Project management report Essay Example
PROJECT COMPLETION REPORT
Alexandria Gardens: Playground Reform and Upgrade Project
Alexandra Gardens Project No. 002
Purpose of this report 3
Project governance 3
Key roles 3
Project organizational structure 3
Business and program benefits of the project 4
Reviews and reporting 4
Project management method 4
Project definition 5
Delivery strategy 5
Project performance measurement/success criteria/KPIs without hurdles 5
Project performance measurement/success criteria/KPIs with hurdles 5
Project scope 6
In scope 6
Out of scope 6
Stakeholders impact 7
Project cost 8
Project management assessment 8
Scope management 8
Time management 8
Cost management 8
Quality management 8
Human resources 8
Communications management 9
Risk management 10
Procurement management 10
Integration management 11
Phase transitions/handover/completion 11
Design development 11
Project lessons 11
Ongoing liability for support/maintenance 11
Annexures i: Project report with hurdles 3c 12
Introduction 12 1.
12Resource Hurdles 1.1
Human resources 13 1.1.1
Material resources 13 1.1.2
13Time Hurdles 1.2
Modified Project management plan (PMP) 13 2.
For you to see if the progress is ok pertinent to the pmp I gave you 16
Network Diagram 18
Project overview report. 19
Critical tasks report 25
Costs report 28
Cash flow report. 31
Current activities reports 37
Assignments reports 37
Workloads reports 37
Work overview 38
Late tasks report 42
Overallocated resources 42
Resource overview 46
Annexure ii: Project management without hurdles 3a 46
Purpose of this report
The development of this report purposes to give detail activities undertaken to complete the project and outline the outstanding issues, risks, operational matters and recommendations. This document (report) outlines the closure activities and any outstanding matters and recommends how they should be addressed.
The fulfilment of the project was based on the governance structure as illustrated in the diagram below. The basis of the hierarchy was based on the fact that this was a smaller project and the highest hierarchy was that of the project board and then the project management.
Project Board: The project board was responsible to the client for the overall direction of the project and had the responsibility and authority for the project within the remit set by the client.
Project manager : The project manager had the authority to dun on a day-to-day basis on behalf of the project team within the constraints and tolerances laid down by the client.
Project organizational structure
There are three organizational structures that can be applied in the fulfilment of a project. They include the functional, the matrix and the project-based organizational structures. Not one particular organizational structure seemed satisfying for the fulfilment of the project. Of the three, the matrix and project-based organizational structures were the most befitting. This follows the sense that this project involved contracting of other expert companies and also the project management had full control on the operationalization and quality of the project output. The matrix structure was useful in ensuring that each of the contracted had control of the expertise area and are responsible in fulfilment of their unit. The Project based organizational structure was useful in enabling the project management control and coordinate the project including hiring and total resource control to so as to meet the quality and constraint needs of the project.(Kwalford, 2015)
Business and program benefits of the project
The success of the project comes with various achievements. As far as the community is concerned, the project:
provides an avenue for rejuvenation
Makes the environment more attractive
Provides a safe playing space for children under 15 years
To the Client, the project comes with business and program benefits as well. The success comes with the following:
Improved attractiveness of the park
Increased revenue generation through increase of number of people visiting the vicinity
Complements other services and products offered within Alexandria Gardens.
Reviews and reporting
There were regular reviews of the process. This practice was very helpful in identifying risks that could affect the project and coordinating between the stakeholders (CDC, n.d ). Since this was a short term project (3 months), there was only one status report written after 1 and a half months of the progress. The reporting process mainly aimed at communicating key messages about project progress and improving organizational support for the project (which it succeeded in doing). The project reporting and reviewing allowed the management to take actions that addressed project issues and risks. This activity was conducted by the project manager to the client. Apart from the project report, the reviews fostered communication with the client. The communication was mainly through face to face and email. Project reviews were done weekly.
Project management method
The management of this project was based on the PRINCE2 methodology. This is a structured approach to project management, which combines the original PROMPT methodology and managing the implementation of the total project (—-). The PRINCE2 process model provides a method for managing projects within a well-defined framework and in so doing it focuses on the definition and delivery of products, particularly the quality requirements. This methodology is output-oriented. The Alexandra project required this kind of methodology because it creates an agreed set of products that define the scope and provides the basis for planning and control (how to coordinate people and actinities). This model was found fit for this project since it also provides the basis for what to do if the products, hence scope of the project has to be adjusted if it does not develop as planned.
This model was used to specify each process with its inputs and outputs and with specific goals and the respective activities to be carried out to deliver the project’s outcome as defined by the Business case up there (—-). Based on the governance framework of this model-its roles and responsibilities are fully described and require tailoring to suit the complexity of the project and skills of the company.
The project was carried out on the Alexandria Gardens Located in Melbourne Australia.
The main client’s objectives for, and details of the project were to:
Improve the attractiveness of the park
Increase the revenue generation through increase of number if people visiting the vicinity
Complement other services and products offered within Alexandria Gardens.
This project used the construction management approach which was used to have the project managed by the contractor. The project was mainly based on the project execution approach which determined how the project tasks and contracts were structured. Based on the project execution approach, changes were effected to avert risks that would hamper the project. Using this approach to reschedule the tasks to meet the project needs. Performance at different levels had to be measured so as to identify the risks. The performance measurement was carried on the project with and without hurdles. The key performance indicators (KPIs) were used.
Project performance measurement/success criteria/KPIs without hurdles
These are key performance indicators used when the project was just at its beginning before it faced any hurdles. In this project they included schedule and budget compliance and the issues and their resolution. It included the effort/cost measures as well the quality deliverables. The key performance indicators show that the project was doing well (was healthy without hurdles) and that there was no big variance between the budget and actual cost of the project.
Project performance measurement/success criteria/KPIs with hurdles
These are the performance measurements after the subject was subject to scope and time constraints. Among the risks that project was subject to include the increase in scope needs by the client and risks of failure to complete the project in time following the risks that the project was subject to in the table showing risks. After adjustments to address the hurdles, the KPIs used for the project with hurdles include the schedule and budget compliance and the client satisfaction. Issues and how they were addressed as well response to changes in scope were used. From the KPIs, the project was healthy as it was finished in time and budget scope and the client was satisfied. The table 2 below shows how the KPIs performed for the project both without and with stages.
Table 2: Illustration of how the project performed without the hurdles and with the hurdles in baseline 1
The main aim of the Alexandria Gardens project is to reform upgrade the Alexandra Gardens playground. Initially, the project was supposed to take 36 days. It was planned to start on 1st December 2015 and end on the 20th December 2015. However, due to the procedural and legal processes, the project was planned to start on 25th November and end 31st December 2015. Initially, it was expected that the project would be sufficed by $200,000. The project aimed at making the playground with just basic internal standards and specifications. However, as the project progressed, the client needed some adjustments and it resulted to need for increase in time and resources. As a new Prpject Management Plan (PMP), considerations of strict time demands from the client resulted in changing the finish date 3rd February. The project required a new budget setting to $350,000 arising from new proporsals to include more and change the quality of carpeting material and slightly expand the playground by size. It is important to note that this is what resulted in the time and resource constraints above. The client insited that the project which would be completed in 150 days be finished 100 days. However, the project was completed within 106 days and with a budget $343,000.
Out of scope
There were several constraints posed during the project. They are as listed below.
Initially, the whole job was to be completed in less than 20 days.
The client insisted that the last part of the job be accomplished within 75 days else face a fine of $5,000.
There should not be more than 2 contractors/subcontractors working within a week.
There should not be more than 3 workers on overtime
No worker should exceed 3 hours of overtime in a day.
The project should not exceed $350,000 in budget.
Project management planning made several basic assumptions. Among the basic assumptions were that all the resources would be available whenever needed and that all the stakeholders would be involved at the convenience of the project in terms of time. Also, it was anticipated that labour would be cheaper. The project also assumed that there would be no weather uncertainties and interferences diring the project period. These assumptions were based on similar projects including the Alexandra swimming pool construction no 001 done 2 months earlier on Alexandria Gardens and Mysel playground construction by the Ahmed and sisters TDA #000600 3 months earlier. This project was an urgent project and had to be completed within 150 days so as operationalize the playground as fast as possible. To illustrate the urgency, a fine of $5000 dollars would have been made for every day delayed.
All the parties involved in the completion of this project qualify as stakeholders. They include, but not limited to, the subcontractors, the workers, the client, the government, the project management team, the financial institutions and the insurance (Watt, n.d). This report mainly focuses on the stakeholders without whom the project would still proceed but were necessary. Such stakeholders that had great impact on the project were as discussed below:
Government Agencies: They provided appropriate documentation and guidance of adherence to the stated Australian standards and components of NCC. Additionally it is responsible for the permits and licencing necessary for operating the playground.
The Community: The community had in understanding the use and environmental impact of the project. Failure to cooperate with the community would have led to its failure thus, their engagement was important in determining the success of the project.
Financial institutions: Engagement with the financial institutions helped in allocation of resources to address the construction needs of the project.
Insurance companies: Different forms of insurance were necessary during the development as well management of the project. Some of the insurance covers involved during this project include the builder’s risk and property insurance, professional liability insurance and the commercial general liability insurance. Different Insurance companies were involved.
Initially, the client had estimated the project at $200,000. After planning the project was estimated at $278,000 at first estimate. The second estimate of the project after the hurdles and changes in scope placed the project estimates at slightly over $342,221.00. The actual cost of this project was placed $329,661.00. As such the project was completed within the budget limits of the client which was $350,000.00 after considerations of the hurdles and scope changes.
Project management assessment
Assessment of the project management can be attained by assessment of the project attributes. They include, but not limited to, the scope, time, cost, resource, quality and risk management.
As shall be seen in the table 3 showing tasks management, the management of scope was well done to ensure that all the tasks were accomplished. Such actions as change in strategies to contracting where possible helped in ensuring that expert companies fulfilled the scope needs of the project. See table 3 for a detailed information on how the scope of the project was accomplished.
Time was very well managed by hiring more workers and contracting for most of the execution stage tasks. Time was so well managed and balanced such that there were no overtime workers and that no resource was overburdened with tasks so as to beat the time risks. The time resource and task allocations was well managed as can be seen in both the Gantt chart and the time management table4. The project which was given 150 days from the day of commencement ended in 106 days which was within the time budget of the clients. See figure 3 and figure to illustrate the time management.
The cost of the project was well managed and met the budget limits of the client. Figure 5 shows the cost management that brought about the success of the project in terms of the budget
The management of quality of the project was attained and well managed through consultations with the experts and by contracting the project to expert companies. This helped avert the risk of hiring unskilled resources into the project. One other quality control measure was ensuring that there was as little overtime as possible and that contractors working at a time were not more than two within a week. This helped in controlled activity towards good quality achievement. The Gantt chart illustrates how the resources were coordinated to attain good quality control.
The management of Human resources throughout the whole project was well done. There was enough human resources for every task and no resource was over allocated. Human resource was well managed right from the initiation stage where consultations were made through the execution stage where experts were managed and up the. There was the supervising resources which helped in coordination of the project throughout. Each task was assigned the relevant human resource relevant for the task. A breakdown of the human resource management for the whole project is as illustrated in figure 6 for the resource management from which the human resource management can be drawn.
Communication in this project was well managed. The main communication coordinator was the project manager who communicated with the various stakeholders such as the client, the government agencies, consultants, employees and the community. Communication means differed depending on the communicating parties but mainly was through email and face-to-face. Communication to the community was through the media and to the government was through documentation. The table below illustrates the communication management including the role of the communication.
Table 5: Summary of the project communications.
Engage with different stakeholders before starting the project
Through Email/ face to face communication
To guide the upgrading process through bringing together the stakeholders and processes
During the design period
Face to face communication and technological communication
Design the facility and ensure the project is completed based on statutory requirements
Before starting the project and throughout the lifeline of the project
Documentation, email and face to face communication
Ensure the project benefits the community and does not negate the community processes and expectations.
Employees and workers
Before and during the project implementation
Face to face and paper-based communication
Understand the requirements of the project and expectations of the project
Utility and financial companies
Throughout the span of the project and a continuous relationship
Email communication and face to face communication
Provide services that are crucial to the accomplishment of project deliberations
Community and marketing
Before the project and continuous communication
Through the media
Update on the progress of the project, significance of the project and benefits to the community
The project was subject to certain risks including the failure to finish job in time, budget and resource problems. Changes in scope also came with these risks. Other risks faced by the project include climatic uncertainties, insufficient supplies and lack access to permits and documentation. These risks were managed through various mitigation strategies as outlined in the summary table below.
Table 6: Summary of risk management.
Failure to complete the project
The project is based on milestone dates, and these milestones are reviewed weekly to ensure the plan is on the right track
The relevant departments such as the quantity surveyor will keep the team updated on the use of financial resources
Climatic changes and challenges to human resources e.g. sickness
The employees will be required to wear masks and other protective clothing. Frequent information will be obtained from metrological department to align the processes
Availability of skilled workers
The workers already recruited have the prerequisite skills
Cooperation and effective communication with different service providers and suppliers
Permits and access to other documentations
Already, the governmental institution has been engaged
As such, risks were well managed to keep control of the project.
All supplies were bought in time and were always available in time. As such the procurement process was well managed to ensure that all material were available.
This project was divided into three phases: the initiation, the execution and the handover phase. The undertakings of a particular could only proceed after the conclusion of the predecessor phase. The most crucial phase of the project was the execution phase. This phase had critical tasks too. The handover/completion phase was the last phase of the project. The project transitions from one phase to another was properly managed. The critical tasks table 7 and the network diagram in figure 7 illustrates how phase transitions were managed.
A project requires regular reviews to identify risks it gets subject to.
The client can decide to make some changes on the initial scope therefore the project manager should always give room for changes in scope.
Good project management involves multisectoral coordination and communication.
Deadlines are very crucial for a project and failure to deliver within the time limits of the contract can degenerate into fines of proportions that may be very expensive.
Ongoing liability for support/maintenance
The project management undertook to offer maintenance of the playground infrastructure (as liability for support) to the Alexandria Gardens for a period of 12 months.
This project was well managed to meet the client needs. However following the risks involved in this project, the following recommendations are given:
The clients should try as much as possible to outline the entire scope before the start of the project.
Clients should always ensure that they have financial backup just in case need arises.
Project managers should always ensure that they have supplies procured early enough.
The project managers should always prepare for uncontrollable factors such as climate/weather uncertainties.
Annexures i: Project report with hurdles 3c
This report is about the Alexandra Gardens playground project. This is mainly a report concerning the slight change in customer needs that posed some hurdle to completion of the project in accordance with the earlier Project Management Plan (PMP). The new propositions included new perimeter wall. The slight changes therefore came with a few hurdles to face in the project implementation, which led to rescheduling under baseline 1. The changes involved increase for job, which came with need for more time and resources. Following these needs, the client needed the job complete within 75 days (that would otherwise be completed in 150 days) and provided a budget allocation of $350,000.00. This amount was $150,000.00 more than the budget scope by the client in the earlier work scope, which gave an estimate of over $78,000.00 by project plan. Having factored in the considerations of project pressure in terms of time and resource deprivation in reference to an earlier plan the project planned again with the following ways of overcoming the above-mentioned hurdles of time and resource.
Increase in the scope had a direct implication in pressure in available resources. This hurdle was overcome differently for different resources bearing in mind that some activities could be executed using substitute resources available and bearing in mind that hiring acquiring new resources implied a bigger budget. The different ways of making up for the different resources was as discussed below.
As for the resources, hiring new employees was found to be the most economical thing to do. Two construction assistants were hired and an assistant for the main operations manager (Ahmed). This also helped in eliminating overtime issues and would be helpful in finishing the job in 75 days.
The scope and time pressure caused lack of enough material given the budget constraints. In averting the material resource problem it was considered more rational hiring subcontractors compared to acquiring material and managing the processes associated with the material. This would also help in reducing time problems.
The new resource management is as shown in the diagrams below. It shows how the resource management looks like after considering that the project has to be finished within 75 days.
In order to try to meet the time demands, the overtime tactic for some lengthy tasks was employed alongside hiring new employees to increase labour. However, this was done in accordance with considerations as mentioned.
Factoring in the new scope and time needs of the project, the new project plan that comes about as the modified PMP and was as discussed below.
Modified Project management plan (PMP)
Having considered the time demands vis a vis the budget constraints, the rescheduling of the PMP was done so as to meet the client demand s and avert the daily delay fee of $5000 owed to project. After the rescheduling, the new PMP aspects are as shown hereinafter.
Table 1: Modified resource sheet.
Table 2: Modified resource usage.
For you to see if the progress is ok pertinent to the pmp I gave you
Table 1: Modified PMP (Task sheet).
From the PMP table, the project budget increases slightly to just above $343,000 which is below the amount set for it. The Task sheet also shows that there are no over allocated resources and that the project will be through in less than the 75 remaining days. It also shows that some of the tasks have already been completed including the preparation/defining stages of the project.
For a quick view of the relationship between the tasks, the Gantt chart below gives details.
Fig 1: Modified Gantt chart.
The fig1 above shows that some tasks that were not highly related and/or depended on the predecessor have been made to commence without necessarily waiting for the other to be completed. This is seen to reduce time.
In order to see the new sequencing of activities, the network diagrams are useful.
The network diagram below gives the summary of sequencing activities too be followed in the project.
Figure 2: Modified Network diagrams.
The red boxes shows the critical summary of the tasks, start and finishing date, duration and number of resources work there. Where the blue shows the activities within the project. Each of the boxes has Id which we can refer to if any of the tasks has an error.
New reports arising due to the modification include the cash flow, work overview, project overview, critical task, project progress, late tasks, and over allocated resource reports.
Project overview report.
The project overview report includes report on milestones, project summary, critical tasks, top levels and working days. The project overview reports from this ms project are as shown below.
Iable3 : Project summary.
The project summary gives us the details about the start dates, the work cost and task staus. From the summary it can be shown that there is no big variance (difference) between the scheduled and baseine estimates. Except for work (which has a negative value for variance), the project schedule is such that the project is scheduled well.
Table 4: Progress report
The tasks in progress report gives a breakdown for the monthly tasks. This makes it easy for understanding the period within which the tasks wil be expected to be complete. From this report one can as well get a clear view of when the resources will be needed for early preparation of the same. In so saying the need for availability of resources for this particular project is as shown in Table 2 above showing the tasks in progress report.
The figure below shows a critical tasks report. The critical tasks are those which if delayed gets the whole project stuck.
Critical tasks report
Fig 5: Critical tasks report.
As can be seen from the above fig 5 the critical tasks can also be said to be the main thing about this project. The rest can be said to be beareucratic since without them or if there were other means, the project would still go through to bring about the playground. Generally speaking the critical tasks are also expensive since most of the resources and (material and work) are centered here. The critical tasks are also seen to be in the execution stage of the project which, essentially speaking is the main projectwork.
The costs report includes the cash flow report, budget report, overbudget resources report, overbudget costs report and earned value reports. The summary of the cost reports is as shown in the figures fig 3 and 4.
Fig 3: Budget cost report.
Fig 4: Baseline cost summary.
From the two cost summary reports, it is clear that the cost of the project increases from an earlier plan of as $260,000. To about $350,000 due to slight changes in needs by the client as well. The later stages of the project that come by at the execution stage have a higher cost demand. This is because this is the most critical of the stages of the project and requires heavy inputs.
Cash flow report.
Fig 5: Cashfow summary report.
From the cash flow summary report, it can be seen that more cash is needed towards the first quarter of 2016. This is because this is the time when most of the critical tasks are done and from the earlier reports, these stages are more expensive in terms terms of resources. Most of the material and work resources are used at this stage and that’s why the cash needs are high at this stage. The cummulative cashfow increases more during the time of critical stages as well. A more detailed cashflow report is as shown in the Table 5 below.
This cash flow report gives the daily cash need and where it’s needed i.e the tasks where the cash is necessary. It can be seen that the cashfow reduces towards the end of the project. The cashfow is seen, as said earlier, to be high for the critical tasks which happen to be at the execution stage.
Current activities reports
Includes the unstarted tasks report, tasks starting soon reports, tasks in progress report, completed tasks, should have started tasks and the slipping tasks. The MS project current activity reports are as shown below.
The reports include who-does what report, overallocated resources, to do list and who- does what when reports.
Mainly give the task usage and resource usage reports. They are as shown in the diagrams.
The baseline calendar was just the same as the standard calendar as shown below
The above resources report illustrates the resources and the actual work done and the remaining work. From this report, it can be seen which of the resources has more work left with it and proper considerations can be made. For example, it can be seen in this particular project plan that Ahmed assistant still has the highest amount of jobs.
Late tasks report
So far, there are no late tasks in this project.
There were no overallocated resources.
Fig 4: Work overview
From the resource cost summary report above, it can be seen that the work resources consumed a larger budget compared to the material resources. This is because most of the would be material resources were covered by contracting services which then falls under the work thereby making the work resources consume a larger budget here in the project.
The project plan is seen to be on course and is attaining success where there are no over allocations of resources. The project is set to be finished in time and therefore no fines will be charged by the client. Neither will it be a delay to the client. The project is also within the financial budget and therefore the project is expected to end successfully.
Annexure ii: Project management without hurdles 3a
Written by: Ahmed Alhuzaymi
This is a report about Alexandra Gardens: Playground Reform and Upgrade Project. The end user of this project was Alexandra Gardens Revenue Generation Department. The project plan was done using one of the most recommended project softwares (MS Project), which enables the project planning easier and more accurate. From the project plan, the estimated earliest completion of the project was 21st of December 2015 (which was the finishing process of handover and acceptance) from the starting date of 2nd November 2015. That is, the project, including the handover was estimated to take 36 days. The project was completed on the estimated date, which is the date that the owner had planned for. The project followed the laid down project management plan and the costs and events corrected. A closer look at the project gives us the details as illustrated in the following subsequent discussions that inform us on how the project was handled.
In order to bring order to project workflows, the project network was a must consideration. Using the network diagram from the MS Project software, it was easy to coordinate between activities by understanding straight away which activity followed the other in their respective order. Below is the project’s network diagram that was followed during the project work.
Figure 1: Alexandra project network diagram showing the critical paths
The pink background shows the critical summary while the blue gives the activities within the respective timelines that were followed during the project work.
Having understood that every activity was done in accordance with the planned order as shown in the network diagram as shown above, it is good to understand that all the users were on track, and completion confusion were kept in check. To do this effectively, the Gantt chart was used. From the same Gantt chart, it was easy to mark the resources allocated to the tasks and the timelines for each task. The Gantt chart was also very useful to get a handle on the future throughout the project. Below is a Gantt chart diagram that was used to visualize the relationship between tasks.
Figure 2: Gantt chart showing the resource allocation for tasks
To get the whole picture of the project plan and the project outcome in terms of cost for example, the diagram below gives a summary of it. The project management plan and the actual cost versus the baseline cost are helpful in understanding whether the estimates were done with due diligence or not. Bearing in mind the contingent aspects to a project, it can be seen from the table below that the project execution was very perfect and within the constraints of the budget. The actual cost was less than the baseline (estimated cost) which is better than the convers because chances are that the completion of the project might involve trouble with the owners. The task sheet therefore enabled the project execution to try as much as possible to be adherent to the cost estimates so as not to go beyond the estimated cost. This led to adjustments that were necessary to attain the designed budget. The task sheet also helped in ensuring that tasks were executed within the estimates of time using the assigned resources.
A completion cost of less than the budget by about $11,000 implies that the project estimated at $278,061 was successfully managed.
Table 1: Task sheet showing the baseline versus the actual cost of the project.
In order to avoid overworking and/or underworking resources as well as to plan the resources per relevant task, resource management was duely considered. Below is how the resources in this project were managed for easy tracking of work and related cost (work resources), to track materials used and their cost (material resources) and just any other resources as tracked by cost resources.
Table 2: A resource sheet view indicating the resources
This resource sheet was useful in identifying important fields for each resource and indicators were used to figure out critical information regarding each resource.
Having noted the above, it was always useful to understand the tasks that each resource was assigned. This was made by the resource usage view of the MS project as shown in the table in the next page. The table helped us to see which resources were over allocated (as indicated by a red) and/or which ones were under allocated and relevant adjustments done during the project execution process.
Table 3: Resource usage view indicating resource usage to identify the over allocated resources.
The project was very well managed and was completed within planned time and within the estimated budget. Thus it can be concluded that this project was a success thanks to good project management plan (PMP). It also suffices to conclude that MS project software is effective in PMP and is highly recommended for project managers.
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