing the venue]

Roles & Responsibilities Table
Project role
Name
Project Manager

Student’s name

Sponsor

Mr. Kim

Phone

Email

[hiring other staff
members tto ensure
that the plan is
implemented]

[Supervising]

[ensuring that
everything is
undertaken as planned]

Responsibilities

Authority & financial
delegation (if any)

Availability

Professional Development

Designing and
implementing the plan
Offering financial
resources

Project management

Project process
control
Post
implementation
preview

Project planning management

Financial assistance

Project evaluation management

Page 3 of 11

Human Resource Plan
Building the team
What is the process for bringing internal resources onto the
project as team members? Who needs to be
engaged/informed?
Are there any non-technical criteria that prospective team
members must meet? – e.g. security clearance, Working
With Children checks, driver’s license.

Induction process
What process do team members need to go through when
joining the team? – e.g. safety briefings, access passes,
project briefing, gain access to project document repository,
sign NDA, etc.

Managing the team
What team building activities will be undertaken? How will
team and individual performance be evaluated? How will
team members be allocated work? How are they to report on
progress? How will performance issues be managed? How
will their ‘BAU’ line manager be kept informed?

Disbanding the team
What is the process for off-boarding team members? How
will team members be acknowledged at the end of the
project? How will the team celebrate project completion?

The process of bringing internal resources onto the project as team members is crucial for the success of this project. In bringing such
resources, both the management and the employees will be informed of all the required resources that they should carry when coming for
the event. There are several non-technical criteria that attendants of the event must meet. For example, they would be required to go
through a thorough security checking to ensure that maximum security is maintained. They are also required to carry the identification
cards that they always use in the company for easier identification.

When joining the event, the team members are needed to go through various process such as safety and project briefings where they will
be informed of the crucial information concerning the event. They will also be required to gain access to the project documen...


Anonymous
This is great! Exactly what I wanted.

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