Labuan Square Redevelopment Analysis Report

Running head: LABUAN SQUARE REDEVELOPMENT
Labuan Square Redevelopment
Name of Student
Name of University
Author Note

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Table of Contents
Introduction..........................................................................................................................2
1. Project Parameters of LSR...............................................................................................2
1.1. Stakeholders..................................................................................................................3
1.2. Project Timeframe and Cost.........................................................................................5
1.3. Project Resource Procurement......................................................................................7
2. Project Management Practice or Methodology...............................................................7
2.1. Project Management Practice...................................................................................7
2.2. Project Methodology................................................................................................9
3. Appropriate Project Management Techniques or Tools..................................................9
4. Use of PMBOK Tools...................................................................................................12
Conclusion.........................................................................................................................13
References..........................................................................................................................15
Appendix (MS Project File)...............................................................................................18

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Introduction
Identification of an appropriate project management technique is necessary to estimate
the impact of the same on success of projects (Meredith, Mantel Jr and Shafer 2017). The project
targets in developing a two-storey building capable of accommodating eight small offices and
two conference rooms. The report will be identifying the different project parameters linked with
the LSr projects, which include the stakeholders, time frames, and cost and project resources
procurement. The report further identifies the critical project management methodology that can
contribute to effectively managing the LSr project (Mok, Shen and Yang 2015). The choice of
appropriate tools and techniques that can contribute to the successful completion of the LSr
projects will be addressed in report in consideration to the ten core areas of PMBOK. The report
further discusses the process in which the proposed tools are used in LSr project life cycle.
The feasibility study of the undertaken project has already been completed and the
necessary permits for the demolition and the construction works are taken as well. However, it is
critical to develop a management report on basis of the project environment and a detailed plan
for the accomplishment of the LSr project. Accurate identification of the critical project
management tools is necessary to develop a feasible and working plan for the LSr project. The
Labuan Square is located at 3214 in Victoria and plan for the project should consider the
environmental impact of the demolition works on the project.
1. Project Parameters of LSR
Identifying the boundaries of a project or project parameters is necessary for getting a
detailed idea of the project goals, the key project phases, the scope and accountability of a
project. In the following sub sections, the basic project parameters linked with the LSr which

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include the stakeholders, time frames, cost and project resource procurement are discussed in the
following sections.
1.1. Stakeholders
Stakeholders are defined as people who have interests in the successful implementation
of the system. They can be internal (employees, etc.) and external (donors, sponsors, suppliers,
government regulators, etc.) stakeholders (Eskerod and Jepsen 2016). The key stakeholders of
the undertaken LSr project, their interest in the project and the power of each stakeholders on the
LSr project are indicated in the following table-
Stakeholders Category Interest in the
Project
[measured on a
scale of 1 to 5]
Power/Influence on
the project
[measured on a
scale of 1 to 5]
Project Manager Internal Stakeholder 4 3
Client/ Shop Owners Internal 5 4
Contractor and Sub
contractors
External 3 3
Suppliers and
Vendors
External 3 3
Sponsor External 3 4
Superintendent,
Adam Krezel
External 4 3
Deputy External 5 3

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Superintendent, Jun
Wang
Table 1: Illustrating the stakeholders identified for the LSr Project
The stakeholders’ satisfaction is a key project parameter as the plan to be developed and
the outcome of the project is largely affected by the expectations of the stakeholders linked with
the LSr project (Eskerod, Huemann and Savage 2015). The table 1 lists the stakeholders who are
likely to be benefited/affected by the consequence of the LSr project. Interest and influence of all
the key stakeholders on the LSr project is identified in the table. The following stakeholders.
Power/influence grid identifies the stakeholders who are to be keep satisfied, informed,
monitored and managed closely.
Figure 1: Illustrating the Power and Interest of the identified Stakeholders

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On basis of the power and interest of the key stakeholders of the project, the power
interest grid is prepared. The power interest grid represents that majority of the stakeholders are
required to be kept satisfied and managed closely.
1.2. Project Timeframe and Cost
The completion of entire LSr project is expected to take a year. Accordingly a schedule
has been prepared that illustrates the key project phases and the time required for completion of
each phase (Kerzner 2017). The cost of the project is planned on basis of the resources needed
and the time required to complete each task/phases (Heagney 2016). The detailed timeframe, the
tasks sequence and the cost of each task of the LSr project is designated in the Gantt chart below-

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Figure 1: Illustrating the LSr project Timeframe and Cost in a Gantt chart
The project is expected to be completed by the end of January 2021. The calculated cost
of the project is $489,336. The cost of the LSr project is considered in relation to the resources
cost, cost of the equipment and material required along with the number of days each resource is
engaged to each work.
1.3. Project Resource Procurement
Procurement management can be described as a process of maintaining good relationship
with the vendors and the suppliers throughout the execution of the project (Too and Weaver
2014). The vendor selection and the resource procurement process for the LSr project is done by
comparing all the possible contrasting vendors, advantages and contractual offerings of the
vendors (Turner 2017). The procurement contract for this particular project is decided by the
process of collaboration between managers (De Araújo et al. 2017). The project resource
procurement for this project is finalized through agreed bids and effective management of the
resource calendars. After successful procurement, proper administration is needed to check if the
potential changes in the contract is needed (Kerzner 2018). The changes in the procurement
contract is subjected to effective administration and evaluation of the procurement process and
the project performance.
2. Project Management Practice or Methodology
2.1. Project Management Practice
It is obligatory to recognize the project management practices in an accurate manner to
ensure that a feasible plan is developed. It is the obligation of a manager to ascertain that project

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management best practices are established in the project. To establish the same in the LSr
project, the following steps are to taken-
1. It is integral to document the project requirements in a detailed manner as development
of project plan is reliant on on the correct documentation of the project requirements
(Banihashemi et al. 2017).
2. Correct and accurate financial estimation is needed to be done to eliminate the risk of
project going over budget
3. Identification and effective management of the stakeholders is obligatory to ensure that
the project is implemented as per the expectations of the stakeholders (Fleming 2019).
4. On identification of the detailed project requirements, it is necessary to establish a
clear project plan which will guide the project team towards successful execution of the project.
5. The team roles are to be assigned as per the competencies of the human resources. It is
the work of a project manager to guarantee that the team’s workload is managed in an effective
manner.
6. It is integral to establish operative communication among the team so that the risk and
concerns in the project are effectively communicated among the team members. For ascertaining
that effective communication is established among the members of the team, it is necessary to
develop a communication plan (Crawford 2014). Along with that, it is obligatory for a manager
to ensure that the LSr project status report is regularly communicated to the team.
7. Effective monitoring of the task progress is of foremost necessity to manage the key
risks and issues in a project along with the scope creep (Tomanek and Juricek 2015)

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It is necessary for the manager to ensure successful fulfilment of the above mentioned
criteria to ensure that project management best practices are established in LSr project.
2.2. Project Methodology
The project management methodology, which is chosen for implementation of the LSr
project is PRINCE2 project methodology. PRINCE2 method is a procedure based approach that
mainly emphases on enforcing an effective control on any undertaken project from project start
to project end. The choice of this methodology is justified for LSr project as this method ensures
that are project is thoroughly planned before its kickoff (Siegelaub 2017). In PRINCE2
approach, each project stage is clearly structured, which increases the chances of project
completion. This methodology ensure that a project is implemented through controlled and well
monitored project phases so that the entire project is completed without any delays or without
any issues. Furthermore, the PRINCE2 project management methodology is a process-based
approach which is widely recognized across the globe. This approach helps in managing and
controlled the project in well-defined project stages and therefore is one widely adopted method
of managing a project (Cagliano, Grimaldi and Rafele 2015). The project team to be chosen for
LSr project should have knowledge about PRINCE2 project management methodology so that
the implementation process of the project becomes easier.
Since it is a construction project, the choice of implementation of the LSr project using
PRINCE2 approach is justified as following this methodology, the project will be implemented
in a controlled environment.
3. Appropriate Project Management Techniques or Tools

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The successful execution of any project work principally depends on the correct and
exact use of different project management tools. For the LSr project, an effective project
management tool is identified that will permit the project team to implement the project as per
the needs and expectations of the project manager and the stakeholders.
The use of following techniques and tools are proposed for the LSr project, which are
indicated as follows-
Proposed Techniques Proposed Tools
Program Evaluation and Review Technique Scoro
Critical Path Technique PERT chart
Communication Plan Gantt Chart
Time Management Logic Network
Finance and Accounting Work Breakdown Structure (WBS)
Product Breakdown Structure (PBS)
Table 2: Representing the tools and Techniques to be used in LSr Project
The tools and technique proposed in table 2 will ensure successful accomplishment of the
LSr project. All the techniques and tools proposed for the project addresses all the 10 core
PMBOK areas. In the following paragraphs, detailed description of the project management
knowledge areas and relevance of the proposed tools in fulfilling various project management
criteria are discussed.
Project Integration: Project integration management is linked with synchronization of all
the essentials of a project which include coordination of the tasks, resources and the stakeholders
of the project. The tool that is proposed for effective project integration is use of PBS. Use of

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PBS is quite common on PRINCE2 (Cleden 2017). It provides a clear depiction of the different
parts of the project thus helping in effective integration of all the parts.
Project Scope Management: Management of scope in a project can be described as a
procedure of effectively defining the work processes that are needed to be done and controlling
the project from experiencing the scope creep. The tool that is used in LSr Project for
management of the scope is Scoro. It is a project management tool that combines all the basic
features of project scope management in a single place, which include management of the project
deadline, management of contracts along with automatic report generation.
Project Time Management: The use of various time and schedule management technique
will ascertain that the LSr project is completed within a quantified time. Apart from that, scoro
helps in effective tracking of the project progress resulting in effective time management. Apart
from that, the use of techniques such as PERT, critical path analysis and tools such as Gantt chart
and PERT chart will contribute in checking if the project is being executed in accordance to the
developed schedule plan.
Project Cost Management: The cost of the project is calculated on basis of the works to
be completed in each project phase. Scoro is effective in tracking the expenditure of the project
in each phase leading to successful cost management (Ferreira, Gutiérrez-Artacho and
Bernardino 2018). Apart from that, the effective finance and accounting technique used by the
project manager will guarantee that the project is executed as per the plan.
Project Quality Management: The use of scoro will ensure that each activities of the
project is correctly documented. The tool documents the work done in each project phases. The

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reports generated by Scoror will enable the project manager to check if the required quality
expectation from the project is fulfilled.
Project Human Resource Management: The project human resources are needed to be
effectively managed to ensure that the work is done as per the plan. The tool scoro tracks the
performance of the human resources to develop detailed reports on the performance. Therefore,
any major issues in the human resource management can be effectively identified using the tool.
Project Communication management: For better management of the project
communication, a feasible communication plan is prepared. This tools is effective in ensuring
that all the team members communicate effectively among themselves.
Project Risk Management: The use of Scoro will help in documenting and tracking each
moment of project execution. Any issues and concerns in the project will therefore be easily
highlighted in the project management tool. This will support in management of the project risks
in an effective manner.
Project Procurement Management: The procurement process of the project is managed
by Scoro tool that documents the requirements of the project. The use of Logic Network will
further help in easier identification of the procurement requirements of the project.
Project Stakeholder Management: The management of the stakeholders of a project is
subjected to effective identification of the stakeholders’ needs (Rehacek 2014). Scoro helps in
management of the stakeholders’ needs by generating regular reports to be shared with the
stakeholders by the project manager.
4. Use of PMBOK Tools

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The main tool that is proposed for successful execution of the LSr project is Scoro. Scoro
provides a comprehensive tool that combines all the key features of a project which include
administration of the project tasks, administration of contract, establishment of collaboration
among the project team, billing and operative project reporting (Ferreira, Gutiérrez-Artacho and
Bernardino 2018). The proposed tools, scoro, CPM, PERT, WBS and PBS ensure that a logical
link is created among the proposed management practice, capabilities of the tools and project
parameter.
The use of WBS, PBS CPM and PERT is common in PRINCE2 methodology, which
ensure that project is accomplished in a controlled environment as per the plan. The project
parameters that have been identified include effective stakeholder management, and procurement
management. The use of Scoro ensures that the project is rightly tacked and regular reports are
generated which are shared with the stakeholders. Along with that the use of tools such as PERT,
CPM, WBS and PBS helps to track the project schedule in an effective manner. Apart from that,
scoro helps in easier calculation of the project expenditure, which in turn helps in easier project
tracking.
The proposed tools are capable of ensuring that the entire project is being executed as per
the plan in accordance to the principle of PRINCE2 methodology. Therefore, the choice of
techniques and tools for the LSr project in the above section is justified.
Conclusion
The report provides a detailed overview of the project parameters of the LSr project. The
stakeholders of the LSr project is identified and a feasible timeframe is estimated for the
accomplishment of the LSr project. The project will require a year to complete. The report

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discusses the process of resource procurement along with the method that will be suitable for the
project. The use of Scoro as an effective project management tool is proposed for this project
which will help in easier tracking and management of the project. The use of PRINCE2 Method
is proposed to implement the LSr project in a controlled environment.

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References
Banihashemi, S., Hosseini, M.R., Golizadeh, H. and Sankaran, S., 2017. Critical success factors
(CSFs) for integration of sustainability into construction project management practices in
developing countries. International Journal of Project Management, 35(6), pp.1103-1119.
Cagliano, A.C., Grimaldi, S. and Rafele, C., 2015. Choosing project risk management
techniques. A theoretical framework. Journal of Risk Research, 18(2), pp.232-248.
Cleden, D., 2017. Managing project uncertainty. Routledge.
Crawford, J.K., 2014. Project management maturity model. Auerbach Publications.
De Araújo, M.C.B., Alencar, L.H. and de Miranda Mota, C.M., 2017. Project procurement
management: A structured literature review. International Journal of Project
Management, 35(3), pp.353-377.
Eskerod, P. and Jepsen, A.L., 2016. Project stakeholder management. Routledge.
Eskerod, P., Huemann, M. and Savage, G., 2015. Project stakeholder management—Past and
present. Project Management Journal, 46(6), pp.6-14.
Ferreira, T., Gutiérrez-Artacho, J. and Bernardino, J., 2018, March. Freemium Project
Management Tools: Asana, Freedcamp and Ace Project. In World Conference on Information
Systems and Technologies (pp. 1026-1037). Springer, Cham.
Fleming, Q.W., 2019, January. Project procurement management: contracting, subcontracting,
teaming. Project Management Institute.

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Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Kerzner, H., 2017. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley
& Sons.
Meredith, J.R., Mantel Jr, S.J. and Shafer, S.M., 2017. Project management: a managerial
approach. John Wiley & Sons.
Mok, K.Y., Shen, G.Q. and Yang, J., 2015. Stakeholder management studies in mega
construction projects: A review and future directions. International Journal of Project
Management, 33(2), pp.446-457.
Rehacek, P., 2014. Standards ISO 21500 and PMBoK® Guide for Project
Management. International Journal of Engineering Science and Innovative Technology
(IJESIT), 3(1), pp.288-295.
Siegelaub, J.M., 2017. How PRINCE2® Can Complement the PMBOK® Guide and Your
PMP®.
Tomanek, M. and Juricek, J., 2015. Project risk management model based on PRINCE2 and
SCRUM frameworks. arXiv preprint arXiv:1502.03595.

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Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
pp.1382-1394.
Turner, J.R., 2017. Contracting for project management. Routledge.

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Appendix (MS Project File)