Creating a Bendigo Bank in the University Building - Project Management Assessment 2

This report outlines the development of Bendigo Bank in the University Building. It includes a Work Break Down structure, RACI chart, schedules, resource management, risk management, change management, stakeholder management, and project closure documentation. The project is for the establishment of an internet unit in the University building for Bendigo Bank. The report includes a detailed breakdown of the project tasks, milestones, and project activity durations.

Creating a Bendigo bank in the University Building.
1932 MNG00785
Project management
Task 2: Assessment 2
0 | P a g e

Contents
Introduction...........................................................................................................................................1
WBS.......................................................................................................................................................1
RACI Chart.............................................................................................................................................4
Schedule 1 – Gantt.................................................................................................................................6
Schedule 2 – AoN...................................................................................................................................6
Resource overloads...............................................................................................................................7
Resource Levelling.............................................................................................................................9
Budget...................................................................................................................................................9
Progress Reporting (Timelines)............................................................................................................12
Progress Reporting (EVM)...................................................................................................................13
Risk Management................................................................................................................................16
Change Management..........................................................................................................................16
Stakeholder identification & communication......................................................................................18
Project Closure....................................................................................................................................18
Transition plan.................................................................................................................................20
Close procurements (pp. 424-425)..................................................................................................21
Knowledge management.................................................................................................................21
Lesson learned.................................................................................................................................22
Customer feedback..........................................................................................................................23
References...........................................................................................................................................25
Appendices..........................................................................................................................................26
1 | P a g e

Introduction
Bendingo Bank is a community bank that ties up with universities to take care of their banking needs
and provides services to the staff, students, and alumni of concerned university. The profits obtained
by the bank from its operations are put back into the community projects to benefit the university.
The services provided by the bank to the university include opening bank account, securing loan, and
insurance (Bendigo and Adelaide Bank Limited, 2018). The current project involves devolvement of
an internet unit in the University building for Bendingo Bank. This document is a project created for
this new establishment at the University. The report includes a Work Break Down structure of the
project outlining the major project tasks, RACI chart identifying responsibilities of teams, scheduling
options, progress reporting, risk management, change management, stakeholder management, and
project closure documentation.
WBS
The figure below shows the Work Break Down structure of the project of Bedingo bank development
at the university. A WBS is created to divide the project into tasks and sub-tasks until the level
smallest work units are identified that are not overlapping and thus, can be completed
simultaneously using different project resources. WBS divides the Bedingo bank project into a
project charter, business case, project development and project implementation. Creation of the
Project Charter would be the first thing to do which would involve identification of scope, time,
budget, and risks based on which the project would be proposed. The project owner who would be
from the university would approve this charter. The signing of the charter would mark the beginning
of the project. Before actual development is carried out, a business case would be prepared with risk
register, which would be approved by the executives. The development phase would consist of
execution of project and procurement of the needed resources to be able to complete the
implementation process. Project execution would involve planning, designing, community
engagement plan, building and approval of contracts. Procurement is done for administrator
resources and procurement contractor would be hired (Basu, 2005).
A schedule and project budget would be developed during the development phase. In the
implementation phase, the construction would be carried out at the university premises to
accommodate the Bedingo bank. It would involve understanding and communicating with major
stakeholders of the project, construction of the bank unit, and office setup at the University for the
Bank. Once the construction and set up is completed, the project closure documentation would be
completed and the project would be handed over by the contractor to the project owner. The
project owner would accept the deliverables marked by a signature on the project closure
documents as completed and accepted.
2 | P a g e

The table below expands upon the WBS of the project of construction of Bendigo Bank in University
and identifies the milestones and project activity durations. The project is expected to take 995 days
for completion after it was started on 2nd April 2018 with identification of the scope for creating the
project charter. The project durations are proposed based on an earlier Bendingo bank
establishment project, which was completed between 2007 and 2008. The final project handover
would be done by 15 May 2020 and the final sign off would be taken on 15th June 2020 (Bendingo
Bank, 2008).
WBS Task Name Duration Start Finish Predece
ssors
1 Bendigo bank in University 499 days Mon 30-04-18 Thu 26-03-20
1.1 Project Charter 197 days Mon 30-04-18 Tue 29-01-19
1.1.1 objectives and Scope 29 days Mon 30-04-18 Thu 07-06-18
1.1.2 Time, Budget, and Risks 140 days Mon 30-04-18 Fri 09-11-18
1.1.3 Proposal development 27 days Mon 12-11-18 Tue 18-12-18 3,4
1.1.4 Charter Sign-off 30 days Wed 19-12-18 Tue 29-01-19 5
1.1.5 milestone completed 0 days Tue 29-01-19 Tue 29-01-19 6
1.2 Business Case 55 days Wed 30-01-19 Tue 16-04-19
1.2.1 Risk Register 40 days Wed 30-01-19 Tue 26-03-19 7
1.2.2 Executives Approval 15 days Wed 27-03-19 Tue 16-04-19 9
1.2.3 Milestone 1 Achieved 0 days Tue 16-04-19 Tue 16-04-19 10
1.3 Development Phase 172 days Wed 17-04-19 Thu 12-12-19
1.3.1 Project Execution Phase 127 days Wed 17-04-19 Thu 10-10-19
1.3.1.1 Project Planning 25 days Wed 17-04-19 Tue 21-05-19 11
1.3.1.2 Design 30 days Wed 22-05-19 Tue 02-07-19 14
1.3.1.3 Community Engagement 27 days Wed 03-07-19 Thu 08-08-19 15
1.3.1.4 preliminary Design 35 days Fri 09-08-19 Thu 26-09-19 16
1.3.1.5 Detailed Design 35 days Fri 09-08-19 Thu 26-09-19 16
1.3.1.6 Contracts and Approval and 10 days Fri 27-09-19 Thu 10-10-19 17,18
3 | P a g e

1.3.1.7 Milestone 2 Achieved 0 days Thu 10-10-19 Thu 10-10-19 19
1.3.2 Procurement 45 days Fri 11-10-19 Thu 12-12-19
1.3.2.1 Administrator Engagement 10 days Fri 11-10-19 Thu 24-10-19 20
1.3.2.2 Procurement contractor 15 days Fri 25-10-19 Thu 14-11-19 22
1.3.2.3 Final schedule and Budget 20 days Fri 15-11-19 Thu 12-12-19 23
1.3.2.4 Milestone 3 Achieved 0 days Thu 12-12-19 Thu 12-12-19 24
1.4 Implementation Phase 46 days Fri 13-12-19 Fri 14-02-20
1.4.1 Implementation of the Construction 1 day Fri 13-12-19 Fri 13-12-19 25
1.4.2 stakeholders role 15 days Mon 16-12-19 Fri 03-01-20 27
1.4.3 stakeholders communication 25 days Mon 06-01-20 Fri 07-02-20 28
1.4.4 Constructions 22 days Mon 06-01-20 Tue 04-02-20 28
1.4.5 official startup 5 days Mon 10-02-20 Fri 14-02-20 29,30
1.4.6 Milestone 4 Achieved 0 days Fri 14-02-20 Fri 14-02-20 31
1.5 Project Finalization 29 days Mon 17-02-20 Thu 26-03-20
1.5.1 project handover 7 days Mon 17-02-20 Tue 25-02-20 32
1.5.2 Documentation Completed 10 days Wed 26-02-20 Tue 10-03-20 34
1.5.3 Signatures on paper 12 days Wed 11-03-20 Thu 26-03-20 35
1.5.4 Milestone 5 Achieved 0 days Thu 26-03-20 Thu 26-03-20 36
RACI Chart
RACI chart is a matrix that identifies major project activities and assigns decision-making authorities
for them. It identifies the roles of every team member on a project and clarifies if the roles can be
assigned with a responsibility, accountability, or consulting role and if they only needed to be kept
informed about the project. A RACI (responsibility, accountability, consulting, and Information) chart
has been prepared for the current project of Bendingo bank development at the university stating
the major roles of the project and assigning them required authorities for the project tasks identified
in eh WBS chart (Bisk, 2018).
WBS Task Name Sponsor Project
Manager
Construction
Manager
University
Head
1.1.1 objectives and Scope C, I A, R I I
1.1.2 Time, Budget, and Risks I A, R C, I C, I
1.1.3 Proposal development I A, R I C, I
1.1.4 Charter Sign-off I, R A, R I A, C
1.2.1 Risk Register I A, R C, I I
1.2.2 Executives Approval I, A A, R C, I R, I
1.3.1.1 Project Planning I A, R I I
1.3.1.2 Design I A, R, C R, C, I I
4 | P a g e

1.3.1.3 Community Engagement I A, R C, I C, I
1.3.1.4 preliminary Design I A, R, C R, C, I I
1.3.1.5 Detailed Design I A, R, I R, C, I I
1.3.1.6 Contracts and Approval and I A, R C, I R, C, I
1.3.2.1 Administrator Engagement I, C A, R I R, I
1.3.2.2 Procurement contractor I A, R I I
1.3.2.3 Final schedule and Budget I, R, C A, R I R, I
1.4.1.1 stakeholders role I A, R I I
1.4.1.2 stakeholders communication I A, R I C, I
1.4.1.3 Constructions I A, R R, I I
1.4.1.4 official startup I A, R R, I I
1.4.2.1 project handover I A, R I C, I
1.4.2.2 Documentation Completed A. I A, R I C, R, I
1.4.2.3 Signatures on paper I
A, R
I, C
R, C, I
(Caltrans,
2007)
5 | P a g e

Schedule 1 – Gantt
The table below shows identifies the duration for each project activities defined in the WBS with the
explanation on why the duration have been chosen so. Most duration estimates are defined based
on the experiences gained from a previous similar development project with consideration of
differences in resources, technologies, budget, and project size (The Goodheart-Willcox Co., Inc.,
2015).
6 | P a g e

Schedule 2 – AoN
The schedule below identifies the early start and early finish times for each project activity using a
critical path method. With this, the project manager can identify the critical path, which is the
longest time a project can take while safely completing it.
(Caltrans, 2007)
Resource overloads
The figure below shows the resources overloading as would be observed on the current project
resources in Appendices.
Figure Gantt chart representing overload
Resource Levelling
7 | P a g e

Figure: gantt chart representing levelling
Budget
After Levelling, the budget of the project would be $673,440. The table below shows how this
budget would be distributed among the WBS tasks for project completion.
Task Name Duration Start Finish Predecess
ors
Resource
Names
Cost
Bendigo bank in University 563 days Mon 30-04-18 Wed 24-06-20 $6,73,440.00
Project Charter 226 days Mon 30-04-18 Mon 11-03-19 $2,12,640.00
objectives and Scope 29 days Mon 12-11-18 Thu 20-12-18 Project
manager
$27,840.00
Time, Budget, and Risks 140 days Mon 30-04-18 Fri 09-11-18 Project
manager
$1,34,400.00
Proposal development 27 days Fri 21-12-18 Mon 28-01-19 3,4 Architect $21,600.00
Charter Sign-off 30 days Tue 29-01-19 Mon 11-03-19 5 Project
manager
$28,800.00
milestone completed 0 days Mon 11-03-19 Mon 11-03-19 6 $0.00
Business Case 55 days Tue 12-03-19 Mon 27-05-19 $52,800.00
Risk Register 40 days Tue 12-03-19 Mon 06-05-19 7 Project
manager
$38,400.00
Executives Approval 15 days Tue 07-05-19 Mon 27-05-19 9 Project
manager,
University
Head
$14,400.00
Milestone 1 Achieved 0 days Mon 27-05-19 Mon 27-05-19 10 $0.00
Development Phase 207 days Tue 28-05-19 Wed 11-03-20 $2,68,720.00
Project Execution Phase 162 days Tue 28-05-19 Wed 08-01-20 $1,75,520.00
Project Planning 25 days Tue 28-05-19 Mon 01-07-19 11 Architect,
Contractor
,Project
manager
$60,000.00
Design 30 days Tue 02-07-19 Mon 12-08-19 14 Architect $24,000.00
Community Engagement 27 days Tue 13-08-19 Wed 18-09-19 15 Project
manager
$25,920.00
preliminary Design 35 days Thu 19-09-19 Wed 06-11-19 16 Architect $28,000.00
Detailed Design 35 days Thu 07-11-19 Wed 25-12-19 16 Architect $28,000.00
Contracts and Approval
and
10 days Thu 26-12-19 Wed 08-01-20 17,18 Project
manager
$9,600.00
Milestone 2 Achieved 0 days Wed 08-01-20 Wed 08-01-20 19 $0.00
Procurement 45 days Thu 09-01-20 Wed 11-03-20 $93,200.00
Administrator
Engagement
10 days Thu 09-01-20 Wed 22-01-20 20 Inspector $6,800.00
8 | P a g e

Procurement contractor 15 days Thu 23-01-20 Wed 12-02-20 22 Contractor
,Project
manager
$24,000.00
Final schedule and
Budget
20 days Thu 13-02-20 Wed 11-03-20 23 Architect,
Contractor
,Engineer,
Project
manager
$62,400.00
Milestone 3 Achieved 0 days Wed 11-03-20 Wed 11-03-20 24 $0.00
Implementation Phase 46 days Thu 12-03-20 Thu 14-05-20 $1,11,440.00
Implementation of the
Construction
1 day Thu 12-03-20 Thu 12-03-20 25 $0.00
stakeholders role 15 days Fri 13-03-20 Thu 02-04-20 27 Project
manager
$14,400.00
stakeholders
communication
25 days Fri 03-04-20 Thu 07-05-20 28 Project
manager
$24,000.00
Constructions 22 days Fri 03-04-20 Mon 04-05-20 28 Architect,
Contractor
,Engineer,I
nspector,L
aborer
$73,040.00
official startup 5 days Fri 08-05-20 Thu 14-05-20 29,30 $0.00
Milestone 4 Achieved 0 days Thu 14-05-20 Thu 14-05-20 31 $0.00
Project Finalization 29 days Fri 15-05-20 Wed 24-06-20 $27,840.00
project handover 7 days Fri 15-05-20 Mon 25-05-20 32 Project
manager
$6,720.00
Documentation Completed 10 days Tue 26-05-20 Mon 08-06-20 34 Project
manager
$9,600.00
Signatures on paper 12 days Tue 09-06-20 Wed 24-06-20 35 Project
manager
$11,520.00
Milestone 5 Achieved 0 days Wed 24-06-20 Wed 24-06-20 36 Project
manager
$0.00
Progress Reporting (Timelines)
The table below shows how the project progress would be reported on the Bendingo bank
installation project for the University. Until now, the project has reached the stage of the Risk
register formation. The task that are completed into planning, scheduling, and budgeting as shown
in the table below. By this time, it is understood that initially estimated budget was very accurate as
per the project sponsor and thus, at the time of approval, the value of the budget has been
decreased. New risks are identified and recorded in the register at this stage. The next step on this
project would be presentation of the Bendingo bank design for establishment (Basu, 2005).
9 | P a g e

Progress Reporting (EVM)
The table below showing the progress report of the project considering its performance against the
budget on a specific date as mentioned in gantt chart.
Task Name Fixed Cost Fixed Cost
Accrual
Total Cost Basel
ine
Variance Actual Remaining BCWS
Bendigo bank in
University
₹ 0.00 Prorated $6,73,440.0
0
$0.00 $6,73,440.00 $43,200.00 $6,30,240.00 $0.00
Project Charter ₹ 0.00 Prorated $2,12,640.0
0
$0.00 $2,12,640.00 $43,200.00 $1,69,440.00 $0.00
objectives and
Scope
₹ 0.00 Prorated $27,840.00 $0.00 $27,840.00 $0.00 $27,840.00 $0.00
Time, Budget,
and Risks
₹ 0.00 Prorated $1,34,400.0
0
$0.00 $1,34,400.00 $43,200.00 $91,200.00 $0.00
Proposal
development
₹ 0.00 Prorated $21,600.00 $0.00 $21,600.00 $0.00 $21,600.00 $0.00
Charter Sign-off ₹ 0.00 Prorated $28,800.00 $0.00 $28,800.00 $0.00 $28,800.00 $0.00
milestone
completed
₹ 0.00 Prorated $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Business Case ₹ 0.00 Prorated $52,800.00 $0.00 $52,800.00 $0.00 $52,800.00 $0.00
Risk Register ₹ 0.00 Prorated $38,400.00 $0.00 $38,400.00 $0.00 $38,400.00 $0.00
Executives
Approval
₹ 0.00 Prorated $14,400.00 $0.00 $14,400.00 $0.00 $14,400.00 $0.00
10 | P a g e

Milestone 1
Achieved
₹ 0.00 Prorated $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Development
Phase
₹ 0.00 Prorated $2,68,720.0
0
$0.00 $2,68,720.00 $0.00 $2,68,720.00 $0.00
Project
Execution Phase
₹ 0.00 Prorated $1,75,520.0
0
$0.00 $1,75,520.00 $0.00 $1,75,520.00 $0.00
Project
Planning
₹ 0.00 Prorated $60,000.00 $0.00 $60,000.00 $0.00 $60,000.00 $0.00
Design ₹ 0.00 Prorated $24,000.00 $0.00 $24,000.00 $0.00 $24,000.00 $0.00
Community
Engagement
₹ 0.00 Prorated $25,920.00 $0.00 $25,920.00 $0.00 $25,920.00 $0.00
preliminary
Design
₹ 0.00 Prorated $28,000.00 $0.00 $28,000.00 $0.00 $28,000.00 $0.00
Detailed
Design
₹ 0.00 Prorated $28,000.00 $0.00 $28,000.00 $0.00 $28,000.00 $0.00
Contracts and
Approval and
₹ 0.00 Prorated $9,600.00 $0.00 $9,600.00 $0.00 $9,600.00 $0.00
Milestone 2
Achieved
₹ 0.00 Prorated $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Procurement ₹ 0.00 Prorated $93,200.00 $0.00 $93,200.00 $0.00 $93,200.00 $0.00
Administrator
Engagement
₹ 0.00 Prorated $6,800.00 $0.00 $6,800.00 $0.00 $6,800.00 $0.00
Procurement
contractor
₹ 0.00 Prorated $24,000.00 $0.00 $24,000.00 $0.00 $24,000.00 $0.00
Final schedule
and Budget
₹ 0.00 Prorated $62,400.00 $0.00 $62,400.00 $0.00 $62,400.00 $0.00
Milestone 3
Achieved
₹ 0.00 Prorated $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Implementation
Phase
₹ 0.00 Prorated $1,11,440.0
0
$0.00 $1,11,440.00 $0.00 $1,11,440.00 $0.00
Implementation of
the Construction
₹ 0.00 Prorated $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
stakeholders
role
₹ 0.00 Prorated $14,400.00 $0.00 $14,400.00 $0.00 $14,400.00 $0.00
stakeholders
communication
₹ 0.00 Prorated $24,000.00 $0.00 $24,000.00 $0.00 $24,000.00 $0.00
Constructions ₹ 0.00 Prorated $73,040.00 $0.00 $73,040.00 $0.00 $73,040.00 $0.00
official startup ₹ 0.00 Prorated $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Milestone 4
Achieved
₹ 0.00 Prorated $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
11 | P a g e

Project
Finalization
₹ 0.00 Prorated $27,840.00 $0.00 $27,840.00 $0.00 $27,840.00 $0.00
project
handover
₹ 0.00 Prorated $6,720.00 $0.00 $6,720.00 $0.00 $6,720.00 $0.00
Documentation
Completed
₹ 0.00 Prorated $9,600.00 $0.00 $9,600.00 $0.00 $9,600.00 $0.00
Signatures on
paper
₹ 0.00 Prorated $11,520.00 $0.00 $11,520.00 $0.00 $11,520.00 $0.00
Milestone 5
Achieved
₹ 0.00 Prorated $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Figure: EVM using MS Project
12 | P a g e

Risk Management
No project can skip risks completely. However, several risks can be prepared for at the start so that
the damage from the risks are minimized. For this, it is essential to identify various risks that can
occur on a project and build a contingency or mitigation plan to be taken as a solution to avoid the
risk or mitigate its impacts after it occurs. The table below identifies the risks that a project may face
me the current scenario and assesses them all by identifying how these risks would affect the project
and what is the probability of the occurrence of such a risk on the project. Base on the probability
and impact scores, a final severity score has been calculated by multiplying the earlier two measures.
A mitigation strategy is thus planned considering the severity score of specific risks (PMI, 2008).
Risk Description Impact Cate
gory
Probabil
ity
(1 to 5)
Impact
(1 to 5)
Score
(P*I)
Mitigation Strategy
1 Timeline
extended
Scope creep Busin
ess
4 3 12 Proper monitoring and
auditing
2 Budget
Enhanced
Scope creep Busin
ess
3 2 6 Using tools for
budgeting
3 Political risk Delay in
completion
Proc
urem
ent
5 3 15 Executing proper
communication and
proper legal paper
works
4 Legal
Contractual
Lack in
resources and
funds
Com
muni
catio
n
2 1 2 proper legal paper
works
5 Environmental Failure of the
project
Proc
urem
ent
3 4 12 Contingency plan
6 Design Failure Tech
nolo
gy
2 3 6 Using latest technology
such as 4D visualization
7 Construction Reconstruction
or failure (Quick
Base, Inc., 2015)
Tech
nolo
gy
1 4 4 Proper management
Change Management
Project [Bedingo Bank Installation at the University] Date [30 April 2018] Person Proposing
Change: Manager
Description of Change:
13 | P a g e

The time for the office set-up has to be increased
The project budget has to be reduced and revised cost management plan to be built considering the
revised budget of the project
Why needed:
Resources are overloaded and would not be sufficient to complete the task on time
The project sponsor has reduced the budget figure while signing off the project charter and the
project expenses would get adjusted accordingly (PM4Dev, 2018)
Impact on project scope:
Late delivery;
Impact on deadline dates:
Timeline would increase
Impact on budget:
Budget is reduced
Impact on quality:
Quality can get affected if the timelines are not relaxed
Impact on risk:
Risk of further delay is increased due to reduced budget;
Risk of reduction of human resource because of less budget allotted to the project than initial
estimate
Contingency fund may not remain sufficient in case of emergencies caused by unforeseen
circumstances in future
Impact on team:
Less pressure on the team if the timelines are relaxed
Date approved:
14 | P a g e

Project manager Sponsor Customer
_______________ _______________ _______________
15 | P a g e

Stakeholder identification & communication
Stakeholder Learn From
Stakeholder
Share With
Stakeholder Timing Method Owner
Project Manager
How to manage
the project
execution
Every
stakeholder Two weeks Face to face or
survey University
Students
Availing the
services being
offered
University
heads and the
project
manager
Three weeks Face to face University
University heads Enhancing the
decision making
Students,
project
manager and
the other
stakeholders
Two weeks Video
conferencing University
Bank manager
Ensuring that
the consumers
are getting
proper and
effective
processes
Every Two weeks survey University
Teachers of the
University
For concerning
the every
student at once
Student and the
project
manager
5 weeks Arranging
meeting University
Construction
engineer
Deliver the
project
effectively
Every
stakeholder Seven weeks
Meetings,
conference and
survey
University
Supplier
Deliver the
Construction
material
Every
stakeholder Two weeks Meetings and
survey Supplier
Construction
Contractor
Deliver the
construction
equipments
and complete
the
construction
work
Every
stakeholder Four weeks
Meetings,
conference and
survey
Contractor
Construction
workers
Deliver the
project
effectively
Every
stakeholder Seven weeks
Meetings,
conference and
survey
Contractor
Project Closure
Project Building Bank in University Date __________ Prepared by: ______________
Item Who Target
date
Completion
date
Final Certificate of Occupancy
Team leaders 4th Aug
2018
6-Aug-18
16 | P a g e

Punch List Complete
Manager
4-Aug-18 6-Aug-18
Notice of Punch List Completion
Manager
5-Aug-18 7-Aug-18
Certificate of Substantial Completion
Sponsor
6-Aug-18 8-Aug-18
Utilities Transferred to Owner
Contractor
7-Aug-18 9-Aug-18
Notice to Owner on Insurance
Manager and
Sponsor 8-Aug-18 10-Aug-18
Facility Manual
Manager
9-Aug-18 11-Aug-18
As-Built Drawings
Construction
Manager 10-Aug-
18 12-Aug-18
Attach Job Files to Database
Manager 11-Aug-
18 13-Aug-18
Update Projects Database
Technicians 12-Aug-
18 14-Aug-18
Final Retainage Billing
Manager 13-Aug-
18 15-Aug-18
Release of Subcontractor Retainage
Sponsor,
Executives 14-Aug-
18 16-Aug-18
Approved for closeout:
__________________________________ ________________________________
Project Manager Sponsor / CEO / Customer
17 | P a g e

Transition plan
Project Transition Plan
Project: ____________________ Date: __________ Prepared by: _______________
Current Project Situation:
The initiation of the project is one with the project charter approval and next stage would be the
detailed planning of the project
Schedule of Remaining Work:
358 days or 12 months
Risks Remaining:
Uncertainties that can appear in the middle of the execution of the project including:
 lack of budget at later stages of development
 need for extension of the timeline in case the remaining project could not be completed as
per the schedule
 failure of the construction design needing more changes that would enhance scope as well
as affect the budget and timelines
 Environmental damages can stall the project
 Human resource can leave in between the project execution causing lack of sufficient
resources
 Conflicts between suppliers, contractors or university can cause issues in execution affecting
its timeline
Recommendations to Users of Project Deliverables:
(Documentation, training, help)
The project plan must be well documented and used for monitoring the progress of the project
18 | P a g e

The skills and competencies of the project team must be understood with respect to needs of the
project and if there is, a gap found then proper training procedure must be followed to enhance the
skills of project team
If the project team faces any major conflict during working together, the same may be resolved by
intervention from the project manager and if that does not work, the management from the
contractor the bank and the university may be required.
Relevant contacts:
1. _________________________________________
2. _________________________________________
3. __________________________________________
Close procurements (pp. 424-425)
What needs to be taken into account to appropriately manage procurements?
Identification of the needs and requirements of the project stakeholders and checking if they are
being fulfilled
Procurement’s Scope definition and checking if all activities are completed
Identification of procurement Method to proceed with the project
The standards that have to be followed while procuring material, contract work, or equipments
Contractual terms and clauses
Knowledge management
How will you capture knowledge discovered during your project, and what do you need to keep?
19 | P a g e

A lessons log would be created at the beginning of the project execution and would be kept updated
with every new lesson learned on the project while executing it
Lessons learned document would be created recording all the lessons learned during the project.
The notes would be taken from the lessons log
The lessons learned would be stored as a part of project closure documents and the insights learnt
and documented could be used for learning for a similar future project.
Lesson learned
Once again, revisit the Charter Lessons Learned and consider how these can be strengthened.
Scheduling has to be revised to accommodate for the need for additional time for completion of the
office setup because of less resource availability. For strengthening the project charter value, a
details plan for project management, time management, quality management, and risk management
would be developed to be followed throughout the remaining phases of the project
20 | P a g e

Customer feedback
Project Customer Feedback
Project _______________ Customer _________________________ Date __________________
Item Rating (1=poor;
2=OK; 3=Excellent)
Comments – how can we improve?
Quality of deliverables 2 - Possible delays can be avoided if the
workforce competencies can be
worked upon
Compliance with schedule 3 - With curent resoruces and budget,
the schedule may seem a little strict
and thus, there is a need to change
the schedule to ensure better
compliance.
Budget performance 3 - The budget has been reduced so tight
control measures would be required
for cost mangement if the budget has
to perform good.
Stakeholder relationship
management
3 - The stakeholder would be involved on
the project from the beginning such
that requirement would be gathered
from them by the project manager
before finalizing the plan.
Communciation
management
2 - Appropriate communication modes,
frequencies and responsibiltiies have
alreay been defined
Overall rating 2 - A lot of problems are still required to
be addressed including lack of budget
and lack of human resources.
Comments:
-The project has only completed its first milestones and thus, what risks project would have to face
may still remain to be explored.
Outstanding issues:
The budget has been reduced from the initial sum demanded and thus, the project manager may
need to be a little strict on the utilization of budget and other resources.
-
21 | P a g e

22 | P a g e

References
Baloi, D. a. P. A., 2003. Modelling global risk factors affecting construction cost performance.
International Journal of Project Management, 21(4), pp. 261-269.
Banaitis, N. B. a. A., 2012. Risk Management in Construction Projects , s.l.: INTeCH.
Basu, R., 2005. Project Success Criteria and Success Factors, s.l.: GPM.
Bendigo and Adelaide Bank Limited, 2018. Universities Let’s make great things happen together.
[Online]
Available at: https://www.bendigobank.com.au/public/community/universities
[Accessed 30 April 2018].
Bendingo Bank, 2008. Work begins on $75 million Bendigo Bank head office. [Online]
Available at: https://bendigobank.com.au/public/news-and-media/news/news-archive/work-begins-
on-$75-million-bendigo-bank-head-office
[Accessed 30 April 2018].
Bisk, 2018. Improving Your Project Team Performance, s.l.: Bisk Education.
Caltrans, 2007. PROJECT COMMUNICATION HANDBOOK, s.l.: Caltrans.
Commonwealth of Australia, 2013. Manage Project Stakeholder Engagement, s.l.: Commonwealth of
Australia.
Deloitte , 2016. Construction sector –outlook, labour costs and productivity, s.l.: Master Builders
Association of Victoria.
DOE, 2011. Cost Estimating Guide , s.l.: U.S. Department of Energy .
PM4Dev, 2018. The roles, responisbilities, and skills in Project Management, s.l.: PM4Dev.
PMI, 2008. Project Management Institute. Guide to the project management body of knowledge.
s.l.:Newtown Square: Project Management Institute.
PMI, 2017. Guide to the Project Management Body of Knowledge (PMBOK® Guide), s.l.: Project
Management Institute.
Quick Base, Inc., 2015. How To Create A Project Communication Plan. [Online]
Available at: https://www.quickbase.com/blog/how-to-create-a-project-communication-plan
The Goodheart-Willcox Co., Inc., 2015. Construction Scheduling, s.l.: The Goodheart-Willcox Co., Inc..
23 | P a g e

Appendices
24 | P a g e