The 39AA Residential Center Project at Geelong

The challenges are summarized and categorized in the table below; ||Strategic|Tactical |Operational |Project Specific |Whether the goals |The best approach |Staff challenges | ||of the project |to undertake the | ||as staff | ||will be achieved |project without|absenteeism | ||Strategy for|affecting other|Poor materials | ||selecting the |users such as |sourcing | ||project team|pedestrians | ||Delays in sourcing| |||Meeting

Advance project Management
Name
Date

Q1
The 39AA project at Geelong will involve the construction of a residential center; as with any other
projects, it will face tactical, strategic, and operational challenges relating to challenges specific to
the project, those due to parent organization, and the industry as well as project management type
challenges.
The challenges are summarized and categorized in the table below;
Strategic Tactical Operational
Project Specific Whether the goals of
the project will be
achieved
Strategy for selecting
the project team
The best approach to
undertake the project
without affecting other
users such as
pedestrians
Meeting environmental
and local council by
laws for the
construction
(Hrebriniak 2013)
Staff challenges such as
staff absenteeism
Poor materials sourcing
Delays in sourcing
project materials
Too many changes to
the project scope
Managing wastes from
the project
Safe demolition of the
existing building
Parent Organization Conflicting objectives
and aims of the project
Selection of contractors
and the project team
Not having all requisite
funds ready for the
project
Selection of
inexperienced or non
certified contractors
Taking too long to
make decisions
especially crucial ones
to do with scope
change
Industry (AEC) Not getting approvals
and registration of the
project on time
Poor stakeholder
management strategy
Meeting the design
standards set by the
Architecture,
Engineering, and
Construction body
Meeting standards for
safe demolition of
existing building
Failure in obtaining the
due licenses and
certifications for the
project within
stipulated times
Project Management Risk management Improper budgeting Risks inherent to the

strategies may fail to
mitigate risks
Stakeholder
management may be
poorly done, such as a
poor communication
plan, leading to loss of,
or insufficient
stakeholder support
Poor project planning
techniques
Poor project execution
Poor management of
the project scope
Poor communication
and risk management
plan
Ineffectual strategy for
managing stakeholders
Poor project planning
project
The project
management
techniques chosen for
the project may be
unsuitable
Work place health and
safety challenge that
may cause injuries
Interruptions to project
execution such as due
to bad weather
(Retavec, Rollins &
Altwies 2008)
Q2. Organization structure
The structure proposed for the project must take cognizance of the various stakeholders that are
inherent to the project (Mehta 2007). The project has a parent organization that is responsible for
the building and who in this case is the project owner. The parent organization will have an
executive sponsor for the project, who is likely to be a senior manger of the developer, for instance,
the CEO or General Manager of the parent company. The project will need a business sponsor that
will ensure the project meets the business objectives of the parent company. Such a sponsor can be
the financial manager/ director of the parent organization or its business development manager.
Before the project can be executed, there must be technical persons to get the project rolling,
including the civil engineer and the architect. These may be in house or specialists contracted for
the job. The project will require someone to manage finances and this is a person from the parent
company. The parent organization will use another contractor or various sub contractors, including
those handling civil engineering, electrical engineering, plumbing and piping, and mechanical
engineering contractors (air conditioning). The project will have a foreman whose job is to translate
the plans and drawings into the actual building. Materials must be acquired/ sourced for the project
and so a purchasing manager will be needed for the project. Further, all the objectives and
deliverables of the project owner must be translated into results within the triple constraints of
scope, time, and resources, and so a project manager will be needed for the project. The project will
then need staff, including plant and machine operators, workmen, technicians, and temporary staff
to do the actual work. Finally, a health and safety person will be required for the project for its

successful execution. Considering all these personnel, the organization structure must be set up so
that the project succeeds and achieves its objectives and deliverables. The organizational structure
must help ensure the project goals are achieved and ensure smooth flow of tasks, along with
reporting and ownership of tasks. The organizational structure must be functional, be technically
sound, and qualitative all within a suitable framework (Hobbs 2015). Based on these considerations
and past experience, the following organizational structure is proposed for the project;

The organization is hierarchical in nature and shows the responsibilities of each person within the
organization based on their roles.
Q3. Feasible Demolition Construction Method
The building is not very high and so the method for demolition must reflect this reality. Further, it is
in a densely populated area where faster methods of demolition would adversely affect the
neighboring users and health and environmental concerns. Further, the building contains some
material that can still be used, such as concrete for backfilling or compacting new road surfaces.
Considering these basic factors, the demolition approach must be carefully managed so that
adjacent structures and public facilities are not adversely affected/ damaged (Bokalders & Block
2010). In lieu of these, the recommended demolition method is the use of Crane and Ball method.
The Crane and Ball demolition method is one of the oldest and is suitable for careful demolition
operations for buildings f less than 20 meters in height. It s a method that has been used before with
great success and is not costly or risky, say compared to using controlled charge explosion
(implosion method). The method entails the use of a heavy wrecking ball on a crane that is swung
into the structure to demolish areas such as pillars and walls. This is used in combination with a
crane arm and digger to clinically demolish and remove sections of the old building and place them
appropriately, ready for final disposal. However, it must be use with other methods such as manual
removal when removing electrical cables or rebar in concrete pillars. Because of the associated dust
and noise generated by this method that can last a long time, proper planning must be done, along
with implementing measures to reduce such pollution and obtaining the relevant permits to
undertake the task (Johnson & Lewis 2007).
With great advancements in technology, such as the use of BIM (building information modeling)
systems, the building can be constructed using methods other than the traditional site construction.
With tools such as computer aided design (AutoCAD) and BIM, the building can be drawn and all
components and facilities also drawn and specified with software. After approvals are obtained, the
software can be used, using suitable algorithms, to test the structure and simulate its performance
under various conditions. Amendments are then done so as to ensure it meets the requirements of
the various bodies, including AEC and local authority structures. From the computer generated
models, the costing for the building can be done. It is proposed that modular construction be used
for its construction. Modular construction entails the construction of the various sections of the
building, based on the design, in modules that are prefabricated/ constructed off site and the
transported to the Geelong 39AA site and then assembled/ put together. This includes all the
sections and components, with just the pillars, rebar, and support structures as well as the
foundation being constructed on site. The concrete used for the foundation is also mixed and

delivered to the site for the foundation on demand and to a specified composition. Finishing touches
such as placement of windows and doors can then be done on site, as is interior finishes and wall
smoothing/ painting (Chang 2013). This will ensure there is little wastage and costs are reduced
while the building s completed within time and duration, as well as within scope.

Q4. Construction Project Management Plan
Project Management Plan
Version 1.01
Preamble This document defines the Geelong 39AA project
execution, detailing the execution, monitoring,
controlling, and closure for the project
Created November 29 2017
Approvals
Executive Sponsor
Date
Signature
Project Manager
Date
Signature

Table of Contents
Project Scope........................................................................................................................................3
Project Constraints................................................................................................................................3
Project Approach..................................................................................................................................3
Project Organization.............................................................................................................................3
Project Stakeholder s an Stakeholder Management.............................................................................4
Risk Management Plan.........................................................................................................................4
Preliminary Schedule of Deliverables..................................................................................................4
Preliminary Project Financials.............................................................................................................5
Project Communication Plan................................................................................................................5
Scope and Change Management..........................................................................................................5
Financial Management.........................................................................................................................5

Project Scope
Objectives/ Goals: This entails the objectives, goals and purposes of the project; the Geelong
Project scope is to construct a two story Victorian Terrace house at 39 Geelong on Alexandra
Avenue (39AA) within the scheduled project budget, time-line, and scope, and as detailed in the
project blue prints and drawings
Opportunity Statement: Based on project charter; the project will demolish and reconstruct a new
building at the 39AA site
Project Constraints
Inclusions: The project must be delivered as per the architectural and technical drawings as well as
structural requirements
Exclusions: Based on project charter, the project does not include its marketing, furnishing, or
managing it after completion
Key Assumptions: Project will get the necessary financial support until its completed and will not
be abandoned midway. There will be no major natural disasters like earthquakes or flooding that
will affect its completion
Project Approach
Iterative development based on design and plans
Project Organization
As per the organizational chart
Roles and Responsibilities
Following the organization structure; the following will be the roles
Executive Sponsor Chief sponsor and owner of the project
Business Sponsor Business owner of the project
Project Manager Overall management of project to ensure it
meets deliverables and is accepted
Risk management
Stakeholder management
Reporting
Contractors Various contract work

Finance Manager Financing
Project Accountant Accounting for project cash
Consultants Specialized works such as design
Mechanical and civil engineers Technical engineering works
Health and safety officer Workplace health and safety
Surveyors Quantity Surveying
Machine operators Operating machinery
Laborers Manual / technical work
Project Stakeholder s an Stakeholder Management
Person Role Interest Influence Communication
Executive
Sponsor
Owner Very High Very High
Business
Sponsor
Ensure Business
objectives are
met
High High
Project
Manager
Management of
project
Very High Very High
Project
team
Execution Very High High
Risk Management Plan
Risks will be identified, profiled and characterized to create a risk matrix and treatment and
mitigation measures implemented, with remarks made on risk profile after treatment
Risk Risk Profile Mitigation Measures Comments

Preliminary Schedule of Deliverables
Includes the deliverables, the plan for deliverables, their execution, and closing
Preliminary Project Financials
Shows the budget, the alloted budget, approved baselines, actual performance, and the variance
Project Communication Plan
Outlines the documentation and storage of project documents, team availability and project events,
project tracking, as well as outlook distribution lists. The communications plan details the audience,
the purpose of the communication, the frequency, channel to use, and responsibility (Albert 2017)
Scope and Change Management
This will define and control the management of the scope and how changes will be approved and
made. It defines change types, their planning, execution and authorizations. The process for
requesting for changes is also defined
Financial Management
Part of end planning where financial baselines are base-lined in the planning case and status
reported

References
Bokalders, V., & Block, M. (2010). The whole building handbook: how to design healthy, efficient
and sustainable buildings. London, Earthscan.
Chang, S.-Y. (2013). Advances in Civil Engineering and Building Materials. London, CRC Press
(an imprint of Taylor & Francis)
Hobbs, P. (2015). Project management. New York : DK Publishing
Hrebiniak, L. G. (2013). Making strategy work: leading effective execution and change. Upper
Saddle River, New Jersey : Pearson Education
Johnson, D. L., & Lewis, L. A. (2007). Land degradation: creation and destruction. Lanham,
Rowman & Littlefield.
Letavec, C. J., Rollins, S. C., & Altwies, D. (2008). Program management professional (PgMP): a
certification study guide with best practices for maximizing business results. Ft. Lauderdale, Fla, J.
Ross Pub.
Lester, Albert. (2017). Project Management, Planning and Control Managing Engineering,
Construction and Manufacturing Projects to Pmi, Apm and Bsi Standards. Butterworth-Heinemann.
Mehta, R. C. (2007). Project management. Jaipur, Aavishkar Publishers.