Project Management Plan for Indoor Sports Complex Construction

This project management plan outlines the approach, scope, schedule, cost, quality, communication, procurement, and change management plan for the construction of an indoor sports complex. The plan is developed in accordance with the PMBoK guidelines.

Project Management Plan
Indoor Sports Complex Construction

Project Management Plan
Table of Contents
Introduction...........................................................................................................................................2
Project Management Approach.............................................................................................................2
Project Scope.........................................................................................................................................2
Project Scope Management Plan...........................................................................................................3
Milestone List........................................................................................................................................4
Schedule Baseline & Work Breakdown Structure.................................................................................4
Change Management Plan.....................................................................................................................4
Communication Management Plan........................................................................................................4
Cost Management Plan..........................................................................................................................5
Procurement Management Plan.............................................................................................................5
Schedule Management Plan...................................................................................................................6
Quality Management Plan.....................................................................................................................6
Standards...........................................................................................................................................6
Assurance & Control.........................................................................................................................6
Continuous Improvement..................................................................................................................6
Risk Management Plan..........................................................................................................................7
Staffing Management Plan....................................................................................................................9
Resource Calendar...............................................................................................................................10
Cost Baseline.......................................................................................................................................10
Sponsor Acceptance............................................................................................................................10
References...........................................................................................................................................11
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Project Management Plan
Introduction
There are various activities that are carried out in a project during its timeline. It is necessary
to manage all of these project activities as per the defined project guidelines and management
principles. Project Management is a discipline that provides the management and project
resources with the guidelines to effectively handle all the project areas. There are several
knowledge areas that come under the domain of project management, such as schedule
management, cost management, resource management, quality management, communication
management, and many more. The project that has been selected for this case is construction
of an indoor sports complex. The project management methodology that will be used to
manage the project activities will be Project Management Body of Knowledge (PMBoK).
The report is a project management plan that describes the project areas of the selected
project and the details of the project management activities in each of these areas.
Project Management Approach
The project management approach for the project is Project Management Body of Knowledge
(PMBoK). According to this methodology of project management, the project management
will begin with the initiation processes. In the initiation process, the preliminary activities,
feasibility analysis, environmental studies, and project analysis will be made. The second
phase will be the planning phase of the project in which the plans around the indoor sports
complex will be made in terms of costing plan, schedule plan, resource plan, and likewise.
There will also be planning done in the areas of design of the sports complex and the
associated construction activities. The allocation of the team members for each of the project
task will be made in this phase of the project management methodology. The execution of the
management activities will be done during the construction of the sports complex covering
the foundation activities, rough carpentry, electronic rough-in, roofing, exterior finish,
insulation, drywalls, floor finishes, painting, exterior landscaping, plumbing trim, electrical
trim, interior trim, and cleaning activities (Zwikael, 2009). The management activities will
also be applied in the area of control of the project by monitoring the project progress and
reviewing the project design. The final set of activities will be covered in the closure phase.
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Project Management Plan
Project Scope
The project resources will carry out the several project tasks and activities during the timeline
of the project. In the initiation procedure, the fundamental exercises, achievability
investigation, natural examinations, and task examination will be made. The second stage
will be the planning period of the task in which the plans around the indoor games complex
will be made as far as costing plan, plan, asset plan, and similarly. There will likewise be
planning done in the regions of outline of the games complex and the related development
exercises. The allotment of the colleagues for every one of the undertaking errand will be
made in this period of the task administration philosophy. The execution of the administration
exercises will be finished amid the development of the games complex covering the
establishment exercises, unpleasant carpentry, electronic harsh in, material, outside complete,
protection, drywalls, floor gets done with, painting, outside arranging, plumbing trim,
electrical trim, inside trim, and cleaning exercises. The administration exercises will likewise
be connected in the territory of control of the venture by checking the undertaking progress
and exploring the task outline. The last arrangement of exercises will be canvassed in the
closure stage (Wearne, 2014).
Project Scope Management Plan
The scope of the project will be managed using the PMBoK guidelines.
There will be a Project Manager involved with the project and the resource will carry out
internal reviews and audits during the entire lifecycle of the project. These practices and
processes will provide the ability to keep a track of the project progress as per the scope.
There will also be experts and consultants invited to track the progress and performance and
map the adherence to the estimated scope.
Earned Value Analysis (EVA) technique will be used and applied to determine the gaps in
the process of scope management. Project scope, project costs, and project schedule are the
three core project properties and attributes that need to be in sync with each other. Deviation
in any of these three properties will result in the negative implication on the other area. EVA
method will be used to assess the gaps between the estimated values of the project costs and
schedule by determining the cost variance and schedule variance (Wang, He and Zhao, 2014).
The negative values of any of these two will indicate the possible variations in the project
scope as well.
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Project Management Plan
There will also be change control processes carried out by the change control board of the
project. In these processes, the change requests having an impact on or associated with the
project scope will be determined and the necessary steps of action will be taken. The board
will makes sure that the change requests do not impact the project scope and fall in line with
the project aims and objectives.
Milestone List
WBS Task Name Duration Start Finish
1 Sports in-door complex construction 295 days Mon 07/05/18 Fri 21/06/19
1.1 Preliminary phase 68 days Mon 07/05/18 Wed 08/08/18
1.1.4 Milestone 1: Premilitary task list 0 days Thu 05/07/18 Thu 05/07/18
1.1.5 Get contracts 24 days Fri 06/07/18 Wed 08/08/18
1.1.5.7 Milestone 2 : Obtain contract 0 days Wed 08/08/18 Wed 08/08/18
1.2 Schematic designs 72 days Thu 09/08/18 Fri 16/11/18
1.2.7 Milestone 3: Reviewed schematic design 0 days Fri 16/11/18 Fri 16/11/18
1.3 Prepare sports complex site 15 days Mon 19/11/18 Fri 07/12/18
1.3.3 Obtain permit 0 days Fri 07/12/18 Fri 07/12/18
1.4 Vendor selection 15 days Fri 07/12/18 Fri 28/12/18
1.4.1 Collect bids 0 wks Fri 07/12/18 Fri 21/12/18
1.4.3 Milestone 4: Select vendor 0 days Fri 28/12/18 Fri 28/12/18
1.5 Construction 124 days Fri 28/12/18 Thu 20/06/19
1.5.7 Interior Trim 20 days Fri 17/05/19 Thu 13/06/19
1.5.7.5 Milestone 5: Constructed ground 0 days Thu 13/06/19 Thu 13/06/19
1.5.8 Cleaning 5 days Fri 14/06/19 Thu 20/06/19
1.5.8.4 Milestone 5: Indoor complex cleaning 0 days Thu 20/06/19 Thu 20/06/19
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Project Management Plan
Schedule Baseline & Work Breakdown Structure
Appendix
Change Management Plan
There may be several changes in the project that may come up. These changes will be
managed using a defined set of steps and phases as change planning, change analysis, change
execution, change control, and change closure.
The change requests will be developed and shared in the change planning process. The
change requests on the project will be approved by the sponsor. The analysis of the impact of
the changes on the project scope, costs, schedule, and resources will be determined. The
execution of the changes will be accordingly done. The change control activities will be
involved in the project. There will also be change control processes carried out by the change
control board of the project. In these processes, the change requests having an impact on or
associated with the project scope will be determined and the necessary steps of action will be
taken. The board will makes sure that the change requests do not impact the project scope and
fall in line with the project aims and objectives (Shaw, 2015). The changes will be marked as
closed when the implementation and execution activities on the requested change will be
accomplished.
Communication Management Plan
The communication processes for the project will be managed using the PMBoK
methodology and there will be communication guidelines defined.
There will be internal and external meetings conducted during the timeline of the project. The
internal meetings will be carried out among the members of the project team to discuss the
project progress, project status, and issues. The external meetings will be conducted with the
stakeholders of the project. The external meetings will be done to understand the expectations
of the stakeholders and to share the project information with them (Torppa & Smith, 2011).
There will be reports that will be circulated in the project for progress reporting, status
tracking, change management reports, project plan, review report, risks report, and closure
report.
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Project Management Plan
These reports will be shared with the purpose of sharing the project details and information
with the project stakeholders and resources. The use of SharePoint location and emails will
be done for sharing of the documents and for the exchanging the messages respectively.
Name Title E mail Office Phone Cell Phone
Team member
1 Project Sponsor [e-mail] xxx-xxx-xxxx xxx-xxx-xxxx
Team member
2
Project
Manager [e-mail] xxx-xxx-xxxx xxx-xxx-xxxx
Team member
3
Senior
Programmer [e-mail] xxx-xxx-xxxx xxx-xxx-xxxx
Cost Management Plan
There will be several costs associated with the project of construction of indoor sports
complex. There will be several resources involved and allotted to the project as Project
Manager, HR Manager, QA Manager, Procurement Manager, Cleaners, Plumbers, Labourers,
Design Engineer, Architect, Construction Workers, Carpenters, Whitewashers, and
Contractors. Each of these resources will have costs associated with them. The costs will also
be involved in the design process, construction activities, planning & monitoring activities,
control activities, and closure processes (Unger, Gallagher and White, 2004).
The costs of the project will be managed using the PMBoK guidelines for cost handling and
management. The Project Manager will be the resource primarily responsible for making sure
that there are no deviations in the actual and estimated value of the project costs. It will be
done by following the method of earned value analysis in which the cost variance will be
calculated. The value shall be either zero or positive to make sure that the project is on-track
in terms of the costs.
Phase Budget
%
Comments
Preliminary phase 22% It will take around weekly meeting till designs are
finalized
Schematic designs 9% 2 review meetings
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Project Management Plan
Prepare sports complex site 5% Initial preparation of site
Vendor selection 1.60% 1 meeting
Construction 59% Bi-weekly meeting. It is the longest phase
Project closure 3.20% 2 meetings. And the shortest phase
Procurement Management Plan
There will be several tools that will be required for the construction of the indoor sports
complex along with the material for carrying out the construction activities.
The procurement of the tools and material will be done by the Procurement Manager with
assistance from the Project Manager. The procurement will be done on the basis of pricing
contracts made with the vendors and the terms of services and agreement will be specified in
the plan (Giannakis, 2012).
Phase Item/Service Justification Needed by
Preliminary phase Meeting
stationary
Important phase Before start of
project
Schematic designs Engineering
drawing tools
Design equipment Before
preparing site
Prepare sports complex site All equipments
for laborers,
plumbers,
extraction, etc.
Base of the complex After designs
are ready
Vendor selection NA NA NA
Construction All equipments
for laborers,
plumbers,
extraction, etc.
Base of the complex After site is
ready
Project closure NA NA NA
Schedule Management Plan
The schedule of the project will be managed using the PMBoK guidelines for schedule
handling and management. The Project Manager will be the resource primarily responsible
for making sure that there are no deviations in the actual and estimated value of the project
schedule. It will be done by following the method of earned value analysis in which the
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Project Management Plan
schedule variance will be calculated (Laslo, 2010). The value shall be either zero or positive
to make sure that the project is on-track in terms of the schedule.
Quality Management Plan
The quality of the project will be managed using PMBoK as the project management
guideline. The quality management is one of the most relevant project areas under PMBoK.
Standards
The quality standards as ISO 9001 and Six Sigma will be used for making sure that the
project quality is maintained and managed under all the circumstances.
Assurance & Control
The quality assurance and quality control activities as reviews, inspections, and audits shall
be carried out. There shall also be verification and validation testing done on the indoor
complex that is constructed.
The verification and validation shall include the health and safety measures & their testing,
environmental testing & studies, performance testing, load testing, and security testing. There
may be various defects and areas of improvement that may be highlighted. These defects
shall be managed using a defined flow as defect logging, defect execution, defect
management, and defect closure (Kohnen, 2006).
Continuous Improvement
The continuous improvement activities shall be made on the sports complex by making sure
that the interiors and exteriors of the building are safe and visually appealing. Also, there
shall be all the technical functions and equipment installed as per the requirements. The
enhancements shall be made on the basis of the changes recommended in the report and the
review results.
Risk Management Plan
There will be various risks that will be associated with the project of indoor sports complex
construction.
The risks will be managed using the phases as risk planning, risk analysis, risk treatment, risk
control, and risk closure.
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Project Management Plan
The risk register for the risks has been illustrated below.
Risk
ID
Name Description Probability
(0.1 to 1)
Impact
(1 to
10)
Risk
Score
Response
RI1 Health & Safety
Risks
The construction of the
indoor sports complex may
result in the health & safety
risk with the occurrence of
workplace accidents. These
may result in permanent or
temporary injuries and may
also result in loss of life.
.5 10 5 The treatment and
response to the risk in
indoor sports complex
project shall be done by
using avoidance
strategy.
RI2 Technical Risks The technical tools and
equipment used in the
construction project may
have certain faults or may
turn faulty with wear and
tear.
.4 5 2 The treatment and
response to the risk in
indoor sports complex
project shall be done by
using transfer strategy.
RI3 Environmental
Risks
The project may have
devastating impacts on the
interior and exterior
environments. There may
also be negative impacts
due to the weather
conditions.
.3 7 2.1 The treatment and
response to the risk in
indoor sports complex
project shall be done by
using
avoidance/mitigation
strategy.
RI4 Scope Inflation The change in the scope of
the project, such as
dimensions of specific areas
in the building at advanced
stages of the project will
have severe implications in
the form of re-work.
.3 7 2.1 The treatment and
response to the risk in
indoor sports complex
project shall be done by
using avoidance
strategy.
RI5 Schedule/Budget The occurrence of .6 8 4.8 The treatment and
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Project Management Plan
Overrun excessive re-work or any
other risk may impact the
project schedule and budget
in an adverse manner.
response to the risk in
indoor sports complex
project shall be done by
using avoidance
strategy.
RI6 Quality Risks The quality of the indoor
sports complex may not be
in adherence to the
expected norms and
principles. This may be due
to communication gaps,
resource inefficiencies, or
other project scenarios.
.4 9 3.6 The treatment and
response to the risk in
indoor sports complex
project shall be done by
using avoidance
strategy.
RI7 Legal Risks The indoor sports complex
may not be in adherence to
the expected legal norms
and principles. This may be
due to communication gaps,
resource inefficiencies, or
other project scenarios.
.3 9 2.7 The treatment and
response to the risk in
indoor sports complex
project shall be done by
using avoidance
strategy.
RI8 Resource Risks The resources allotted to the
project may be unavailable
during the timeline of the
project. There may also be
compromised productivity
issues that may come up.
.7 8 5.6 The treatment and
response to the risk in
indoor sports complex
project shall be done by
using avoidance
strategy.
RI9 Ethical Risks The indoor sports complex
may not be in adherence to
the expected ethical norms
and principles. This may be
due to communication gaps,
resource inefficiencies, or
other project scenarios.
.3 9 2.7 The treatment and
response to the risk in
indoor sports complex
project shall be done by
using avoidance
strategy.
RI10 Operational The resources may give .8 7 5.6 The treatment and
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Project Management Plan
Risks shape to the operational
errors, mistakes, and
defects. The poor skills or
improper training may be
involved in the occurrence
of the risk.
response to the risk in
indoor sports complex
project shall be done by
using avoidance
strategy.
Staffing Management Plan
There will be several resources involved and allotted to the project as Project Manager, HR
Manager, QA Manager, Procurement Manager, Cleaners, Plumbers, Labourers, Design
Engineer, Architect, Construction Workers, Carpenters, Whitewashers, and Contractors. The
management of the staff will be done by following the communication process as internal
meeting with the staff members. The Project Manager shall have a monthly interaction with
the resources of the project to discuss the project details and progress.
There shall also be audits and review done on the performance of the resources. The
performance tracking and development activities shall be carried out for the members of the
staff. The will be goal setting processes implemented by the Project Manager at the beginning
of the project in which the monthly and quarterly goals will be set up. The performance of the
resources will be tracked as per the goals that are set up (Thacker, 2012).
Resource Calendar
All team members are required to be present throughout the project from Monday to Friday from
9am to 6pm i.e. for 40hrs/week.
Cost Baseline
WBS Task Name Cost Budget %
1 Sports in-door complex
construction
2,45,720.00
1.1 Preliminary phase 54,160.00 22%
1.2 Schematic designs 22,560.00 9%
1.3 Prepare sports complex site 11,600.00 5%
1.4 Vendor selection 4,000.00 1.60%
1.5 Construction 1,45,400.00 59%
1.6 Project closure 8,000.00 3.20%
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Project Management Plan
Sponsor Acceptance
Name of the Sponsor:
Acceptance Date:
Signature of the Sponsor:
Comments:
Acceptance Status:
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Project Management Plan
References
Giannakis, M. (2012). The role of procurement in the management of supplier relationships.
International Journal of Procurement Management, 5(3), p.368.
Kohnen, J. (2006). What is Six Sigma: Process Management?. Quality Management Journal,
13(1), pp.60-60.
Laslo, Z. (2010). Project portfolio management: An integrated method for resource planning
and scheduling to minimize planning/scheduling-dependent expenses. International Journal
of Project Management, 28(6), pp.609-618.
Shaw, D. (2015). Managing dualities in organizational change projects. Journal of Change
Management, 16(3), pp.201-222.
Thacker, R. (2012). Introduction to special issue on Human Resource Management
certification. Human Resource Management Review, 22(4), p.245.
Torppa, C. and Smith, K. (2011). Organizational Change Management: A Test of the
Effectiveness of a Communication Plan. Communication Research Reports, 28(1), pp.62-73.
Unger, E., Gallagher, M. and White, E. (2004). R&D Budget-Driven Cost and Schedule
Overruns. The Journal of Cost Analysis & Management, 6(1), pp.80-97.
Wang, W., He, E. and Zhao, Y. (2014). Earned Value Analysis Application in Project
Management. Advanced Materials Research, 971-973, pp.2494-2497.
Wearne, S. (2014). Evidence-Based Scope for Reducing “Fire-Fighting†in Project
Management. Project Management Journal, 45(1), pp.67-75.
Zwikael, O. (2009). The Relative Importance of the PMBOK® Guide's Nine Knowledge
Areas during Project Planning. Project Management Journal, 40(4), pp.94-103.
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Project Management Plan
Appendix
Work breakdown structure
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Project Management Plan
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Project Management Plan
Schedule Baseline
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