MGT 437 Week 3 Team Assignment - Project Planning GÇô Technical Paper
MGT 437 Week 3 Team Assignment - Project Planning GÇô Technical Paper MKT421
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Date Created: 11/09/15
Running head: PROJECT PLANNING – TECHNICAL PAPER 1 Project Planning – Technical Paper University of Phoenix MGT/437 Patricia Dues April 5, 2010 PROJECT PLANNING – TECHNICAL PAPER 2 Project Planning – Technical Paper Parking Garage Team A will present the technicalities of a parking garage project in two phases. Phase I will present an updated Statement of Work (SOW) in addition to SMART requirements for the project. The SOW lists specific tasks required to complete each item listed and the resources required accomplishing each task. In Phase II of the project tasks will be arranged into a schedule that accounts for dependencies between the tasks. The critical path through the network is identified. Finally, the network results are reviewed and compared to the project’s triple constraint with consideration to timing, budget, and project specifications. Statement of Work Blueprints. The blueprints in relation to structural drawings and specifications are in accordance with city ordinances and have been approved by the city. Bid/Bid Approval. Project bids have been received and accepted and contractors will supply a 100% of the contract bid performance bond guaranteeing the project manager that the general contractor will perform 100% of the contract according to blueprint specifications, timelines, and city regulations. General Contractor. The accepted general contractor is in charge of the production of the project. The general contractor will stay abreast of deadlines and report any unforeseen circumstances or risk to the project manager. He or she will hire subcontractors in the fields of construction, electrical, and plumbing. SubContractor. Each subcontractor will perform his or her duties within specifications of the blueprints and any updated city ordinances. PROJECT PLANNING – TECHNICAL PAPER 3 Project Manager. The project manager will frequently visit the location of the parking garage site. The project manager will incorporate contingency planning for the parking garage as well as approve or deny general contractor suggestions in relation to contingency planning. How about some regularly scheduled project team meetings? These will be a way to document the progress of the project. SMART Requirements The parking garage project is outlined using the SMART rule; specific, measurable, attainable, realistic, and timebound objectives as follows: Specific. The SOW is specific and clearly defines each task. Questions such as whom, what, where, when, which, and why are posed. The SOW states to whom the parking garage is for, what will be accomplished, where it will be located, which equipment will be used, and why the project is needed. Measurable. Criteria are established for measuring the achievement of each requirement that has been defined. Each contractor has specific plans and instructions. In addition, the blueprints associated with building the parking garage are within the guidelines and specifications of the city council. Achievable. The SOW outlines an achievable plan to build the parking garage. To determine achievability, it is imperative to seek the expertise of the contractors and employees outlined in the SOW. Realistic. The goals and plans for the parking garage meet with realistic expectations. Realism involves the ability to be willing and able to meet with an objective and is critical to meet the goal as well as fit the requirements for the budget. PROJECT PLANNING – TECHNICAL PAPER 4 Time bound. The parking garage project is time bound and a strict schedule must be followed closely. Tasks Required to Complete the SOW Blueprints. The first task on the Statement of Work is to secure blueprints for the parking structure. Completing the task requires hiring an architect to draw the structural blueprints and provide an architect’s seal to prove the blueprints adhere to federal, state, and local building codes. Acquiring electrical blueprints to develop the electrical work within the parking structure is necessary. General Contractor. Hiring a general contractor is necessary to construct the design for the parking structure. According to Kerzner (2006), the general contractor may create his or her own Statement of Work. Regardless, the tasks required to complete the second stage in the Statement of Work are extensive. After acquiring the blueprints, a general contractor needs to be accepted according to an appropriate bid. Once a bid for a general contractor has been accepted, the list of tasks and resources required for the project’s completion must be identified. The list of tasks includes excavating, concrete work, plumbing, electrical wiring, painting, and landscaping. The general contractor’s next job will be to hire subcontractors for each of the tasks; coordinating the varied efforts of the individual subcontractors to ensure the successful completion of the parking structure. SubContractors and Supplies. As mentioned previously, the list of subcontractors needed for the project include excavating, concrete work, plumbing, electrical wiring, painting, and landscaping. The excavating subcontractor will need to hire a bulldozer and a dump truck to remove the existing parking lot. The project manager will need to contact the city to ensure no PROJECT PLANNING – TECHNICAL PAPER 5 power, gas, or sewer lines are buried beneath the existing asphalt. The next task is hiring a sub contractor for the concrete work. The resources required to pour the foundation are wood framing, concrete, and rebar. A sprinkler system to counteract potential fires will require plumbing services to be sub contracted. Additionally, a drainage system for water runoff is necessary. Completing the task includes purchasing PVC pipes, drainage caps, sprinkler heads, and sprinkler tubing. Completing the electrical work requires hiring an electrician. The resources include the wiring, light sockets, circuit breakers, and lights. The driving lines on the surface of the parking structure, and the outside of the parking structure require painting. The resources include subcontracting the painters, the paint, the brushes, the rollers, and the air guns the painters will use. When the structure is complete, the grounds around the parking structure will be landscaped. A tractor, grass, bushes, and an irrigation system are the resources needed to complete the task. Phase II As listed in the schedule below the start of the parking garage project is dated February 1, 2010 and runs through April 1, 2011. The schedule lists in order the tasks and activities required to complete the garage project. As listed in the Gantt chart, later activities cannot start until the completion of earlier dependent activities. The blueprints are dependent upon hiring of the architects, the contractor is dependent upon the blueprints, the subcontractors hiring is dependent upon hiring the contractor. Furthermore, the concrete work cannot begin until the excavation is complete, and the plumbers and electricians cannot begin until the concrete work is finished. PROJECT PLANNING – TECHNICAL PAPER 6 Parking Garage Schedule The following Gantt chart presents the parking garage schedule in a complete and cohesive chart and easy to follow. Critical Path The critical path is the sequence of activities that must occur on schedule in order for a project to be completed on schedule. If a task along the critical path is not on time the entire project will be delayed unless another task can be adjusted (CPM, 2010). The critical path is the longest path through the network of the project. The critical path has four parameters; earliest start time (ES), earliest finish time (EF), latest start time (LS), and latest finish time (LF). ES is the earliest time a task can begin after previous dependencies are completed. EF is equal to ES and the time needed to finish the project. LF is the latest time a task can be completed without causing delay to the project. LS is LF less PROJECT PLANNING – TECHNICAL PAPER 7 the time required to complete the task or activity. The slack time is the time between ES and LS or between EF and LF. The critical path is the path through the network in which no slack time exists. The critical path is when ES is equal to the LS, and the EF is equal to the LF. Network Results and Triple Constraint According to the parking garage schedule from the Gantt chart for the start of the project, excavations will start June, 16, 2010. The project finish date is the end of March 2011. The time frame will depend on changes in weather, delivery issues in the supply chain, and the possible loss of labor. Other issues that could occur are building issues if the work is not completed according to specifications that do not adhere to the design of the architect. The budget could change if the timeline changes. After reviewing and comparing the results to the project’s triple constraints in relation to project specifications, the scope of work for completing the construction of the parking garage is planned out in detail. Each step or phase is in accordance with the blueprints, project management objectives as well as the budget. If the project faces any obstacle; any risk compromises the production of the parking garage, the general contractor will inform the project manager. Both individuals will collectively devise a contingency plan that will address the obstacle or risk and put the construction of the parking garage back on track in relation to time constraints as well as budget. Project Smart (2010) states, Objectives that are SMART (Specific, Measurable, Aligned, Realistic/Relevant, and Timebound) are likely to be achieved. When generic, offthe shelf objectives get the PROJECT PLANNING – TECHNICAL PAPER 8 SMART treatment, they emerge as targets that engage focus, action, feedback and learning. These targets assist development of individual work plans, and also provide a guidance system for supervisorstaff performance review discussions. Conclusion Team A presented a Statement of Work (SOW) for a parking garage project. SMART requirements were defined, and specific tasks required to complete each item were identified. The tasks were arranged into a schedule and presented in a Gantt chart. The critical path through the network was identified, and the network results were reviewed and compared to the project’s triple constraint with consideration to timing, budget, and project specifications. PROJECT PLANNING – TECHNICAL PAPER 9 References CPM, online, (2010). NetMBA Business Knowledge Center, Operations > Critical Path, Retrieved April 4, 2010 from http://www.netmba.com/operations/project/cpm/ Kerzner, H (2006). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. (9th ed). New Jersey: John Wiley & Sons Inc. Project Smart (2010). Use SMART Objectives to Focus Goals, Plans and Performance. Retrieved April 3 , 2010, from http://www.projectsmart.co.uk/usesmartobjectivesto focusgoalsplansandperformance.html Good job with the assignment. You should think about scheduling regular project team meetings. Don’t trust the contractor to bring issues forward on a timely basis. This could result in delays to the project. Total points = 5 points
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