Feasibility Study of Affordable Homes Construction Project

This feasibility plan has been prepared for the project on the construction of the affordable homes and recreational facilities. The report contains the details of the project requirements, project scope, critical success factors, options analysis, project management approaches, budget management, risk management, and benefits realization plan.

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Business Case
Feasibility Study of Affordable
Homes Construction Project
Student Name: S
Student Number: 1
Team/Group: G
Course: CS
Unit Coordinator/
Lecturer: Grant Axman-Friend ([e-mail])
Institution: Queensland University of Technology
Teaching Period: [enter semester and year]
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EXECUTIVE SUMMARY
This feasibility plan has been prepared for the project on the construction of the
affordable homes and recreational facilities. The report contains the details of the project
requirements, project scope, critical success factors, options analysis, project management
approaches, budget management, risk management, and benefits realization plan. The
feasibility study would reveal if the project suggested is feasible enough to be carried out
in terms of economic, social, and project outcomes.
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CONTENTS
EXECUTIVE SUMMARY.............................................................................................................2
1 PROJECT NEED.....................................................................................................................5
1.1 SERVICE DELIVERY REQUIREMENTS.....................................................................5
1.2 ALIGNMENT WITH PROGRAM PLAN.......................................................................5
1.3 PROJECT OBJECTIVES.................................................................................................5
1.4 CRITICAL SUCCESS FACTORS (CSF’S)....................................................................5
1.5 ORGANISATIONAL CHANGE.....................................................................................5
2 OPTIONS ANALYSIS............................................................................................................6
2.1 OPTIONS CONSIDERED...............................................................................................6
2.2 OPTIONS EVALUATION CRITERIA...........................................................................6
2.3 OPTIONS DEVELOPMENT...........................................................................................6
2.4 OPTIONS EVALUATION...............................................................................................6
2.5 RECOMMENDED OPTION............................................................................................7
3 PROJECT DEFINITION.........................................................................................................8
3.1 SCOPE DESCRIPTION...................................................................................................8
3.2 CONSTRAINTS AND DEPENDENCIES.......................................................................8
3.3 SCOPE MANAGEMENT................................................................................................8
3.4 PROJECT DELIVERABLES...........................................................................................8
3.5 PROJECT KPI’S...............................................................................................................8
4 PROJECT APPROACH..........................................................................................................9
4.1 PROJECT MANAGEMENT STRATEGY......................................................................9
4.1.1 PROJECT STRUCTURE..........................................................................................9
4.1.2 PROJECT GOVERNANCE FRAMEWORK...........................................................9
4.1.3 PROJECT REPORTING STRUCTURE...................................................................9
4.2 PROCUREMENT STRATEGY.......................................................................................9
4.3 COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY............9
5 BUDGET, PROGRAM AND RISK.....................................................................................10
5.1 TIMING / PROJECT READINESS...............................................................................10
5.2 BUDGET/COST ANALYSIS AND FUNDING STRATEGY......................................10
5.3 RISK ANALYSIS AND MANAGEMENT STRATEGY.............................................10
5.4 PROJECT QUALITY MANAGEMENT STRATEGY.................................................10
5.5 PROJECT COMPLETION STRATEGY.......................................................................10
5.6 BENEFITS REALISATION PLAN...............................................................................10
6 REFERENCES......................................................................................................................11
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APPENDIX A................................................................................................................................12
A.1 PROJECT SCHEDULE..................................................................................................12
A.2 PROJECT COST PLAN.................................................................................................12
A.3 PROJECT RISK REGISTER.........................................................................................12
A.4 BENEFITS REALISATION PLAN...............................................................................12
A.5 FINANCIAL ANALYSIS on OPTIONS.......................................................................12
A.6 STAKEHOLDER ASSESSMENT MATRIX................................................................12
A.7 **********.....................................................................................................................12
A.8 **********.....................................................................................................................12
A.9 **********.....................................................................................................................12
LIST OF TABLES
Table 2-1 | Project options...............................................................................................................7
Table 2-2 | Table 2 footer example – linked to contents.................................................................7
LIST OF FIGURES
No table of figures entries found.
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1 PROJECT NEED
1.1 PROJECT NEED
The population of people living in Williamstown is increasing every year. Many of them do not
yet own their houses or are struggling to get one because of increasing real estate prices. There is
a need to build affordable housing schemes that people in the town can afford. The city needs a
new infrastructure consisting of residential complexes that can be afford by the middle class and
upper middle class people living in the city. For this a site needs to be purchased and built into
residential places. Wylde Properties is a 10 years old residential construction organization that
has identified a site near Bridges pond in the town that has greater potential for the construction
of affordable recreational houses. Thus, this project would aim to build a recreational affordable
housing scheme in the selected location which would serve the following needs:
 Build residential homes that can be afford by middle class and upper middle class
population of the city
 Ensure that the project site chosen is right for the construction of the desired project and
it would get the construction firm desired profits from the project.
1.2 PROJECT OBJECTIVES
The aim of this project is to construct a residential area with affordable recreational homes that
can be made available to the middle class and upper middle class population of the same. The
objectives of the project would be:
 Make the choice of site which is most feasible for the construction project
 Ensure that the housing constructed are affordable through minimizing the cost of
development
 Ensure provision of all the facilities and amenities including recreational areas in the
residential property planned.
1.3 CRITICAL SUCCESS FACTORS (CSF’S)
Critical success factors of a project are the factors that determine the possibilities success in
terms of the achievement of the goals of a project. These goals can be related to economic
success and social success. The critical success factors that would determine the possibilities f
the success of the affordable housing project include:
 Affordability of the homes have to be maintained with provision of the houses through
purchase, mortgage or rent at low costs as compared to other housing schemes
 Residential houses must meet the associated regulations and thus, it is important to have a
good governance established on the project
 The project should have adequate funds needed for construction in order for the project to
be a success by ensuring that all needed facilities and amenities have been constructed
 The resources used on the project must be efficient and should be used with minimum
wastage
 Efficient management with low cost of construction and higher benefits to stakeholders is
needed (Bakar, 2010)
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 The project must involve planning for the provision of infrastructure services to support
the scheme including roads, energy, and water
 Effective use of legal frameworks and policies is needed so that the provisions of the
construction can be regulated through activities like contracts and procurements.
 Social housing must provide for social cohesion by having mixed development that takes
care of needs of people from different culture, having different economic status, and level
of education
 Stakeholder involvement and participation is important in different stages of project
development so that it can be ensured that their needs are sufficiently met and their buy-
in is achieved (Oyebanji, Liyanage, & Akintoyec, 2017)
 The security of the people who are working on the project and the security of the people
who are living nearby or would be living in the housing scheme has to be taken care of
while planning and constructing the housing scheme
1.4 ORGANISATIONAL CHANGE
The organization would need to make some changes in order to be able to successfully execute
the affordable housing structure construction. These changes include:
o Changes in the reporting structure would be needed based on the project needs to
make the coordination better.
o The project would consumer resources and would take investments that would need
adjustments to be made in the already employed resources and if they cannot be freed
then new resources have to be hired
o The company would need to work with other entities including contractors that would
have different ways of working and thus, organization would need to adjust its
processes to make them suitable to the project.
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2 OPTIONS ANALYSIS
2.1 OPTIONS CONSIDERED
Different options were available for the construction project to build affordable housing, eac
offering unique incentives that need to be evaluate in order the select the most appropriate option
for the project. These options for the affordable housing included:
 Use of the most efficient land use plan and construction of three buildings with two floors
each. The housing properties would have 72 parking units including those for
residentials and visitors.
 Use of a less developed space but with more buffer available between the surrounding
lots with 10 buildings constructed having 2 floors each. The properties would have 50
parking units for residentials and visitors.
The options for the recreation include:
 Most cost -effective construction with walker friendly joggers park, track, waterfront
park, gravel, parking spaces, and gravel access road
 APA Approved composite trail material used for construction with biker and walker
friendly joggers park, playground, rest areas, waterfront for boating, staking, and fishing,
parking spaces, and paved access road.
 ADA approved material used for trail with walker and biker friendly joggers park,
playground, picnic area, rest areas, and areas for bird watching, boardwalk flyover,
warming shelter for waterfront, parking spaces, wetland education facilities, and paved
access road.
2.2 OPTIONS EVALUATION CRITERIA
The evaluation of the options for the construction of affordable homes and recreational facilities
have to be based on the ability of the construction company to produce a cost-effective project
and at the same time ensure that all the recreation needed is provided in the scheme. The
evaluation of the schemes would be based on the following criteria:
o The option should be able to help achieve all the objectives of the project
o It should meet most requirements of the stakeholders
o The scheme should provide safety for people and the environment in the long run
o The project should be able to provide the maximum housing facilities
o The project should provide maximum space for recreation
2.3 OPTIONS EVALUATION
The first option for the construction of affordable housing provide cost effective way of
construction with the use of below par material but for the long run, this would not give desired
results in the area of other objectives that are needed to be fulfilled such as safety of the people
living in the schemes. Thus, instead of using a sub-par material to reduce expenses, the second
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option can be chosen with reduced additional facilities like parking considering that not all the
middle-class families would have cars needing parking. Among the options for recreation, the
facilities would be provided at the maintenance cost added which means that the operational
expenses would be taken care of. Moreover, more the facilities, more would be the options to
maintain the recreation facilities through earning. Thus, most desired facilities need to be
provided. Thus, the chosen option for recreation facility construction is the third option with
most recreational facilities made available.
.
2.4 RECOMMENDED OPTION
Thus, the selected option would have the following construction on the project:
Affordable Houses: Use of a less developed space but with more buffer available between the
surrounding lots with 10 buildings constructed having 2 floors each. The properties would have
50 parking units for residentials and visitors.
Recreational Facilities: ADA approved material used for trail with walker and biker friendly
joggers park, playground, picnic area, rest areas, and areas for bird watching, boardwalk flyover,
warming shelter for waterfront, parking spaces, wetland education facilities, and paved access
road
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3 PROJECT DEFINITION
3.1 SCOPE DESCRIPTION
The construction project scope involves the following deliverables:
 Feasibility study of the site where the construction is to begin
 Inspection and planning for the site for the development of the project
 Identification of options for the construction of the affordable homes and recreational
facilities to select the best suit
 Construction of the affordable homes ensuring safety and adherence to quality standards
needed
 Construction of recreational facilities as needed by the communities and residentials who
would be living in the apartments constructed.
The activities that would be excluded from the scope are:
 Marketing and selling of the constructed buildings
 Hiring staff for operation of the constructed apartments
 Maintenance of the affordable homes and recreational facilities
3.2 CONSTRAINTS AND DEPENDENCIES
The construction project needs to address needs of the physical conditions of the site that
includes wetland encroachments and soil conditions that are supportive to the environment.
Moreover, the project needs to have approval from the communities and the people surrounding
to be able to succeed and thus, efforts have to be made to get the buy-in from them. Also, the
project needs to ensure that it meets the environmental regulatory requirements defined in
Community Preservation Act
3.3 SCOPE MANAGEMENT
Scope management plan defines the way scope is defined, validated and controlled on a project.
There would be some primary inputs that would be used along with the tools and techniques that
would deliver the output desired for controlling and managing the project scope. The primary
inputs would include a project scope statement, project charter, and project management plan.
These inputs would be prepared by the project manager, would be communicated to the
managers through meetings, and evaluated by the expert judges. The output of this judgement
would be requirements management plan and scope management plans that would be followed
by the project team (USDOE, 2010).
3.4 PROJECT DELIVERABLES
The deliverables of the construction project include the following:
 Project management plans including plans for quality management, human resource
management, risks management, scope management and time management
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 Construction plan for the affordable homes and recreational facilities
3.5 PROJECT KPI’S
Project would be monitored and the progress would be recorded against the plan with the
recording of some key performance indicators which would help the project manager identity
any discrepancies from the plan. These include:
 Budgeted cost of work schedule would present the planned value of the cost of the
project calculated by multiplying hourly rate of workers and the hours workers are
scheduled for work.
 Actual cost of project would record the actual expenditure on the project and it would be
compare with the budget to identify any variations.
 Cost variance would be calculated based on the comparison between he planed budget
and the actual cost of the project activities
 Planned and actual hours of work would be plotted for comparison between he two to
find any deviations.
 Overdue project tasks would be recorded including the list pf project tasks that cold not
be completed on time as planned in the project schedule
 Schedule performance index and the cost performance index would reflect upon the
performance of the actual project as per the schedule and the budget
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4 PROJECT APPROACH
4.1 PROJECT MANAGEMENT STRATEGY
4.1.1 PROJECT STRUCTURE
The project would be managed by a project manager who would be having contracts established
with two construction contractors who would each be taking care of the construction work for
the affordable houses and for the recreational facilities. Each of these contractors would be
providing workers for construction. A quality officer would be deployed to take care of the
quality requirements and compliances for the project and would be reported by the contracts. A
finance management would be working with the project manager ensuring the project get funds
as and when needed as per the plan and approval from the project sponsor who is also the owner
of the project (Creedy, 2006).
4.1.2 PROJECT GOVERNANCE FRAMEWORK
A governance framework defines the roles of project entities and people on controlling the
project. Key people who would be involved in the governance of the construction project
include:
 Project sponsor who would be approving the budget of the project only if the project is
financially and technical viable.
 The project board would approve the project based on the charter submitted by the
project manager and would keep a close watch on the project activities to ensure that they
are adhering the defined standards and working within constraints defined
 Project manager would be initiating, managing, monitoring and controlling project by
ensuring that project goes as per schedule and is competed within allotted budget
 Project stakeholders would be definition project requirements and their expectations
would form the base for ensuring quality and deliverables of the project (Merwe, 2016)
4.1.3 PROJECT REPORTING STRUCTURE
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Project
Owner/Sponsor
Project Manager Quality Officer Finance Manager
Contractor -
Homes
Contractor -
Recreation

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The Project Manager would be reporting to the project sponsor and there would be a finance
manager again reporting to the sponsor. The contracting managers for recreation facilities and
affordable homes construction would be associating with the project manager and the works on
site would be reporting to the contractors (Hajsleiman, 2018).
4.2 PROCUREMENT STRATEGY
The raw materials would be procured from the vendors by the contractor who would be using
them for the construction assembling,, the raw materials would be in the form of fabricated parts
of he building. The procurement for the fabricated parts of the building would be taken care of
by the individual contractors from third party vendors while the assembling would be contracted
to them by the project manager.
4.3 COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY
Stakeholders of the project would be communicated on the progress of the project along its life
cycle to ensure right amount of their involvement. Each stakeholder group would have some
preference communication modes and requirements for information that is to be communication
as well as the frequency of communication needed. The table below shows the communication
management plan for project stakeholders (Serova, 2015):
Project sponsor: Project Sponsor needs to get the information on the project budget and its
viability for approval. Timely communication and sufficient business case details essential to
help them take decisions. Communication happens at the beginning of the project and during
major milestone completion and project completion. He can be connected through emails,
meetings and face to face presentations by the project manager.
Contract workers: They need to know the project deliverables, requirement, and delivery
schedules. Sufficient details needed to deliver services and products required to them. They are
usually involved in a daily routine communication and weekly communication of the schedule
for review.
Communities: They need to know when the project would begin and end as well as the benefits
sit would bring to the community. They expect to get information on the project start, major
milestone completion, and project completion.
Government: Communication happening between government and the construction
organization on the adherence to legal and regulatory compliances by the project is required at
the start of the project and on completion
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Residentials: Potential residentials have to be communication on when the project would begin
and end as well as the facilities that would be constructed in the scheme, how safety, security,
and facilities are taken are of. They informed about the project at start and end of project and
public communicating status of progress
5 BUDGET, PROGRAM AND RISK
5.1 TIMING / PROJECT READINESS
The project would be completed in six months beginning from the planning of the project to the
completion of the same by construction. For the project to begin, it is required for the project ram
to be ready for the work. Readiness of the project team members can be ensured by providing
them appropriate training on project management tasks beside the construction related task that
they would already have the knowledge of which would be tested while selecting them
(Emerson, 2014).
5.2 BUDGET/COST ANALYSIS AND FUNDING STRATEGY
The project would need funds for the construction of affordable houses and the recreational
facilities. Affordable houses can be constructed with the budget of $60,000 while recreation al
facilities would take $140,000 such that the total cost of construction would be $200,000.
Considering the need for workers, safety, supplies, and permits, an additional fund of $100,000
would be needed. Considering the risks that may be associated with the project an additional
fund of $30,000 has also been added such that the total budget allotted to the project would be
$330,000. The funds for the construction would be provided by Community Preservation Funds
specially or recreational facilities while remaining funds wold be provide by the sponsor of the
Wilde project.
5.3 RISK ANALYSIS AND MANAGEMENT STRATEGY
The project is likely to face a number of risks that can be anticipated a response plan can be
developed to minimize their negative impacts:
Cost overrun: The project should have procedures set to control costs and in case tee costs still
go over budget than additional approval needs to be taken from the sponsors to provide
additional funds for progress (Bonander & Ulriksson, 2016)
Schedule delays: The project progress must be monitored and controlled to ensure that the
project goes as per the planned schedule. In case the delays are still caused due to inevitable
circumstances’ then steps must be taken to adjust timelines in different stages so that the final
project delivery does not get delayed.
Accidents on site: The construction contractor must take appropriate safety precautions and
procedures such as SOP displayed, safety related training, and use of safety equipment’s to
ensure that accidents do not happen.
Lack of human resources: The requirements for human resources must be anticipated in the
planning so that they are sufficient for the project progress and in case any resource leaves the
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project in the middle, new resource must be hired immediately with the use of contingency fund
so that the project does not suffer
Lack of Financial resources: The budget needs to be approved based on the anticipated costs and
additional contingency funds along with the sources of funds so that the situation doesn’t arise.
5.4 PROJECT QUALITY MANAGEMENT STRATEGY
Quality management strategy defines planning management, and measurement of quality
assurance and quality control procedures on a project. A commo understanding needs to be
achieved between the major stakeholders of the project on approach to management of quality,
standards to be followed, quality assurance, and quality control activities.
Quality Management Approach: Quality wold remain the priority for all the team
members working on the project. Quality management would involve planning, execution,
measurement, verification and documentation of the compliance needs for all the project
deliverables. These quality parameters would follow the standards defined in International
residential Code and other industrial standards for construction. Before ay work is started, the
stakeholders would be made to understand the needs and expectations of customers and the
project management (Hoover, et al., 2014). Each project member would be informed about
the standards, regulations, and procedures to follow. Quality representatives would be
designated to advise the contractor on the quality issues. The adherence to the legal and
contractual standards would be check by stare officials, customer and quality team
representatives with final verification carried out by the state council on quality management.
The objective of taking this approach is to ensure that highest quality construction is
achieved through the project (Norton, et al., 2014).
Quality Assurance: For the establishment of the quality standards for construction,
International residential code would be followed. The project team should remain committed
to follow the standards and even exceed them to achieve success on the project. The
contractor would provide the proof of this adherence which would be verified by a quality
officer. Governing regulation would be called if the quality standards are not followed as
defined in the code.
Quality control: To carry out that control activities, the quality team wold have inspection
points set in the plan that would be chronologically placed. A quality representative would
come to visit the construction site during those inspection points and would inspect the
progress of the project to reveal any non-adherences and make corrections required. All
inspection results would be documented and quality shortfalls would be identified on the
weekly basis. An immediate action would be taken in case the quality standards are not
adhered to (Mallay & Bianco, 2013).
5.5 PROJECT COMPLETION STRATEGY
Project completion is the last stage in the project life cycle and it comes after all deliverables
have been completed. It involves dissemination of the information for formal acceptance of
completion, review of documentation, updating of resource requirements, and contract closure.
Contract closures involve updating of records, final results record, notice to seller of the project
outcomes, and proof of acceptance of the deliverables. Any quality audits performed would also
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be recorded with results recorded. Once the project deliverables are accepted, the team put on the
project would be formally released and the payments would be disbursed to them and to the
contractors as per agreements. A lessons learned meeting would follow in which the project team
would be discussing hat was learned and would be recording the same in the closure document
(Raja, 2012).
5.6 BENEFITS REALISATION PLAN
For success benefit realization, the plan needs to be integrated with the organizational objectives
and strategies. Projects are driven by the benefit realization plan then in the sense that structural
changes may be needed in the organisation for benefit realization. The benefits realization plan
would explain how they would be realized and measured. Benefits realization plan consists of
several stages including benefits strategy development, benefits profile, high level benefits,
realization plan, and evaluation. Thus, benefits realization management sits at the centre of the
project management and would have considerations for stakeholders, quality, business case,
project risks, boundaries, and plans. All the benefits that the project is expected to deliver would
be recorded in the business case with its focus on the outcomes of the project (Sapountzis,
Harris, & Kagioglou, 2008).
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6 REFERENCES
Bakar, A. H. (2010). Critical Success Factor For Sustainable Housing: A Framework From The
Project Management View. Universiti Sains Malaysia.
Bonander, J., & Ulriksson, H. (2016). Risk Management in Residential Construction: An
analysis of the risk management process of a Swedish construction company. Royal
Institute of Technology.
Creedy, G. D. (2006). Risk Factors Leading to Cost Overrun in the Delivery of Highway
Construction Projects. Queensland Univesity of Technology.
Emerson. (2014). Operational Readiness: Bridging the Gap Between Construction and
Operations for New Captial Assets. Emerson.
Hajsleiman, H. M. (2018). How to manage complex projects - an adaptive approach
highlighting the Human Factor and Information Management and Communication.
Stavanger University.
Hoover, J., Rodgers, J., Salter, L., Stempfley, T., Strack, R., & Wichner, D. (2014). Quality
Management Plan: Sustainable Home Construction Project:Project Scope Statement,
Communication Plan, and Responsibility Matrix. Embry-Riddle Aeronautical University
Worldwide.
Mallay, D., & Bianco, M. D. (2013). Strategy Guideline: Application of a Construction Quality
Process to Existing Home Retrofits . PHI.
Merwe, L. v. (2016). Best Practice: Project Governance Framework. Virtual Project
COnsulting.
Norton, G., Ahern, J., Eastman, A., Clapp, S., Dillahunty, J., Grosskopf, P., & Hoffmann, R.
(2014). Guidelines for Practical Implementation of a Construction Quality Management
System. The INGAA Foundation, Inc.
Oyebanji, A. O., Liyanage, C., & Akintoyec, A. (2017). Critical Success Factors (CSFs) for
achieving sustainable social housing (SSH). Internatioal Journal of Sustainable Built
ENvironment, 216-227.
Raja, U. (2012). CONTRACT STRATEGY FOR CONSTRUCTION PROJECTS. The University
of Manchester.
Sapountzis, S., Harris, K., & Kagioglou, M. (2008). The development of a benefits realisation
management process to drive successful programmes and projects. University of Salford.
Serova, D. (2015). Petroleum fiscal system design and cost-related incentives in oil and gas
projects. Norwegian School of Economics.
USDOE. (2010). Standard Review Plan (SRP): Construction Readiness Review Module. U.S.
Department of Energy.
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CITY OF GOLD COAST. Business Case
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Business Case
APPENDIX A
A.1 PROJECT SCHEDULE
Task Name Start End
Duration
(days)
Planning 21-09-
2018 30-09-2018 9
Site Preparation
01-10-
2018 06-10-2018 5
Demolition
06-10-
2018 24-10-2018 18
Excavation
25-10-
2018 29-10-2018 4
Concrete Laying
01-11-
2018 13-11-2018 12
Filling
13-11-
2018 15-11-2018 2
Framing
25-10-
2018 05-12-2018 41
Roof Construction
19-11-
2018 10-12-2018 21
Plumbing
29-10-
2018 09-12-2018 41
Windows Construction
22-11-
2018 15-12-2018 23
HVAC
29-11-
2018 20-12-2018 21
Electrical Wiring
10-12-
2018 22-12-2018 12
A/V
10-12-
2018 15-12-2018 5
House Interiors
27-12-
2018 30-12-2018 3
Insulation
03-12-
2018 21-12-2018 18
Walls Construciton
03-01-
2019 23-01-2019 20
Parking Construction
03-01-
2019 17-01-2019 14
Garden Construction
04-01-
2019 13-01-2019 9
Wetland construction
16-02-
2019 11-03-2019 23
rest areas
19-01-
2019 10-03-2019 50
boardwalk
03-02-
2019 14-02-2019 11
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CITY OF GOLD COAST .
Business Case
paved access road
18-01-
2019 06-03-2019 47
waterfront construction
16-02-
2019 23-02-2019 7
Gates
25-02-
2019 09-03-2019 12
Outside painting
15-02-
2019 17-02-2019 2
Interior painting
28-02-
2019 14-04-2019 45
Recreation area counters
21-03-
2019 31-03-2019 10
Playground construction
28-02-
2019 10-03-2019 10
Bird watching area
28-02-
2019 18-03-2019 18
Picnic area refinement
03-05-
2019 13-05-2019 10
Faciltiies
02-05-
2019 03-05-2019 1
Plumbing in outside
02-05-
2019 05-05-2019 3
Electrical wiring outside
03-05-
2019 11-05-2019 8
Bathroom Construction
09-05-
2019 13-05-2019 4
Nearby Road construction
13-05-
2019 18-05-2019 5
Inspection
02-05-
2019 02-05-2019 0
Project Acceptance
09-05-
2019 05-06-2019 27
Final Cleaning
29-05-
2019 10-06-2019 12
Project Closure
01-06-
2019 01-06-2019 0
A.2 PROJECT COST PLAN
The project would need funds for the construction of affordable houses and the recreational
facilities. Affordable houses can be constructed with the budget of $60,000 while recreation
al facilities would take $140,000 such that the total cost of construction would be $200,000.
Considering the need for workers, safety, supplies, and permits, an additional fund of
$100,000 would be needed. Considering the risks that may be associated with the project an
additional fund of $30,000 has also been added such that the total budget allotted to the
21

CITY OF GOLD COAST .
Business Case
project would be $330,000. The funds for the construction would be provided by Community
Preservation Funds specially or recreational facilities while remaining funds wold be provide
by the sponsor of the Wilde project.
Project Task Cost
House Construction $60,000
Recreational Facilities construction $140,000
Contracts, safety, supplies, and
permits
$100,000
Contingency fund $30,000
TOTAL $330,000
A.3 PROJECT RISK REGISTER
I
d
Descripti
on of
Risk
(including
any
identified
‘triggers’)
Impact
on
Project
(Identify
conseque
nces 1)
Likelihood
Impact
Severity
Actio
n
Date
of
Revi
ew
Mitigation
Actions
(Preventati
ve or
Contingenc
y)
Respon
sibility
for
mitigatio
n
action(s)
Co
st
Time
line
for
mitig
ation
actio
n(s)
Work
Break
down
Struct
ure
1 Unavaila
bility of
resource
s
.
Project
progres
s
delayed
because
of
unavaila
bility of
some
workers
who left
the
project
in the
middle
and the
need for
extensio
n of the
deadline
realized
Mod
erat
e
H
ig
h
6 Exte
nsio
n
15/1
0/15
Change in
schedule
Project
Manag
er
NA 15/0
3/06
Y
1
22

CITY OF GOLD COAST .
Business Case
A.4 BENEFITS REALISATION PLAN
Affordable Housing Sales
Sr Number: 1 Benefit Owner: Project Owner
Benefit Overview: Affordable houses would be sold to the residentials
Current business problems:
Construction to be started ensuring minimal cost of development
Solution:
Use of most efficient construction management practices
Enabling
functionality
 Construction equipment’s
 Prefabricated units
Change required
Business,
Technology,
Organisation,
People and
Process (BTOPP)
 Project structure needs modification in team
structure
Processes to begin  Planning
Business case
variation
 Business case needs to be approved
23

CITY OF GOLD COAST .
Business Case
How will this be
measured, source
of information and
frequency
 Cost monitoring
Baseline
measurement and
date
 Cost variance
Target
performance and
realisation dates
 Zero variance from budget
Risk potential to
this benefit
 Cost over run
Risk mitigation  Monitoring and control of cost elements along each
milestone
Status update and
date
 Business case developed as on 15th Oct 2018
A.5 FINANCIAL ANALYSIS on OPTIONS
Options Cost Potential income in
year after
construction is over
Option 1 – Affordable
housing
50000 100000
Option 2 – Affordable
Housing
55000 120000
Option 1 – recreation 60000 130000
Option 2 – recreation 13000 140000
Option 3 - recreation 140000 200000
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CITY OF GOLD COAST .
Business Case
A.6 STAKEHOLDER ASSESSMENT MATRIX
STAKEH
OLDER
NAME IMPAC
T
INFLU
ENCE
NEED CONTRIB
UTION
ENGAGE
MENT
STRATEG
Y
SPONSO
R
ADAM
GREAT
HIGH HIGH INFOMR
ATION
ON
BUDGET
FOR
APPROV
AL
FUNDS APPROVA
LS
CONTRA
CTOR
LL
CONSTRU
CTION
HIGH HIGH PROJEC
T
REQURI
EMENT
AN
PAYMEN
T
CONSTRU
CITION
CONSTRU
CTION
WORK
COMMU
NITIES
LOCAL MODE
RATE
MODE
RAT
INFORM
ATION
ON
PROJEC
T
PROGRE
SS
FEEDBAC
K
INFORME
D
GOVERN
MENT
LOCAL MODE
RATE
HIGH PROJEC
T
PERMITS
APPROV
AL
APPROVA
LS
DISCLOS
URES
RESIDEN
TIALS
PUBLIC MODE
RATE
LOW PROJEC
T
AWAREN
ESS
FEEDBAC
K
INFORME
D
25

CITY OF GOLD COAST .
Business Case
26