EPM 5610: Project Planning and Control

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Running Head: PROJECT PLANNING AND CONTROL
EPM 5610: Project Planning and Control
Name of the Student
Name of the University
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1PROJECT PLANNING AND CONTROL
1. Risk Management Plan
1.1 Risk Identification
Based on the scope and overall requirements of the project, there are chances of
occurrence of certain risks that may affect the overall quality and outcome of the project. Hence,
it is important to identify these risks early and develop appropriate mitigation plan such that the
negative impacts of the risks are not realised in the project. Some of the risks associated with the
project are identified as follows.
Employee Satisfaction: Since this is a merger between two major companies, the existing
employees may not be satisfied with the new working environment and organisational policies.
Accommodation: There may not be sufficient accommodation at the office for all the
employees since the number of employees has increased significantly.
Project Governance: The project governance might be poor due to lack of interest among
the stakeholders in the merger.
Operational Disruption: Due to the merger, it is expected that severe operational
disruption might occur that will negative affect the internal and external operations of the merged
business organisation.
There are also some other risks associated with the project that are further analysed and
mitigation plan is developed in the following subsections.
1.2 Risk Register
Based on the risks identified, the risk register is developed as follows.
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2PROJECT PLANNING AND CONTROL
Risk Name Probability Impact Responsibility
Employee Dissatisfaction Very High High Human Resource Manager
Accommodation High Medium Facilities Manager
Project Governance Medium High Operations Manager
Operational Disruption Very High High CEO
Incompatibility of Data
Systems
High Medium IT Manager
Unbalanced Workload Medium Medium Human Resource Manager
Lack of Operational Diligence Low Medium Operations Manager
Brand Management Very High High Marketing Manager
Organisational Culture Medium Medium Human Resource Manager
Business License Low High CEO
Transport and Installation of
Equipments from Two Offices
High Medium Facilities Manager
Delay in Service Initiation Very High Medium Operations Manager
1.3 Risk Management Plan
Based on the risks identified above, the risk mitigation plan is developed and discussed as
follows.
Employee Satisfaction Risk: Conduct a meeting with employees of both organisations and
note down their expectations and demands regarding the new policies and then formulate the
new environment and policies as suitable (Strategy: Manage).
Accommodation Risk: Rent an office space that will accommodate all the employees as
well as the management staff (Strategy: Allocate).
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3PROJECT PLANNING AND CONTROL
Project Governance Risk: The newly appointed operations manager is responsible for
monitoring and ensuring the project is conducted (Strategy: Manage).
Operational Disruption Risk: Develop new operational plans that are not continuous from
the existing operations of the two different business, rather it will be a restart of operations and if
necessary, the employees will be provided with training for the new operations of the
organisation (Strategy: Mitigate).
Incompatibility of Data Systems: Upgrade the current hardware and software systems and
integrate the two organisational systems in one common platform (Strategy: Mitigate).
Unbalanced Workload: Revise the work orders and salary structures for all the employees
for balancing the workloads (Strategy: Manage).
Lack of Operational Diligence: Provide training and interactive sessions to the employees
of both companies to enhance their operational diligence in the merged operational setup
(Strategy: Manage).
Brand Management: Conduct detailed marketing and provide high quality products and
services for increasing the newly formed brand value (Strategy: Manage).
Organisational Culture: Promote interactions among the employees for better cultural
understanding and bonding (Strategy: Mitigate).
Business License: Apply for merger and business license from the authority before
proceeding with the merger process (Strategy: Allocate).
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4PROJECT PLANNING AND CONTROL
Transport and Installation of Equipments from Two Offices: Hire logistics services for
the transfer of the equipments and hire workers for installation of the equipments (Strategy:
Manage).
Delay in Service Initiation: Prioritise the completing works that are essential for service
initiation and then perform the additional works (Strategy: Manage).
2. Program (Schedule Management Plan)
2.1 Project Work Breakdown Structure and Schedule
The estimated project schedule is shown in the following table for both Sydney Square
and Melbourne House branches.
WBS Task Name Duration Start Finish
0 Sydney Square 67 days Mon 26-08-19 Tue 26-11-19
1 Project Initiation 11 days Mon 26-08-19 Mon 09-09-19
1.1 Receive Confirmation for the Merger 1 day Mon 26-08-19 Mon 26-08-19
1.2 Conduct Discussions with Management 5 days Tue 27-08-19 Mon 02-09-19
1.3 Select Site and New Building for Office 5 days Tue 03-09-19 Mon 09-09-19
1.4 Milestone 1: Proceed to Project 0 days Mon 09-09-19 Mon 09-09-19
2 Project Planning 8 days Tue 10-09-19 Thu 19-09-19
2.1 Determine Project Scope 2 days Tue 10-09-19 Wed 11-09-19
2.2 Develop Schedule for Project 2 days Tue 10-09-19 Wed 11-09-19
2.3 Determine Budget Requirement for the Project 3 days Tue 10-09-19 Thu 12-09-19
2.4 Hire Workers and Team Members for Project 5 days Fri 13-09-19 Thu 19-09-19
2.5 Milestone 2: Project Planning Complete 0 days Thu 19-09-19 Thu 19-09-19
3 Project Execution 22 days Tue 10-09-19 Wed 09-10-19
3.1 Rent Office Space at Sydney Square 10 days Tue 10-09-19 Mon 23-09-19
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5PROJECT PLANNING AND CONTROL
3.2 Installation of Basic Amenities 5 days Tue 24-09-19 Mon 30-09-19
3.3 Setting Up Facilities 4 days Tue 01-10-19 Fri 04-10-19
3.4 Installation of Air Conditioner and Ventilation Systems 6 days Tue 01-10-19 Tue 08-10-19
3.5 Set Up Electrical Connections for Power Supply 4 days Tue 01-10-19 Fri 04-10-19
3.6 Plumbing Works 4 days Tue 01-10-19 Fri 04-10-19
3.7 Install Work Stations and Server for the Employees 3 days Mon 07-10-19 Wed 09-10-19
3.8 Milestone 3: Office Ready to Move In 0 days Wed 09-10-19 Wed 09-10-19
4 Monitoring and Control 26 days Thu 10-10-19 Thu 14-11-19
4.1 Assign Sitting Arrangements for Employees 1 day Thu 10-10-19 Thu 10-10-19
4.2 Provide Interactive Sessions for Merged Environment 15 days Fri 11-10-19 Thu 31-10-19
4.3 Monitor the Performances of the Employees 10 days Fri 01-11-19 Thu 14-11-19
4.4 Milestone 4: Performance Evaluation Reporting 0 days Thu 14-11-19 Thu 14-11-19
5 Project Closing 8 days Fri 15-11-19 Tue 26-11-19
5.1 Review the Entire Project 5 days Fri 15-11-19 Thu 21-11-19
5.2 Make Pending Payments 2 days Fri 22-11-19 Mon 25-11-19
5.3 Stakeholder Sign Off 1 day Tue 26-11-19 Tue 26-11-19
5.4 Milestone 5: Project Closing 0 days Tue 26-11-19 Tue 26-11-19
WBS Task Name Duration Start Finish
0 Melbourne House 68 days Wed 28-08-19 Fri 29-11-19
1 Project Initiation 10 days Wed 28-08-19 Tue 10-09-19
1.1 Receive Confirmation for the Merger 1 day Wed 28-08-19 Wed 28-08-19
1.2 Conduct Discussions with Management 3 days Thu 29-08-19 Mon 02-09-19
1.3 Select Site and New Building for Office 6 days Tue 03-09-19 Tue 10-09-19
1.4 Milestone 1: Proceed to Project 0 days Tue 10-09-19 Tue 10-09-19
2 Project Planning 7 days Wed 11-09-19 Thu 19-09-19
2.1 Determine Project Scope 3 days Wed 11-09-19 Fri 13-09-19
2.2 Develop Schedule for Project 3 days Wed 11-09-19 Fri 13-09-19
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6PROJECT PLANNING AND CONTROL
2.3 Determine Budget Requirement for the Project 2 days Wed 11-09-19 Thu 12-09-19
2.4 Hire Workers and Team Members for Project 4 days Mon 16-09-19 Thu 19-09-19
2.5 Milestone 2: Project Planning Complete 0 days Thu 19-09-19 Thu 19-09-19
3 Project Execution 21 days Wed 11-09-19 Wed 09-10-19
3.1 Rent Office Space at Sydney Square 10 days Wed 11-09-19 Tue 24-09-19
3.2 Installation of Basic Amenities 5 days Wed 25-09-19 Tue 01-10-19
3.3 Setting Up Facilities 4 days Wed 02-10-19 Mon 07-10-19
3.4 Installation of Air Conditioner and Ventilation Systems 3 days Wed 02-10-19 Fri 04-10-19
3.5 Set Up Electrical Connections for Power Supply 3 days Wed 02-10-19 Fri 04-10-19
3.6 Plumbing Works 5 days Wed 02-10-19 Tue 08-10-19
3.7 Install Work Stations and Server for the Employees 2 days Tue 08-10-19 Wed 09-10-19
3.8 Milestone 3: Office Ready to Move In 0 days Wed 09-10-19 Wed 09-10-19
4 Monitoring and Control 26 days Thu 10-10-19 Thu 14-11-19
4.1 Assign Sitting Arrangements for Employees 1 day Thu 10-10-19 Thu 10-10-19
4.2 Provide Interactive Sessions for Merged Environment 15 days Fri 11-10-19 Thu 31-10-19
4.3 Monitor the Performances of the Employees 10 days Fri 01-11-19 Thu 14-11-19
4.4 Milestone 4: Performance Evaluation Reporting 0 days Thu 14-11-19 Thu 14-11-19
5 Project Closing 11 days Fri 15-11-19 Fri 29-11-19
5.1 Review the Entire Project 6 days Fri 15-11-19 Fri 22-11-19
5.2 Make Pending Payments 3 days Mon 25-11-19 Wed 27-11-19
5.3 Stakeholder Sign Off 2 days Thu 28-11-19 Fri 29-11-19
5.4 Milestone 5: Project Closing 0 days Fri 29-11-19 Fri 29-11-19
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7PROJECT PLANNING AND CONTROL
2.2 Gantt Chart
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8PROJECT PLANNING AND CONTROL
Figure: Gantt Charts of the Two Projects with Project Milestones (Critical Path Marked in
Red)
(Source: Created by Author)
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9PROJECT PLANNING AND CONTROL
2.3 Project Management Process
Based on the work breakdown structure and durations shown above, the project will be
conducted phase by phase. Accordingly, the stakeholders has been assigned with specific roles
that they must perform during the course of the project. It is to be ensured that the schedule and
budget limits should not be exceeded as it will cause financial losses for the company. The CEO
is responsible for supervising the entire project and ensuring it does not move out of scope and
requirements.
3. Cost Management Plan
3.1 Cost Planning
For the project, there are two types of costs involved – human resource costs (salary) and
material costs. The human resource costs can be determined using bottom up estimation
approach in which, the human resources are allocated to each activity in the work breakdown
structure in order to determine the costs of each activity (resource salaries). On the other hand,
the material resource costs are generally estimated using the top down estimation technique and
the two budgets are then added up to determine the final overall budget for the project. For this
project, the budget estimations are shown as follows.
3.2 Bottom Up Cost Estimation (Along with Resource Assignments)
Before assigning the resources in the WBS, the resource costs are first specified in the
following table for both Sydney and Melbourne.
Melbourne
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10PROJECT PLANNING AND CONTROL
Sydney
Now, these resources are allocated in the WBS in order to determine the total costs for
initiating services at Blade Generate Financial as shown in the MS Project file.
Total Budget for Melbourne: $200,000 (Approx.)
Total Budget for Sydney: $200,000 (Approx.)
The cash flow is shown in the following screenshot.
Melbourne
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11PROJECT PLANNING AND CONTROL
26 August 2019
02 September 2019
09 September 2019
16 September 2019
23 September 2019
30 September 2019
07 October 2019
14 October 2019
21 October 2019
28 October 2019
04 November 2019
11 November 2019
18 November 2019
25 November 2019
$0.00
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
Cumulative Cost
Cumulative Cost
Sydney
26 August 2019
02 September 2019
09 September 2019
16 September 2019
23 September 2019
30 September 2019
07 October 2019
14 October 2019
21 October 2019
28 October 2019
04 November 2019
11 November 2019
18 November 2019
25 November 2019
$0.00
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
Cumulative Cost
Cumulative Cost
Figure: Cash Flow in the Project
(Source: Created by Author)
Melbourne
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12PROJECT PLANNING AND CONTROL
ID Resource Name Work
1 Human Resource Manager 168 hrs
Hire Workers and Team Members for Project 32 hrs
Provide Interactive Sessions for Merged Environment 120 hrs
Stakeholder Sign Off 16 hrs
2 Facilities Manager 312 hrs
Select Site and New Building for Office 48 hrs
Rent Office Space at Sydney Square 80 hrs
Installation of Basic Amenities 40 hrs
Setting Up Facilities 32 hrs
Installation of Air Conditioner and Ventillation Systems 24 hrs
Set Up Electrical Connections for Power Supply 24 hrs
Plumbing Works 40 hrs
Assign Sitting Arrangements for Employees 8 hrs
Stakeholder Sign Off 16 hrs
3 Operations Manager 296 hrs
Receive Confirmation for the Merger 8 hrs
Conduct Discussions with Management 24 hrs
Determine Project Scope 24 hrs
Develop Schedule for Project 24 hrs
Provide Interactive Sessions for Merged Environment 120 hrs
Monitor the Performances of the Employees 80 hrs
Stakeholder Sign Off 16 hrs
4 CEO 88 hrs
Conduct Discussions with Management 24 hrs
Review the Entire Project 48 hrs
Stakeholder Sign Off 16 hrs
5 Finance Manager 32 hrs
Determine Budget Requirement for the Project 16 hrs
Stakeholder Sign Off 16 hrs
6 IT Manager 32 hrs
Install Work Stations and Server for the Employees 16 hrs
Stakeholder Sign Off 16 hrs
Details
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
E M B E M B E M B E M B
July September November January March
32h 120h 16h
32h
120h
16h
112h 184h 16h
48h
64h 16h
40h
32h
24h
24h
40h
8h
16h
24h 56h 120h 80h 16h
8h
16h 8h
24h
24h
120h
80h
16h
16h 8h 32h 32h
16h 8h
32h 16h
16h
16h 16h
16h
16h
16h 16h
16h
16h
Sydney
ID Resource Name Work
Unassigned 0 hrs
1 Human Resource Manager 168 hrs
Hire Workers and Team Members for Project 40 hrs
Provide Interactive Sessions for Merged Environment 120 hrs
Stakeholder Sign Off 8 hrs
2 Facilities Manager 320 hrs
Select Site and New Building for Office 40 hrs
Rent Office Space at Sydney Square 80 hrs
Installation of Basic Amenities 40 hrs
Setting Up Facilities 32 hrs
Installation of Air Conditioner and Ventillation Systems 48 hrs
Set Up Electrical Connections for Power Supply 32 hrs
Plumbing Works 32 hrs
Assign Sitting Arrangements for Employees 8 hrs
Stakeholder Sign Off 8 hrs
3 Operations Manager 288 hrs
Receive Confirmation for the Merger 8 hrs
Conduct Discussions with Management 40 hrs
Determine Project Scope 16 hrs
Develop Schedule for Project 16 hrs
Provide Interactive Sessions for Merged Environment 120 hrs
Monitor the Performances of the Employees 80 hrs
Stakeholder Sign Off 8 hrs
4 CEO 88 hrs
Conduct Discussions with Management 40 hrs
Review the Entire Project 40 hrs
Stakeholder Sign Off 8 hrs
5 Finance Manager 32 hrs
Determine Budget Requirement for the Project 24 hrs
Stakeholder Sign Off 8 hrs
6 IT Manager 32 hrs
Install Work Stations and Server for the Employees 24 hrs
Stakeholder Sign Off 8 hrs
Details
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
M B E M B E M B E M B E M B E
July September November January March May
40h 120h 8h
40h
120h
8h
112h 200h 8h
40h
72h 8h
40h
32h
48h
32h
32h
8h
8h
40h 40h 120h 80h 8h
8h
32h 8h
16h
16h
120h
80h
8h
32h 8h 32h 16h
32h 8h
32h 8h
8h
24h 8h
24h
8h
24h 8h
24h
8h
Figure : Resource Usage in the Project
(Source: Created by Author)
3.3 Top Down Cost Estimation (As Per Industry Standards per Each Site)
Materials Estimated Costs
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13PROJECT PLANNING AND CONTROL
Office Furniture $5000
New Workstations $15000
Electricals $2500
Water Connections $2500
Amenities and Other Facilities $1500
TOTAL $26,500
Hence, the total cost of the project is $(200,000+200,000+26,500+26,500) i.e.
approximately, $460,000.
4. Project Management Methodology
There are numerous project management methodologies like agile, waterfall and others
that are utilised for the management of various types of projects. Selection of the methodology
depends on the type and domain of the project e.g. agile is mainly used for software projects
whereas waterfall is preferred in construction projects. For this particular project, waterfall
methodology is chosen in which, the project will be conducted phase by phase starting from
initiation and ending in closing. The project will also include planning and execution phases in
which the entire project roadmap will be developed and executed accordingly.
The project management methodology chosen should also follow the following
requirements:
Client / Project Objectives – The project is to merge two companies into one company
and relocation will be done from the two branches into the merged branch. This will be done in
phases as per the waterfall methodology.
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14PROJECT PLANNING AND CONTROL
Statutory Obligations and Approvals – The entire process should follow the statutory
obligations and requirements that are specified in the merger agreement. Any new changes will
require prior approval from the management.
Insurances – Insurances must be done before the merger takes place in order to cover for
any unavoidable financial losses.
OH&S Responsibilities – Before relocated to the new office of the merged companies, it
is important set OH&S standards and guidelines that will ensure the health and safety of the
employees working in the office.
5. Project Team and Superintendence Strategy
The following table includes the project team members and the superintendence strategy
associated with them. The specified stakeholders and team members will need to fulfill the duties
specified within a specific set of time and budget. The project manager will need to supervise
and ensure the stakeholder roles are fulfilled during the project.
Team Member Name Team Member Responsibility Superintendence Strategy
Nishat Human Resource Manager Management of human resources in
the project and the employees for
accustoming with the merger and the
changed environment
Fiona Kibet Facilities Manager Management of material resources
and facilities required for the new
office space under the merged
company
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15PROJECT PLANNING AND CONTROL
Basin Operations Manager Management of internal and external
operations of the organisation after
the merger
Company CEO CEO Management, controlling and
supervising all the stakeholder
activities and strategic decision
making
Sherub Finance Manager Managing finances and fund
allocation for the project and the
entire company post-merger
Amair IT Manager Managing and supervising the IT
aspects of the project
The project team members’ performances will be monitored by the CEO based on daily
progress reports updated by each of the stakeholders. On the other hand, the stakeholders will
have to monitor the progress of work and performances of project working members like IT
developer, packers and movers, facility workers, employees and others. The project team
structure is shown as follows.
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16PROJECT PLANNING AND CONTROL
Figure: Project Team Structure
(Source: Created by Author)
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17PROJECT PLANNING AND CONTROL
Process of Scheduling and Budgeting in MS Project
Both the scheduling process and the bottom up estimation process has been done in MS
Project. Since the selected methodology is agile, the project is first divided into basic activities
and sprints. Sprints are phases in which all the activities start simultaneously but can have
different durations. Now, these activities and sprints are entered in the MS Project “Activities”
column with the activities under the Sprint phases have an extra indent. Now, the separate
activities are connected with each other using predecessor links thus showing which tasks come
after which one. Once it is down, the entire project is converted to “auto-schedule” mode from
the Format tab and the durations of each activities are entered; the duration of the entire project
is calculated automatically once all the activities have durations. In the Resources view, the
resources i.e. the human resources are entered with their costs i.e. standard rates. Coming back to
the Gantt chart view, the resources are assigned to each activity specified and the cost column
calculates the overall costs automatically.
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