Project Assignment ( refer to the attachment )

Scope statement, WBS and Estimation

48260 Engineering Project Management

Table of Contents

2Deliverable 1: Scope

2Objectives, goals, needs

3Assumptions

3Out-of-scope work

3Deliverables

4Project Milestones

5External dependencies

5Limits, exclusions and disclaimers

7Deliverable 2: Estimation

7Realistic Time Estimates

7Realistic Cost Estimates

7Appropriateness of References

7Detail/ Breakdown of estimations

References 9

Deliverable 1: Scope

The project is set within $55 million which is specifically dedicated to creating the climate or weather recording station.

Objectives, goals, needs

The purpose of this project proposal is design and implements a new climate/ weather recording station in a remote location with the ability to record and transmit continuous geological, weather and seismological data to a central monitoring site via satellite. The proposed new station will collect data for Wind speed, Air pressure, Precipitation, temperature, Humidity, Rainfall, Seismological Activity, Land movement and Ground water table.

We endeavour to deliver the delivery, install, test, verify operational and provide maintenance documentation for all components required by the station. Therefore, this project plan intends to instill a practical essence of understanding how the available resources could be properly managed. Through the assumption of the elements of the project’s completion, this plan aims to present a more viable process by which the time and the finances set for the completion of the project is properly met with satisfactory results expected. Furthermore, this project initiation plan intends to make the best out of what has been provided thus create an effective process of implementing the procedures intended to make the project successful source of satisfaction for all the stakeholders. Some other specific objectives include the following:

  • Supply and install a hut for housing store all electronic equipment, office for all technicians and other equipment fit for use by station.

  • Supply to site and install all equipment and support facilities required to provide measurement capability.

  • Fencing, landscaping, security of site.

  • Ensure facility is operational and secure for handover.

Client Needs- Goals were set to ensure that the quality of the project in terms of construction and process was not compromised. Project planning will done with the consideration of the external environment such as technological changes, suppliers gaps, geographical location and climate. The project construction will run for two years. The stages involved were planning, budgeting, design, construction documentation, bidding, construction, evaluation, testing and delivery.

Assumptions

The assumptions of the project will be

  1. The project will take 2 years to complete

  2. The project team will be working eight hours five days a week excluding Saturday and Sunday

  3. There are enough resources to ensure that the project goes to completion

  4. There are no overtimes and the team works through public holidays within the week.

Out-of-scope work

We will not get involved in tarmacking the road or maintain computers. The licenses for satellite usage will be the mandate of the client.

Deliverables

After the completion of the project we needed to deliver a working

Climate Observation Station with

  • Acquisition of land for the project

  • budget plans

  • assessment reports by engineers

  • human resource personnel

  • an equipment hut

  • an array of mounted sensors,

  • Support infrastructure like solar power, security, communications, water tank.

In a given project, in a typical setting, the overseeing of each phase of construction and the resolution of any discrepancies in the original blueprint design and its actual implementation are taken care of by the construction management personnel. They are also responsible and accountable for the project cost and must be able to control the cost of the labor and the material. They may work in collaboration with a single or more than one project managers, superintendents of the site, architects, which can be in an office and/or in a hardhat environment. One important factor to consider in project management is that each phase of a project must be delivered within a given budget and period (Sebastaian, 2007).

The excluded work from what is mentioned will be the convincing of the neighborhood from accepting to sale their land to the university. The other work that has not been mentioned is the work of the architecture and the engineers.

Project Milestones

  1. Acquisition of land for project by June 1, 2016

  2. Design and approval of plans by August 1, 2016

  3. Establishment of project site and access roads by November 1, 2016

  4. Construction of Custom built in situ(hut), Tower, Fence, Drainage and water system, by June 30, 2017

  5. Installation of Power, alternatives source of power , Air-con and tower wiring by September 1, 2017

  6. Installing fit outs such Measuring Equipment Install, Measuring instruments, Solar panels, Ladder, Office desk, chair filing cabinet, lighting, Racking, Power reticulation and data cables by December 1 2017.

  7. Commissioning and Acceptance Testing of equipment by January 1 2018

  8. Making Operational Manual By February 1, 2018

  9. Hand over by December 1, 2018

External dependencies

The above information collecting techniques helped in the drafting of a proposal on what tasks should be carried out and how these tasks are dependent on each other. The tasks should be able to state how they are dependent on each other (Sebastaian, 2007), and how their dependency helps in the update of company the implication, therefore, is that the construction of tower is crucial. However, in order for the update to be carried out, the we requires acquisition of land and site preparation.

Limits, exclusions and disclaimers

Perhaps the primary problem in this project is the time limit. With only two years to construct for such an important facility, the agencies involved should communication with each other hence assuring each other that they are doing their part of the deal. Specifically pointing out to time and the constraints it provides, the management now is faced with the challenge of using that little time to the fullest and turning limited resources to the best value that they could have for the event being managed.

WBS

This is the step where a graphical representation of the project hierarchy is made. Such illustrations help the project management team to look at the project from different angles and identify potential loopholes in the project. This bird-eye view of the project helps create reference points for various activities required in the project phases. This is followed by another best practice of ‘verifying the scope and getting the feedback’. Since timeliness is a crucial component of projects, verification of the scope is also critical in the progress of the project cycle. Here, the actual management and controlling of the project takes place to ensure that work is carried out under the decided scope. It aims to avoid, as much as possible, the possibility of adding to the scope. To work on this, there should be good change management process and in case of changes the budgeting and schedule should be adjusted. Typical to this construction project is the following work breakdown structure. .Sebastaian, 2007)(This process relies on the work break down structure that is decomposed to output the activity list and work break down structure updates

DURATIONS (months)

Climate Or Weather Recording Station Construction Project

1.1 INITIATION

1.1.1 Site acquisition

1.1.2 Evaluation and recommendations.

1.1.2 Project charter development

1.1.3. Charter submission

1.1.4. Project charter review

1.1.5. Project charter approval

1.2 PLANNING

1.2.1. Scope statement determination

1.2.2. Determine project team

1.2.3. Team kick off meeting

1.2.4. Project plan development

1.2.5. Project plan submission

1.2.6. Project plan approval

1.3 EXECUTION

1.3.1. Project kick off meeting

1.3.2. Validation of client requirements

1.3.3. Final site inspection and approval

1.3.4. Construction material procurement

1.3.5. Construction of the station facility(Hut),

1.3.6. installation of power, Air-con

1.4 CONTROL

1.4.1. Project status meeting

1.4.2. Risk management

1.4.3. Reviewing project management plans

Throughout the project

1.5 CLOSE OUT

1.5.1. Procurement audit

1.5.2. Project status reporting

1.5.3. Record and file updating

1.5.4. Formal acceptance and handover.

Deliverable 2: Estimation

Realistic Time Estimates

This is the expected completion time of each activity. It is clearly shown in the table

Realistic Cost Estimates

This is the expected cost of each activity. It is clearly shown in the table

Appropriateness of References

This is the source of the cost shown in the table

Detail/ Breakdown of estimations

The following shows costs breakdown for each activity

task list

Realistic Time Estimates(months )

the resources

Realistic Cost Estimates

‘000’

Appropriateness of References

Site acquisition

Land value

(Clement, 2015).

Design and approval of plans

5 employees

(Tarmac NZ, 2016.)

project site and access roads

Subcontractor

(Tarmac NZ, 2016.)

Foundation preparation and build

Contractor

Clement, D. 2015.

Custom built in situ-hut

Contractor

Clement, D. 2015.

Building Tower

Contractor and expert

Clement, D. 2015.

Contractor

Clement, D. 2015.

Drainage and water system

Contractor

(Tarmac NZ, 2016.)

Dust ingress prevention and Air circulation

engineers

Clement, D. 2015.

Installation of Power and solar connection

Electrical engineers

(Tarmac NZ, 2016.)

Installation of equipment in the hut

Various engineers

Clement, D. 2015.

Installation of instruments

IT experts and engineers

(Clement, 2015).

data cables installation

IT experts

(Clement, 2015).

Testing and commissioning

Management and engineers

(Clement, 2015).

Documentation

Management and engineers

(Clement, 2015).

training

Engineers

(Clement, 2015).

(Clement, 2015).

feedback

Management

(Clement, 2015).

Close and handover

Management and client

(Rawlinsons media limited, 2012)

References

Clement, D. 2015. Red tape pushing building costs up. Available online at, <http://www.nzherald.co.nz/property/news/article.cfm?c_id=8&objectid=11513315>(accessed on 15th April, 2016)

Rawlinsons media limited, 2012. Available online at, <https://moodle.unitec.ac.nz/pluginfile.php/467746/mod_resource/content/0/RNZCH.pdf>(accessed on 15th April, 2016)

Tarmac NZ, 2016.Kerikeri Domain walkway FNDC <http://tarmacnz.com/kerikeri-domain-walkway-fndc/>(accessed on 15th April, 2016)

The Building Research Levy, 2008. Study Report: New house price modelling <http://www.branz.co.nz/cms_show_download.php?id=20fcdc1151f17dcb00bce0a7f31993a65b914f57>(accessed on 15th April, 2016)

Sebastaian, N, 2007, The Definitive Guide to Project Management, 2nd Ed.n. London: Financial Times / Prentice Hall.