Project Management for Western Australia Essay Example

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    Masters
  • Page:
    2
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    1258

7PROJECT MANAGEMENT FOR WESTERN AUSTRALIA

Project Management for Western Australia

Project Management for Western Australia

Goal Setting

Goals are specific and measurable results of an initiative which in this case is a project to bring the Western Australian storage facility up to the requisite standard, while normal operations continue. Since the project touch on various environmental factors, it is important that the goals focus on the ecosystem and safety of the people. For this project, the goals include:

  1. To replace the old and complex designs of the largest tanks used in Western Australia Oil Company

  2. To assess the health, safety, and environmental condition of the company to reduce the negative impacts

The future of the project is important as it holds the stability and efficient operation of the plant. Without monitoring progress, it would be difficult to keep the outlined project activities in check. In this case, the project would monitor goal progress through keeping the records and having the checklist. Keeping the records of progress with some personal notes gives the manager something to refer to incase of any problem (Cooke, Tate & Cooke, 2011). If the project fails to meet its objectives, the manager would wish to know why that happened to decide on the best course of action. Upon creation of the project plan to achieve the goals, the project manager would have a list of tasks to be completed

Project Scope Statement

As a project manager, definition of project scope is important irrespective of the methodology. The first step is definition of what is needed, project timeliness, and setting the project goals and allocation of project resources. These steps are important steps which assist to define the work to be done, definition of scope. To define the project scope, there is need to identify:

Project Objectives

The basis of project scope needs to entail the goals and objectives that needs to follow the SMART guidelines. When the manager is able to identify the needs of the project, it is easy to set sound benchmark from the beginning and understand the basis to why the project would be able to meet the set objectives. The key objective of this project is to replace the outdated tanks with three of various capacities: Tank 1, Tank 2, and Tank 3 with 1, 3, 7 million litres of unleaded petrol (ULP) respectively.

Scope Description

The project manager needs to be clear about the project features and functioning needed to ensure the project success. Scope description enumerates the elements and associated qualities needed to increase the chances of achieving the project results.

This segment of the project scope highlight different roles associated with implementation of the project. The manager needs to work with a team of professionals considering the delicate nature of the oil leakages. For efficient operations, the manager needs to identify the needed professions and establish their roles to avoid overlap in duties and waste of resources due to such duplications.

Resources

Project resources are needed to carry out project tasks including people, facilities, equipment, and funding. Inadequate resources would constrain project activities. The manager needs to consider resource scheduling, availability, and optimization for project success. Resources are allocated based on priority calculated through either the critical path or heuristic analysis methods.

Key Deliverable

Deliverables, in this case, are the project goals and objectives. Based on the cases study analysis, the project needs to cut the amount payable due to environmental pollution on monthly basis through replacing its old, complex, and outdated design which leaks considerable amount of petroleum products into the environment. Upon completion of the project, Western Australia needs to have an effective Health, Safety, and Environment manager to monitor the operations of the facility to enable earlier detection. In the end of the project, the project manager needs to hand over the project to Western Australia Oil Company after replacing the huge, complex, and outdated tank with three other tanks of various sizes.

Acceptance Criteria

Project acceptance criteria highlights the project performance needs and essential conditions that the project needs to meet before the company accepts the project deliverables. The criteria need to set specific circumstance under which the company accepts the final output of the project. Therefore, the project offered to the company needs to be measurable, achievable, and provable by the project manager when the work is complete. In this case, the project success criteria would have to consider project deliverance within time and budget tolerance, delivery of required specifications, achievement of customer satisfaction rating, and adherence to the health and safety standards.

Project Overall Processes

The project manager and team have shared goals which are carrying out the project activities with an aim meeting the objectives of the projects. Each project has the beginning, the middle period in which the project activities move towards the completion, and ending. Based on the stages of this project, the manager would use the product life cycle model. At the initiation phase, the manager would define the project objective. However, there is need to conduct feasibility study to investigate whether every option taken addresses the project objectives and recommended solution determined. Upon the approval of the recommendation, there is initiation of the project to deliver the approved solution which is followed by identification of the working groups. In the planning phase, there is further development of the project in details to meet the project objectives. In this phase, the project manager identifies all the works to be done, resources needed, and strategies of achieving the results. In the planning phase, the manager needs to coordinate the preparation of the budget through provision of cost estimates for various resources including labour, materials costs, and equipment. The manager should use the budget to monitor and control the cost expenditures during the implementation of the project.

During the implementation phase, the project manager puts the project plan into action. However, the process requires consistent monitoring and adequate adjustment to the original plan to ensure that the project activities meet the outlined objectives. While implementing the project, project management team need to carry out various tasks and progress the information channeled through various regular team meetings (Project Management Institute, 2013). It is such information that the manager needs to use to maintain control over direction of the project through comparing different reports to measure performance required. The final stage is the closing phase which emphasizes on releasing the final deliverables to the company, handing over important project information, termination of the contract, release of project resources, and communication of project closure to various project stakeholders.

Project control is important as it involves gathering data, management, and ensuring application of various analytical processes for prediction, understanding, and constructively influence the cost and time outcomes of the project. The manager needs to ensure effective communication of information in an appropriate format that would assist in effective management and decision making. It is important to note that in all project management life cycles contain various steps; however, none of the steps is more important than the other. Each phase is important in getting the project off ground. The project manager should use the project life cycle to develop project strategy, update and maintain project schedule, estimate the cost project, and manage various risks associated with the project. However, it is important to comprehensively integrate various elements of control and other domains associated with the management of the project.

References

Cooke, H., Tate, K., & Cooke, H. (2011). Project management. New York: McGraw-Hill.

Project Management Institute. (2013). The standard for program management. Newtown Square, PA: Author.