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The 39AA Residential Center Project at Geelong

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Added on  2020-04-15

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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

The 39AA Residential Center Project at Geelong

   Added on 2020-04-15

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The 39AA Residential Center Project at Geelong_1
Q1The 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;StrategicTacticalOperational Project SpecificWhether 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 pedestriansMeeting environmentaland local council by laws for the construction (Hrebriniak 2013)Staff challenges such asstaff absenteeismPoor materials sourcingDelays in sourcing project materialsToo many changes to the project scopeManaging wastes from the project Safe demolition of the existing building Parent OrganizationConflicting objectives and aims of the project Selection of contractorsand the project teamNot having all requisitefunds ready for the projectSelection 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 strategyMeeting the design standards set by the Architecture, Engineering, and Construction bodyMeeting standards for safe demolition of existing buildingFailure in obtaining thedue licenses and certifications for the project within stipulated times Project ManagementRisk management strategies may fail to Improper budgeting techniquesRisks inherent to the project
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mitigate risks Stakeholder management may be poorly done, such as a poor communication plan, leading to loss of, or insufficient stakeholder support Poor project planningPoor project executionPoor management of the project scopePoor communication and risk management plan Ineffectual strategy for managing stakeholders Poor project planning The project management techniques chosen for the project may be unsuitable Work place health and safety challenge that may cause injuriesInterruptions 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
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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.
The 39AA Residential Center Project at Geelong_4

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