Construction of a Conference Center at OPAIC Building

This document provides information about the construction of a conference center at OPAIC Building. It includes details about the project scope, objectives, deliverables, milestones, and technical requirements. Find study material and solved assignments on Desklib.

Running head: CONSTRUCTION OF A CONFERENCE CENTER AT OPAIC BUILDING 1
Construction of a Conference Center at OPAIC Building
Name
Date

Running head: CONSTRUCTION OF A CONFERENCE CENTER AT OPAIC BUILDING 2
Table of Contents
Executive Summary..............................................................................................................................3
Background and Purpose......................................................................................................................4
Project Scope........................................................................................................................................4
Objectives........................................................................................................................................4
Limitations and Exclusions..................................................................................................................6
Project Assumptions and Risks............................................................................................................6
Assumptions.....................................................................................................................................6
Risks.................................................................................................................................................7
Project Management Methodology......................................................................................................7
Methodology Selection....................................................................................................................7
Justification......................................................................................................................................7
Working Package Duration and Project/Feeding Buffer Estimation...............................................8
Project Organization.............................................................................................................................8
Work Breakdown Structure..................................................................................................................9
Project Milestones..............................................................................................................................10
Resource Management Plan...............................................................................................................11
Human Resources..........................................................................................................................11
Equipment......................................................................................................................................12
Budget Details................................................................................................................................12
Stakeholder Communication Management Plan................................................................................13
Stakeholder Identification..............................................................................................................13
Communication Management Plan................................................................................................15
Change Management Plan..................................................................................................................15
Risk Management Plan.......................................................................................................................16
Quality Control and Audition.............................................................................................................17
Project Closure...................................................................................................................................17
References..........................................................................................................................................18

Running head: CONSTRUCTION OF A CONFERENCE CENTER AT OPAIC BUILDING 3
Executive Summary
Name of Project OPAIC roof reconstruction build a conference center
Project manager A
Project type Construction and renovation
Goals Re purpose the OPAIC building roof to build a conference center with
a board room, an all weather balcony, and a presentation area with a
kitchen where light meals can be served
Deliverables A conference center with three facilities;
board room, an all weather balcony, and a presentation area with a
kitchen where light meals can be served and can host 100 people
have access facilities through decorated stairs
Set up audio visual facilities
Build suitable furniture
Install solar panels
Have clear materials to allow natural lighting
Obtain necessary approvals
Method of project
management
Critical Path Method
Budget Total projected is NZ$ 439,000
Schedule Commence on 06/05/2019
End 24/12/2019
Milestones Project Initiation
Project planning, including inspection of facility
Design and obtaining permits
Hiring necessary staff and procurement
Commencement of construction works
Inspections
Completion of construction
Final inspections

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Handover of project
Project acceptance and closure

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Background and Purpose
OPAIC (the Otago Polytechnic Auckland International Campus) is a centraly located campus
within the Auckland CBD on 350 Queen Street. The building is a landmark in the area with
stunning and clear views of the coastline and on the 8th floor is a space that can be developed for
other useful purposes. OPAIC regularly partners with prominent business from the Auckland region
and beyond and usually holds corporate functions as well as professional development days. As
such, there is a need to have a purpose built facility that can be used for hosting such events in the
future. This is a goal of the campus to expand this interaction between the corporate world and
students so that there is greater cooperation and interaction between the two. To make the
engagements and occasions more professional, there is a proposal to convert the 8th floor and fill the
space as a conference facility that will have three functional areas; a boardroom to be used for the
professional meetings, an outside balcony that can be used in any weather, and a traditional space
whee presentations can be made and light meals served; this means that this space must have an
additional area for preparation of light meals, drinks, and snacks. The guiding principle for this
project is to incorporate sustainability through the use of green building approaches and materials as
energy conservation is one of the corporate goals of OPAIC. The project is sponsored by the OPAIC
executive committee office and a proposal to build a conference and professional meeting center at
the 8th floor space has been approved by the local council. This paper outlines the project
management plan and methodologies for executing and completing the project successfully.
Project Scope
Objectives
Objectives define what is to be achieved in a project (Romano, 2015); the main objective is
to re-purpose the OPAIC building 8th floor space and convert it into a functional business// corporate
use facility for holding executive functions with various businesses within Auckland. The facility
will be able to host executive events with a boardroom, have a formal space for making
presentations and serving meals, as well as an outside balcony that can be used year round (all
weather conditions). The construction works will be done during study breaks and the goal is to
have a green facility constructed with green building technologies and managed efficiently (in terms
of resources) using project management methodologies to ensure the objectives are fully met
without resource overruns.
Deliverables

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There are two main class of deliverables; the intangibles and the tangibles which are
outlined in the table below;
Tangible deliverables Intangible deliverables
A modern and functional corporate center with
three main areas; a boardroom, a presentation
area where meals can be served; this will require
a kitchenette with storage area, and an outside
all weather balcony for social events.
Requisite approvals for the facility, including a
fire safety report for the light meals preparation
area
A waterproof roof top cover for the balcony Approvals for the facility plans
Glass/ clear balcony space to enable views in all
weather; the balcony can be opened in sunny
days
Approvals for installing a kitchen
A 80 square meter general presentation area and
place for serving light meals
Fire safety approvals
A 40 square meter boardroom Gas handling safety approvals
A small store and meal preparation area for
preparing light meals and drinks
Renovations for any existing furniture that can
be recycled
The presentation area must have adequate space
for presentation materials with a raised platform
for making the presentations
Safety equipment in light of the meal
preparation area
Electricity supply
Fixtures and furniture for the boardroom,
presentation screen, tables and chairs
A computer and projector for presentations,
audio equipment (speakers and microphone) and
a screen
Solar panel system with storage and controllers

Running head: CONSTRUCTION OF A CONFERENCE CENTER AT OPAIC BUILDING 7
to provide lighting
Bulbs and fittings
Decorated staircase to the facility
Flooring material
Limitations
 The project is time bound and has limited resources; as such, the following will not be
covered in this project management plan
 The hiring of staff or persons to run the food preparation area next to the presentation area
 Utensils for the kitchen
 Kitchen facilities such as cookers, refrigerators, or microwaves
 Testing of the various materials to be used in the facility (Benz, 2019)
Exclusions
 This project does not entail getting businesses or students to attend conferences in the
facility
 The project does not also entail the business of selling light meals and drinks made from the
kitchen; it does not have a commercial objective
 It does not involve making any adjustments and alterations to the building during or after the
renovation of the eight floor roof top
Milestones
The following are the project milestones
Number Milestone
1 Creation of the project plan
2 Determining the project costs
3 Getting all the requisite approvals from the local council to make
alterations and commence renovations
4 Hiring/ outsourcing the right workers and contractors to undertake
the works

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5 Beginning actual construction
6 Inspection and evaluation
7 Project Completion
8 Project handover and closure
Technical Requirements
 A detailed user requirements and needs analysis document and its documentation policy
 The structure must be designed and drawn to the liking of the client while fulfilling the
requisite building and construction codes and standards applicable in Auckland.
 The project will need a detailed project management plan to control and monitor progress
 A risk management plan and its documentation policy
 A change management plan and its documentation policy
 Detailed communications and stakeholders management plan document
 Project monitoring and evaluation document
 Project management tool such as a software to manage the project (for instance Open
Project)
Reviews with Customers
The initial review will entail having a meeting with the client to elicit their needs which will
then be augmented by having a site visit and doing a technical evaluation.
Reviews will be done periodically after each milestone is achieved to ensure all requirements have
been captured.
A review will also be done during project inspections
A final review to be done in the finals inspection when the project is being handed over
Project Assumptions and Risks
Assumptions
All projects are done based on certain assumptions (Malik, 2019); the following assumptions
underlie this project ;
 The facility is to be constructed on the flat 8th floor roof of the building
 The floor of the roof is sufficiently strong to support the facility to be built without the need
for additional reinforcement or floor works

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 There is already sufficient ventilation o the roof top, as well as edge support around the roof
perimeter and these will not be re -worked
 There are facilities on the roof top, including a near centrally placed backup generator and
air conditioning equipment as well as antennae that will have to be relocated to the side
 The roof measures 150 square meters and this has the capacity to hold up to 100 people in
one seating, including support staff
 The project will use the most cost-effective approaches to meet the objectives as OPAIC is
by nature a not-for-profit setup.
 The construction will be done during study breaks so as not to interfere with normal learning
operations and activities at the campus.
 All materials must be carried to the roof using the stairs considering the weight of building
materials and so safety measures must be taken
Applications for various licenses as well as change of user and other safety approvals will be
done by professional contractors
 The contractor to carry out the works is licensed and well versed in the construction and will
follow all building codes and regulations set by the local council.
 The project will commence on 03/05/ 2019 and be completed by 24/12/2019 meaning the
maximum allocated time is 168 days
Risks
Risks are inherent to all projects; they are inevitabilities but which must be effectively
managed to ensure project success (Lavanya & Malarvizhi, 2009); for this project, these are the
identified risks;
Being able to get approvals and consent to carry out the construction works at the building
roof top by the local council; failure to get this clearance will effectively render the project cannot
be executed.
Interruptions in the availability of funds to be used in the project
Getting the right contractor with the right experience, certification, and local council
clearance who understands the concept of green building.
Safety concerns when handing building materials and working on the roof top (worker
safety and health concerns)
Changes in weather patterns that can adversely affect work progress at the building
The team will be able to fully understand the CPM method of project management and
leverage its benefits to ensure the objectives of the project are fully met

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Project Management Methodology
Methodology Selection
This project will be managed using the Critical Path Method (CPM) of project management
for project planning, execution, and control; this is a stepwise method for executing projects in
which critical tasks are clearly defined as well as the non-critical tasks with the aim of preventing
problems wit the time frame and eliminating process bottlenecks (The Constructor, 2019).
Justification
The project is time bound and the best method for controlling tie when undertaking projects
is the CPM method; it enables the project manager and project team to clearly visualize the duration
of the project and determine the path that ensures all objectives are met within the set time frame; it
enables, for instance, to know which tasks can be undertaken concurrently in order to save time and
resources (Kramer & Jenkins, 2016). The CPM will enable the project owners to create a baseline
for executing the project to ensure on-time project performance and avoid any delays. The CPM
will also enable the project managers accurately compute the resources and time required for the
project so it is completed on time. This method helps prevent problems with scheduling and enable
timely coordination of tasks, including optimal scheduling of procurement, use of equipment, and
avoiding construction site overcrowding that increases risks such as injuries from falls, tripping
(Usmani, 2019).
Working Package Duration and Project/Feeding Buffer Estimation
The CPM project management methodology utilizes the 50% of weighted average time to
finish as the estimated duration of every task (DelPico, 2013); this is achieved through the
application of the three points technique of estimation so that every work package gets a duration
known as the weighted average fincihs time (denoted as E) based on the equation
E = (a + 4m + b) / 6
Where a is optimistic time estimate
m is most likely time estimate
b is pessimistic time estimate
50% of E is then used as each tasks duration (Ahmed, 2018)
The estimation is only applicable to the tasks involved in construction and procurement
since obtaining licenses and approvals may depend on factors beyond the project managers’ control.

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Project Organization
The project is organized based on available and required resources as shown in the table
below;
Name Role Responsibilities Reports to
A Project manager Overall responsibility for the successful execution
and completion of the project (Project
Management People, 2017)
Day to day management of project
Developing of the project plan and schedule
Resource control and monitoring
Aiding with risk management
Initiating any project changes and ensuring their
timely approvals
Providing reports to the project sponsor
Managing stakeholder expectations, including
communication
Recruiting human resources
Responsible for ensuring all licenses and permits
are obtained and approved
Project Sponsor
B Construction
Manager
Securing services of professional building and
construction staff
Controlling quality of materials and equipment to
be used
Ensuring construction works meet set regulatory
standards
Project
Manager
C Project accountant Managing the finances for the project
Ensuring best value obtained for all purchased
equipment
Ensures all workers are paid when due
Project
manager
D Electrical Engineer Responsible for designing the solar power system
and its associated components
Installing and testing the solar power system and
Construction
manager/
project

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calibration manager
Work Breakdown Structure
The Work Breakdown Structure (WBS), is the breakdown of the project deliverables into
smaller components to provide visualization and show dependencies as well as define individual
work packages for the project (Norman, Brotherton & Fried, 2011). This was developed based on
the required tasks and is shown below
Schedule planning for
purpose built space filling
project (OPAIC)
Initiation phase
Developing project goal
Analyzing a purpose built
space filling OPAIC
Project objectives
development
Assuming project key
stages and deliverable
Requirements gathering,
specification and analysis
Identification of high level
functional an non
functional assumptions
Developing triple project
constraints
Summary milestone
identification
Project stakeholders and
resource management
details
High level functional and
non-functional project
requirements
Summary milestones
identification
Feasibility study
Sponsor request to Maori
organization/Iwi
Organization
Milestone 1: Submission of
initial constriction draft
Project planning
Planning interior design
Exterior design plan
Proposal for built space
filling level 8
Basic design planning
Procurement planning
Location acquisition in
OPAIC
Permit from the owner
Contingency planning
time and budget
management plan
Change management
request
Technical practice
identification
Considering green
building principles
Milestone 2: Completion of
project planning phase
Development phase
Implementing concept for
Green building
Technical simulation for
Green principle
Origination other
technical requirement
Identification of functional
requirements
Energy trends
implementation
Project trade off analysis
Flooring
painting
Interior design
completion
Exterior design
completion
Milestone 3: OPAIC design
phase completion
Project closure phase
Contractor signoff
Outside balcony area
exterior design
completion
Grand opening planning
for the business
Decorating light food and
drink serving area
Considering sustainable
building practices
Milestone 4: Project closure
phase completion

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Project Milestones
These are tools used for delineating specific points in the project schedule to major
completion of some major activities (Westland, 2019).Although the project will follow the WBS
and the Gantt chart, the following are considered the milestones for the project based on the WBS
Task Name Completion Date Owner
Project Initiation 13/06/2019 Project sponsor, project
manager
Project planning, including
inspection of facility
16/05/2019 Project manager
Design and obtaining permits 25/07/2019 Project manager , Construction
manager
Hiring necessary staff and
procurement
20/07/2019 Project manager, project
accountant
Commencement of construction
works
30/07/2019 Project manager , Construction
manager
Inspections 28/08/2019 Project manager , Construction
manager
Completion of construction 12/12/2019 Project manager
Final inspections 16/12/2019 Project manager , Construction
manager
Handover of project 23/12/2019 Project manager
Project acceptance and closure 24/12/2019 Project manager
Resource Management Plan
Human Resources
This is the process of identifying, planning, assigning roles, and responsibilities as well as
managing human resources costs in a project (Project Management Knowledge, 2019). As stated

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earlier, most of the works for the project will be outsourced to professionals as a way of reducing
costs, enhancing efficiency, and reduce human resource management costs.
Equipment and Others The HR management plan is detailed in the table below;
Role Unit(s) Responsibilities Recruiter Manager
Designer 1 Designing the conference and
meeting center including interior
design
Project
manager
Project
manager
Building
consultant
1 Preparing and submitting requisite
documents to be used for
approvals
Developing the bill of quantities
for the purposes of costing
Obtaining the requisite business
and construction licenses
Project
manager
Construction
manager
Building
contractor
1 Building the entire facility at the
rooftop as per the design standards
Project
manager
Construction
manager
Plumbing and
electrical
consultant
1 Designing the plumbing system for
the facility as well as electrical
ducts designing
Project
manager
Project
manager
Solar systems
consultant
1 Designing the solar system Project
manager
Project
manager
Perimeter builder
(glass)
1 Setting up the balcony and
perimeter glass on the deck
Project
manager
Project
manager
Kitchen installer 1 Designing the kitchen and storage
area
Installing kitchen equipment and
furniture
Project
manager
Construction
manager
Audio visual
equipment
designer and
1 Designing the presentation area
and the equipment to be used for
the presentations
Project
manager
Project
manager

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installer
Carpenter 2 Renovating existing furniture and
putting it to good use
Designing the required furniture
for all three separate sections
Building the furniture on-site
Project
manager
Project
manager
Equipment
The equipment to be used in the project will be provided by the various contractors; for
instance, the solar engineer will come with all equipment needed for the works, same as the
carpenter. The equipment and materials to be purchased will be detailed by the building consultant
but the project accountant is responsible for timely procurement, working with the project and
construction managers.
Budget Details
The project budget is used for estimating costs and was developed based on current hourly/
annual wages for the various staff and materials based on present average costs and this was done to
ensure an accurate budget (Chabot, 2008). This project does not have a fixed budget, but still
requires a reasonable budget in which costs are strictly controlled to minimize overall cost and
avoid wastes and re-works. To meet the project objectives, the lowest cost-highest quality approach
is to be used
Salary/ Cost in NZ$
Project manager and project management 90,000
Construction manager 52, 560
Consultants
Design 25,000
Building 28,000
Solar 20,000
Kitchenette 12,000

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Audio Visual 8,000
Project accountant 32,000
Carpenter 25,000
Materials and Equipment 189,000
Miscellaneous 10,000
Total 439,000
Data obtained from Payscale (Payscale, 2019)
The total project is estimated to cost NZ$ 439,000. The bulk of this can be funded by the
OPAIC cash flows as the institution budget shows it has an annual surplus of NZ$ 372,000 which is
not sufficient. However, because OPAIC deals with corporate institutions, the other portion of the
funds will be obtained from a benevolent corporate sponsor that will have the honor of their name
being emblazoned in the center. Actually, the center will be named after them, and there are several
possible sponsors for such a facility. As such, OPAIC can fund half the cost and the remaining half
be funded by a sponsor for the conferencing facility, which could also be a charitable individual.
Stakeholder Communication Management Plan
Stakeholder Identification
This entails identifying the various stakeholder, their roles, influence, and how often they
should be communicated with (Baker, 2012). The stakeholders are identified in the stakeholder
register shown below, along with their roles (Forman & Discenza, 2010). This has been developed
based on guidelines from the Project management Institute (Rajkumar, 2010).
Stakeholder Role Influenc
e
Communication
channel
Frequency Responsible
person
OPAIC
Executive
Office
Main sponsor
for the project
that approves
changes,
budgets, and
sets the project
in motion. Also
Very high
influence
Face to face meetings
through regular updates
Through e-mail where
project progress reports
are sent
Through official paper
communication when
Weekly Project
manager

Running head: CONSTRUCTION OF A CONFERENCE CENTER AT OPAIC BUILDING 17
the entity to
receive and
accept the
project once it
has been
completed
signing of changes to
project schedule or
works and approves
project management plan
and budget
Otago
Polytechnic
Council
Managing the
project
sponsorship
Advising the
Sponsor
Very
High
Face to face meetings
E-mail
Official memos
Weekly Project
manager,
Construction
manager
Maori
organization
Owner of
building
Very high Face to face meetings
Official paper documents
Monthly OPAIC
Council
Auckland
Municipal
Council
Approving
construction
Very
High
Official documentation
Face to face
Once at
project
initiation,
daily
afterwards
until
approval
given
Project
manager
Construction
manager
OPAIC
Council
Project team Execution of
project
Very
High
Face to face daily
meetings
E-mail
Project management
software system
Daily/
Weekly
Project
manager
Consultants
and designers
Various
contractual
works
Very
High
Face to face meetings
Official memos
E-mail
Telephone
Daily/
Weekly
Project
manager
Construction
Manager

Running head: CONSTRUCTION OF A CONFERENCE CENTER AT OPAIC BUILDING 18
Communication Management Plan
The communication management plan follows the stakeholder management plan which also
outlines the frequency and method of communication as well as the persons responsible (Roseke,
2018). The communications will be recorded as per the set documentation management plan and
will form part of the project management documents, to be handled and managed by the project
manager (Team Gantt, 2019).
Change Management Plan
This defines the roles and activities for managing and controlling change during the
execution of the project and this is important in ensuring objectives are met without time and budget
overruns (Seeker, 2019; Rittenhouse, 2015). The project has a baseline against which time is
measured to manage the project quality, as well as risks , change, and issues (Senaratne & Sexton,
2011). The change management plan involves the project team, the project manager, the project
sponsor (to give approvals), and the stakeholders such as the Otago Polytechnic Council. The plan
is detailed below;
Task Description
Raising change request The team members and consultants raise requests for change, the
sponsor can also raise a request for change through the change
request form
Change log The project manager logs the raised request in the change log
Evaluation of change
request
The project manager and team evaluates how the change request will
affect the project budget and schedule as well as tasks, based on the
baseline. Can be discussed by project team during their regular
meetings
Change approval/
disapproval
The change is accepted and approved by the sponsor if it will help
achieve the project objectives without significantly changing or
affecting the project constraints
It is rejected, with reasons given, if it will affect the project
constraints and deliverables in a significant way
Modification The project schedule, WBS, and baseline is modified and adjusted to

Running head: CONSTRUCTION OF A CONFERENCE CENTER AT OPAIC BUILDING 19
accommodate the approved changes
Announcement The approved change is announced by the project manager officially
to the project team and the other stakeholders, including the
contractors; the communication management plan can be used
The tasks are arranged hierarchically and follow a defined process
Risk Management Plan
This involves identifying all possible risks to the project, assigning them values of
likelihood of occurring and impact to create a risk profile, as well as defining prevention and
actions to be taken (DeMeyer, Pich & Loch, 2013; Hillson, 2014). The owner is also defined as
shown in the table below;
Risk Likelihoo
d
Impac
t
Register/
profile
Owner Mitigation/ Action
Cost and time
overruns
Very High Very
High
Project
manager
Accurate project planning and
budgeting
Strict control of project schedule
Detailed user requirements to
avoid changes during execution
Poor materials
leading to
structural
failures
High Very
High
Project
manager
Construction
manager
Detailed bill of quantities
use of simulation software to test
structural designs (BIM)
Regular inspection of works
Hiring qualified and experienced
contractors
Failure to get
approvals on
time
High Very
High
Project
manager
Building
consultant
Start the process early
make sure to adhere to set building
codes and regulations/ standards
Weather
uncertainty
High Very
High
Project
manager
Follow weather forecasts
Use contingencies including

Running head: CONSTRUCTION OF A CONFERENCE CENTER AT OPAIC BUILDING 20
Construction
manager
temporary canopy to prevent rain/
moisture
Issues raised
by
stakeholders
High Very
High
Project
manger
Sponsor
Effective stakeholder management
and communication
Quality Control and Audition
External auditors and inspectors will manage the quality control plans and auditing and these
will follow the various regulations on building/ construction quality and standards applicable in
Auckland and New Zealand as a whole. The following will be the basis for auditing
 NZS 3902-2004: Housing, small buildings contracts and alterations
 NZS 4121-2001: Designing for mobility and access for buildings and associated facilities
 NZS 41218-2009: Thermal insulation for small buildings and housing
 NZS 4514-2009: Interconnected smoke alarms in houses
Project Closure
The project closure will entail a project report to be submitted to the project sponsor and owner and
will also involve submitting a detailed inspection report with the sponsor also involved in the
inspection. Upon acceptance of the finished works, the documents will be handled to the sponsor.
Thereafter the project teams will have a review to document and discuss issues, lessons learned, and
what can be done in future to improve; the project then is officially closed.

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Appendices
Appendix I: Labor and Outsourcing Costs

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Appendix II: Materials Costs