Project Management for Edwards Ltd: Opening of a New Building

This project management plan outlines the opening of a new building for Edwards Ltd, a SME company specializing in signage design and supply. The plan includes scope management, stakeholder analysis, risk management, and quality management. The project team, budget, and schedule are also outlined.

Project Management
Edwards Ltd
10/2/2018

Project Management
Table of Contents
Project Background...............................................................................................................................2
Project Goals & Objectives...............................................................................................................2
Key Success Criteria..........................................................................................................................2
Culture of the Company & Leadership Style.........................................................................................3
Project Team......................................................................................................................................3
Stakeholder Analysis & Management...................................................................................................4
Scope Management...............................................................................................................................5
Scope Statement................................................................................................................................5
WBS..................................................................................................................................................6
Project Schedule....................................................................................................................................6
Gantt chart & Network Diagram........................................................................................................9
Time-Phased Budget...........................................................................................................................11
Risk Management................................................................................................................................15
Quality Management Plan...................................................................................................................17
EVA for Project Monitoring................................................................................................................17
Project Closure & Final Evaluation.....................................................................................................18
References...........................................................................................................................................19
1

Project Management
Project Background
Edwards Ltd is a SME company that has its specialization in the design and supply of
signage. Local authorities and SMEs are the organizations that are primarily commissioned
by the company. Some of the large global companies also get commissioned by Edwards Ltd.
The organization was incepted in the year 2010 and is currently composed of 18 resources.
The organization recently acquired a new building and the project is concerned with the
opening of the building. The overall budget that is sanctioned for the project is £350,000 with
a schedule of 9 months (Atkin, 2012). The new building is 35,000 square metres in area and
the staff structure of the company will remain the same.
Project Goals & Objectives
The goal of the project is to carry out successful opening of the new building within the
estimated time and budget. The opening of the building shall be in accordance with the
environmental standards, legal & regulatory policies. The adherence to these norms and
principles will be achieved at the end of the project.
Key Success Criteria
 Zero or positive value of schedule variance
 Zero or positive value of cost variance (Ahmad, 2012)
 Environmental and legal confirmation and approvals
 Positive feedback from the staff of the company
2

Project Management
Culture of the Company & Leadership Style
The organization structure has been shown in the figure above and the culture that is followed
in the organization is employee-oriented and friendly. There is a health workplace culture
adopted with inclusion of ethical and professional codes of conduct.
The leadership style that is followed in the organization includes cross-cultural and
transformational leadership.
Project Team
Resource Name Initials Std. Rate
Project Manager PM $95.00/hr
Finance Expert FE $79.00/hr
Construction Team CT $30.00/hr
Painter P $23.00/hr
Carpenter C $23.00/hr
3
General Manager
Assistant
Manager 2
Admin Staff 3
Design & Sales
Staff 6
General
Operational Staff
General
Operational Staff
Assistant
Manager 1
Admin Staff 1
Design & Sales
Staff 1
General
Operational Staff
General
Operational Staff
Admin Staff 2
Design & Sales
Staff 2
General
Operational Staff
General
Operational Staff
Designi & Sales
Staff 3
General
Operational Staff
General
Operational Staff

Project Management
Legal Advisor LA $79.00/hr
Technical Writer TW $65.00/hr
Marketing Manager MM $79.00/hr
Data Analyst DA $77.00/hr
Environment Specialist ES $79.00/hr
Stakeholder Analysis & Management
Stakeholder Contribution Interest Influence
Edwards Ltd. –
Project Sponsor
High Very High Very High
Employees of
Edwards Ltd.
Moderate High Moderate
Project Team Very High Moderate Moderate
Regulatory Bodies Low Moderate Very High
Business Partners Low High High
Supplier Groups Moderate Moderate Moderate
Competitors Low High Moderate
Stakeholder Role in Project Information to be Shared
with the Stakeholder
Edwards Ltd. –
Project Sponsor
The stakeholder is the project client
and will provide the requirements and
funds needed along with approval on
the change requests.
The status of the project,
any of the project issues,
and the plan to carry out the
project will be shared.
Launch date and market
analysis reports will also be
shared.
Employees of
Edwards Ltd.
The employees will provide their
feedback and will receive operational
training (Boesso and Kumar, 2016).
Launch date and market
analysis reports will be
shared.
Project Team The responsibility of opening of the
new building will be on the
stakeholder and the associated
Project requirements, legal
policies, project funds
4

Project Management
development and management
activities will be performed
Regulatory Bodies Legal and regulatory checks and
approvals
Legal and Regulatory
Compliance Report
Business Partners Set of expectations and approvals The status of the project,
any of the project issues,
and the plan to carry out the
project will be shared.
Launch date and market
analysis reports will also be
shared (Schneider and
Hadani, 2014).
Supplier Groups Supply of the tools and material
needed for the project
List of tools, purchase
orders, payments
Competitors The information and activities of the
competitors will be tracked to
develop requirements accordingly.
Launch date of the new
building
Scope Management
Scope Statement
The project is the opening of new building that is acquired by Edwards Inc. There will be
several construction changes that will be needed to be done before the launch and opening of
the building. The scope of the project will include project initiation and planning activities,
construction activities, migration processes, design activities, quality checks, marketing
activities, launch of the building, and closure activities (Dalcher, 2015).
5

Project Management
WBS
Project Schedule
WBS Task Name Duration Start Finish Predecessors
1 Opening of a New Building 270 days Tue 02-10-
18
Mon 14-
10-19
1.1 Project Management Phase 1 -
Initiation & Planning 34 days Tue 02-10-
18
Fri 16-11-
18
1.1.1 Environmental Study of the
Building and its exteriors 6 days Tue 02-10-
18
Tue 09-10-
18
1.1.2 Schedule Preparation &
Design of the Budget 7 days Tue 09-10-
18
Fri 19-10-
18 3
1.1.3 Determination of the Project
Team and Allocation of the Duties 7 days Mon 22-
10-18
Tue 30-10-
18 4
1.1.4 Design of the Communication
Plan 4 days Wed 31-
10-18
Mon 05-
11-18 5
1.1.5 Charter & Project Plan
Development 9 days Tue 06-11-
18
Fri 16-11-
18 6
1.1.6 Milestone 1: Project Charter,
Project Plan 0 days Fri 16-11-
18
Fri 16-11-
18 7
6
Opening of a New
Building
Project
Management
Phase 1 - Initiation
& Planning
Environmental
Study of the
Building and its
exteriors
Schedule
Preparation &
Design of the
Budget
Determination of
the Project Team
and Allocation of
the Duties
Design of the
Communication
Plan
Charter & Project
Plan Development
Milestone 1:
Project Charter,
Project Plan
Project
Management
Phase 2 - Execution
Procurement
planning and
management
Design Activities
Construction of the
Building
Painting, Cleaning,
and Electricity
Building Exteriors
Final Fixtures
Milestone 2:
Constructed
Building
Project
Management
Phase 3 -
Migration &
Implementation
Migration of the
organization tools
and equipment
Data and Resource
Migration
Development of
Marketing Plan and
Strategy
Marketing of the
New Building
Communication to
the Resources
Implementation of
the Services
Milestone 3:
Migration of Data,
Services, and
Resources
Project
Management
Phase 4 -
Monitoring &
Control
Quality Checks
Review of the
Building
Improvement of
the Gaps Identified
Legal Approvals
and Confirmation
Milestone 4:
Quality Report
Project
Management
Phase 5 - Closure
Phase
Launch of the New
Building
Feedback
Processes
Analysis of the
Feedback
Performance
Measurement &
Reflective Analysis
Preparation of the
Closure Report
Milestone 5: Final
Completion Report

Project Management
1.2 Project Management Phase 2 -
Execution 120 days Mon 19-
11-18
Fri 03-05-
19
1.2.1 Procurement planning and
management 7 days Mon 19-
11-18
Tue 27-11-
18 8
1.2.2 Design Activities 2 days Wed 28-
11-18
Thu 29-11-
18 10
1.2.3 Construction of the Building 66 days Fri 30-11-
18
Fri 01-03-
19 11
1.2.4 Painting, Cleaning, and
Electricity 18 days Mon 04-
03-19
Thu 28-03-
19 12
1.2.5 Building Exteriors 18 days Fri 29-03-
19
Tue 23-04-
19 13
1.2.6 Final Fixtures 8 days Wed 24-
04-19
Fri 03-05-
19 14
1.2.7 Milestone 2: Constructed
Building 0 days Fri 03-05-
19
Fri 03-05-
19 15
1.3 Project Management Phase 3 -
Migration & Implementation 57 days Mon 06-
05-19
Tue 23-07-
19
1.3.1 Migration of the organization
tools and equipment 11 days Mon 06-
05-19
Mon 20-
05-19 16
1.3.2 Data and Resource Migration 12 days Tue 21-05-
19
Wed 05-
06-19 18
1.3.3 Development of Marketing
Plan and Strategy 10 days Thu 06-
06-19
Wed 19-
06-19 19
1.3.4 Marketing of the New
Building 8 days Thu 20-
06-19
Mon 01-
07-19 20
1.3.5 Communication to the
Resources 8 days Tue 02-07-
19
Thu 11-07-
19 21
1.3.6 Implementation of the
Services 8 days Fri 12-07-
19
Tue 23-07-
19 22
1.3.7 Milestone 3: Migration of
Data, Services, and Resources 0 days Tue 23-07-
19
Tue 23-07-
19 23
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Project Management
1.4 Project Management Phase 4 -
Monitoring & Control 34 days Wed 24-
07-19
Mon 09-
09-19
1.4.1 Quality Checks 13 days Tue 06-08-
19
Thu 22-08-
19 24
1.4.2 Review of the Building 9 days Wed 24-
07-19
Mon 05-
08-19 24
1.4.3 Improvement of the Gaps
Identified 9 days Tue 06-08-
19
Fri 16-08-
19 27
1.4.4 Legal Approvals and
Confirmation 12 days Fri 23-08-
19
Mon 09-
09-19 26
1.4.5 Milestone 4: Quality Report 0 days Mon 09-
09-19
Mon 09-
09-19 29
1.5 Project Management Phase 5 -
Closure Phase 25 days Tue 10-09-
19
Mon 14-
10-19
1.5.1 Launch of the New Building 2 days Tue 10-09-
19
Fri 20-09-
19 30
1.5.2 Feedback Processes 7 days Mon 23-
09-19
Tue 01-10-
19 30
1.5.3 Analysis of the Feedback 9 days Mon 23-
09-19
Thu 03-10-
19 32
1.5.4 Performance Measurement &
Reflective Analysis 8 days Tue 10-09-
19
Thu 19-09-
19 30
1.5.5 Preparation of the Closure
Report 7 days Fri 04-10-
19
Mon 14-
10-19 34
1.5.6 Milestone 5: Final Completion
Report 0 days Mon 14-
10-19
Mon 14-
10-19 36
8

Project Management
Gantt chart & Network Diagram
9

Project Management
10

Project Management
Time-Phased Budget
W
BS
Task Name 1 2 3 4 5 6 7 8 9
1 Opening of a New
Building
1.
1
Project Management
Phase 1 - Initiation &
Planning
1.
1.
1
Environmental Study
of the Building and its
exteriors
3,79
2.00
1.
1.
2
Schedule Preparation
& Design of the Budget
4,42
4.00
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Project Management
1.
1.
3
Determination of the
Project Team and
Allocation of the Duties
5,32
0.00
1.
1.
4
Design of the
Communication Plan
3,04
0.00
1.
1.
5
Charter & Project
Plan Development
6,84
0.00
1.
1.
6
Milestone 1: Project
Charter, Project Plan
1.
2
Project Management
Phase 2 - Execution
1.
2.
1
Procurement
planning and
management
5,32
0.00
1.
2.
2
Design Activities 480
1.
2.
3
Construction of the
Building
118
40
400
00
260
00
1.
2.
4
Painting, Cleaning,
and Electricity
67,6
80.0
0
1.
2.
5
Building Exteriors 4,32
0.00
1.
2.
6
Final Fixtures 49,8
64.0
0
1.
2.
Milestone 2:
12

Project Management
7 Constructed Building
1.
3
Project Management
Phase 3 - Migration &
Implementation
1.
3.
1
Migration of the
organization tools and
equipment
600
0
236
0
1.
3.
2
Data and Resource
Migration
7,39
2.00
1.
3.
3
Development of
Marketing Plan and
Strategy
6,32
0.00
1.
3.
4
Marketing of the
New Building
5,05
6.00
1.
3.
5
Communication to
the Resources
6,08
0.00
1.
3.
6
Implementation of
the Services
11,0
08.0
0
1.
3.
7
Milestone 3:
Migration of Data,
Services, and Resources
1.
4
Project Management
Phase 4 - Monitoring &
Control
1.
4.
1
Quality Checks 17,8
88.0
0
13

Project Management
1.
4.
2
Review of the
Building
23,9
04.0
0
1.
4.
3
Improvement of the
Gaps Identified
5,47
2.00
1.
4.
4
Legal Approvals and
Confirmation
7,58
4.00
1.
4.
5
Milestone 4: Quality
Report
1.
5
Project Management
Phase 5 - Closure Phase
1.
5.
1
Launch of the New
Building
1,39
2.00
1.
5.
2
Feedback Processes 5,32
0.00
1.
5.
3
Analysis of the
Feedback
5,54
4.00
1.
5.
4
Performance
Measurement &
Reflective Analysis
6,08
0.00
1.
5.
5
Preparation of the
Closure Report
3,64
0.00
1.
5.
6
Milestone 5: Final
Completion Report
Costs per Month 234 176 400 936 601 211 588 258 918
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Project Management
16 40 00 80 84 28 80 48 4
Cumulative Costs 234
16
410
56
810
56
174
736
234
920
256
048
314
928
340
776
349
960
1 2 3 4 5 6 7 8 9 10 11 12 13 14
0
50000
100000
150000
200000
250000
300000
350000
400000
Series1
Risk Management
There will be several risks associated with the project and the management of the risks will
be done by the process as risk identification, risk analysis & quantification, risk evaluation,
risk response strategy, risk monitoring & control, and risk closure.
The following risk register has been prepared to list out the risks and provide them with the
probability and impact score along with the treatment strategy. The highest score possible for
the risk can be 25 as the probability and impact levels are rated from a scale of 1 to 5. 25 as
the risk score indicate highest severity (Ward and Chapman, 2003).
Name Description Likelih
ood
Conseque
nce
Score Treatment
Strategy
Environmental
Risks
The project activities
may be poorly
impacted due to the
occurrence of an
environmental hazard
or natural disaster.
2 5 10 Risk Mitigation
using the
environmental
studies and
implementation of
disaster recovery
15

Project Management
plans
Health &
Safety Risks
The workplace
accidents and
working condition
may possess risk to
the health and safety
of the construction
team.
1 5 5 Risk avoidance
by developing the
safe workplace
conditions
Legal &
Regulatory
Issues
There may be issues
with obtaining legal
approvals and
confirmation.
1 5 5 Risk avoidance
by adhering to the
legal and
regulatory norms
Resistance to
Change
The employees may
be resistant to move
to the new building.
4 5 20 Risk avoidance
by carrying out
discussions with
the employees
Schedule/
Budget
Overrun
The changes in the
project or any sort of
failure may lead to
overrun of schedule
and budget.
3 4 12 Risk avoidance
by keeping a track
of project issues,
schedule, and
budget
Risk of Project
Changes
Too many changes in
the project may lead
to scope inflation.
4 4 16 Risk avoidance
and mitigation by
managing the
project changes
Operational &
Technical
Faults
The continuity may
be impacted due to
occurrence of
operational or
technical faults.
4 3 12 Risk avoidance
by providing
operational
trainings and risk
transfer to the
vendors for
technical tools
and associated
failures in the
16

Project Management
same
Quality Management Plan
ISO 9000 quality standards will be followed to make sure that the quality of the building and
the project is maintained and always improved upon.
There will be quality control and quality assurance activities carried out in the project that
will include project reviews and audits conducted by the group of experts and senior
management. The reviews will be conducted to verify and validate the project quality. There
will also be testing activities, such as security testing, environmental testing, protection from
natural hazards, etc. carried out to determine the quality of the project (Boehm and Ulmer,
2008). The results from the control and quality assurance processes and activities will provide
a set of gaps and improvement areas. The continuous improvement in the project will be
made and implemented by filling out these gaps.
EVA for Project Monitoring
The project monitoring will be done using Earned Value Analysis (EVA) method. As per this
method, the values of schedule variance and cost variance for the project will be determined.
The Planned Value (PV) of the project will be determined which will be the estimated costs
of the project. Earned Value (EV) of the Project will also be determined which will be actual
work done. There will be costs involved with the actual project execution and these will make
up for the Actual Costs (AC). The cost variance will be calculated with the formula as EV-
AC. The schedule variance will be calculated with the formula as EV-PV (Menze, 2013).
The values of cost and schedule variance will provide the information on the project
performance. The negative value of either the cost or schedule variance will indicate the
problems in the project as there will be a situation of schedule or budget overrun or both. The
actions will then be required to be taken for the resolution of these issues. In case of the
positive value, there will be recommendations provided to improve upon the project
performance.
17
Quality
Planning
Quality Control
& Assurance
Continuous
Improvement

Project Management
Project Closure & Final Evaluation
The final phase of the project will be the closure phase in which the opening of the new
building will be done. There will be final evaluation carried out once the feedback is
collected. The analysis of the feedback will be followed by the evaluation of the performance
of every team member and the project as a whole. Reflective analysis will also be carried out
for this purpose (Bengtson, Havila and Åberg, 2018). The final deliverable will be submitted
at the end of this phase in the form of a closure report and it will mark the end of the project.
The detailed description of the project closure phase, closure activities, resources involved,
schedule, and costs are depicted in the table below.
Task Name Duration Start Finish Predecessors Resource
Names Cost
Project
Management
Phase 5 - Closure
Phase
25 days Tue 10-
09-19
Mon 14-
10-19 $21,976.00
Launch of the
New Building 2 days Tue 10-
09-19
Fri 20-09-
19 30
Marketing
Manager,
Project
Manager
$1,392.00
Feedback
Processes 7 days Mon 23-
09-19
Tue 01-
10-19 30 Project
Manager $5,320.00
Analysis of the
Feedback 9 days Mon 23-
09-19
Thu 03-
10-19 32 Data Analyst $5,544.00
Performance
Measurement &
Reflective Analysis
8 days Tue 10-
09-19
Thu 19-
09-19 30 Project
Manager $6,080.00
Preparation of the
Closure Report 7 days Fri 04-
10-19
Mon 14-
10-19 34 Technical
Writer $3,640.00
Milestone 5: Final
Completion Report 0 days Mon 14-
10-19
Mon 14-
10-19 36 $0.00
18

Project Management
References
Ahmad, T. (2012). A Review of cost Management Techniques in Planning Phase of
Construction Projects. Global Journal For Research Analysis, 2(1), pp.76-78.
Atkin, B. (2012). Planning Major Projects. Construction Management and Economics, 30(8),
pp.708-710.
Bengtson, A., Havila, V. and Ã…berg, S. (2018). Beyond Project Closure: Why Some
Business Relationships Recur in Subsequent Projects. Project Management Journal, 49(2),
pp.89-104.
Boehm, T. and Ulmer, J. (2008). Product Liability: Beyond Loss Control–An Argument for
Quality Assurance. Quality Management Journal, 15(2), pp.7-19.
Boesso, G. and Kumar, K. (2016). Examining the association between stakeholder culture,
stakeholder salience and stakeholder engagement activities. Management Decision, 54(4),
pp.815-831.
Dalcher, D. (2015). Going Beyond The Waterfall: Managing Scope Effectively Across the
Project Life Cycle. Project Management Journal, 46(1), pp.e2-e2.
Menze, S. (2013). Projekt-Controlling mit Earned Value und Earned Schedule. Controlling &
Management Review, 57(3), pp.68-76.
Schneider, M. and Hadani, M. (2014). Stakeholder Management and Corporate Political
Activity: A Model of Strategic Stakeholder Management. Academy of Management
Proceedings, 2014(1), p.12289.
Ward, S. and Chapman, C. (2003). Transforming project risk management into project
uncertainty management. International Journal of Project Management, 21(2), pp.97-105.
19