Omagh Enhanced Local Hospital Construction Plan - Project Management

This article discusses the project management plan for Omagh Enhanced Local Hospital Construction Plan including stakeholder register, work breakdown structure, Gantt chart, and risk management strategies.

Running head: PROJECT MANAGEMENT
Assignment 2: Omagh Enhanced Local Hospital Construction Plan
Name of the Student:
Name of the University:

1PROJECT MANAGEMENT
Table of Contents
Part 1: Initiation...............................................................................................................................2
1. Stakeholder register.................................................................................................................2
Part 2: Planning................................................................................................................................5
2. Work breakdown structure......................................................................................................5
Part 3: Execution..............................................................................................................................9
3. Gantt chart...............................................................................................................................9
Part 4: Controlling.........................................................................................................................11
4. Risk management...................................................................................................................11
Part 5: Closing...............................................................................................................................15
5. Lessons learned report...........................................................................................................15
References......................................................................................................................................18

2PROJECT MANAGEMENT
Part 1: Initiation
1. Stakeholder register
The ability to manage the project stakeholders improves the chances towards successful
execution of project work and success. It is the responsibility of project manager to agree on the
project goals and communicate the project objectives and purpose with the key project
stakeholders. It plays larger part in the project success (Eskerod and Jepsen 2016). Failure to
expose the project is caused due to project delay, missed of project opportunities, negative
financial impacts as well as potential damage to the reputation of the organization.
Stakeholder analysis for project communications
Project Name: Omagh Enhanced Local Hospital Construction Plan
Date: 12/21/2018
Created by: Project Manager
Stakeholder
Name Document Name Document Format Contact Person Due Date
Lucy Camerena Risk management report
Pdf file and
presentation Project Manager Thu 5/23/19
Ron Ryan
Project financial plan
report Spreadsheet Project Manager Mon 7/1/19
Mike Sundby Project management plan Word document Project Manager Thu 6/13/19

3PROJECT MANAGEMENT
document
Danny Smith
Schedule management
plan MS Project Project Manager Wed 11/13/19
Mike Hands Project charter Word document Project Manager Thu 5/30/19
Sue Moore Quality management plan Word document Project Manager Thu 2/27/20
Stakeholder analysis
Project Name: Omagh Enhanced Local Hospital Construction Plan
Prepared by: Project Manager
Date: 12/21/2018
Stakeholder 1 Stakeholder 2 Stakeholder 3
Organization Federation of Master
Builders
National Federation of
Builders
Federation of Master
Builders
Role on project Project Manager Structural Engineer Quality Manager
Unique facts about
stakeholder
The project manager leads
the team towards project
success. The manager
builds the tea comprising
the project individuals with
The engineer is involved
to design structures like
buildings.
The quality manager
checks for quality of
the products which
are selected to
construct the

4PROJECT MANAGEMENT
various skills. hospital building.
Level of interest High Low High
Level of influence High Low Low
Suggestions on
managing
relationships
The project manager is
able to build relations with
the project team members
so that they can
communicate the project
objectives and aim with
them.
The structural engineer
can build stronger
relations with the project
manager in which they
can bring architectural
vision among the project
team members.
The quality manager
should build
relations with the
suppliers to provide
quality services and
products to the
project clients.
The project manager is responsible to manage the stakeholders with soft skills to deal
with variety of the personalities. The stakeholders will be valuable to others and they are
required to be focused on the project phases to complete the project on time. A positive
relationship is build among the project manager and project team members so that trust is earned
throughout communication (Marchewka 2014). When the project plan will run smoothly, then it
learns to build trust among them. The project manager should encounter problems by use of
communication methods so that all the problems are solved on time. Documentation of all the
communication is done so that all requests as well as feedback are recorded (Sanchez 2015). It
allows reviewing information for accuracy of the information which are gathered and shared
with the project members for the project transparency. With the communication plan, the project
manager takes decisions regarding the problems which the project team members are facing. The

5PROJECT MANAGEMENT
project manager has no such formal power of authority and relied on engagement of the
stakeholder to attain the project objectives (Eskerod, Huemann and Savage 2015). The
stakeholder management is required to be improved so that all the project outputs are delivered
on time and estimated budget. With the stakeholder management, the stakeholders should update
about the project progress and faster to day-to-day workings of the project work so that all the
stakeholders are updated about the completion time of the plan.
Part 2: Planning
2. Work breakdown structure
The work breakdown structure (WBS) is key deliverable which can organize the team
work in manageable sections. It is a hierarchical decomposition of the project activities to be
executed by project team members (Kerzner and Kerzner 2017). It will define the scope of
project in manageable forms that the project team member can able to understand as each level
of WBS provides details of each of the work activities of the construction project plan.
WBS ID Work activities
0 Omagh Enhanced Local Hospital Construction Plan
1 Initiation phase
1.1 Assemble the design team
1.2 Investigate the development options
1.2.1 Compare and contrast the building new
1.2.2 Renovating the current space
2 Building the hospital
2.1 Identification of desired location based on market analysis

6PROJECT MANAGEMENT
2.1.1 Identification of specific site
2.1.2 Identification of project constraints
3 Planning phase for expansion of hospital
3.1 Determine the existing facility based on market growth
3.2 Investigate the existing site
3.3 Investigate the existing structure
3.4 Identification of desired locations based on market
3.5 Investigate the project feasibility
3.5.1 Identify the project size and scope
3.5.2 Meet with architect
3.5.3 Identify the construction cost
4 Balance the project cost
4.1 Identify the project cost
4.1.1 Evaluate the site acquisition
4.1.2 Compare of cost with funds
4.2 Secure the preliminary commitment
4.3 Review the project timeline
5 Initiate site purchase
5.1 Communication plan
5.1.1 Holding preliminary meeting
5.1.2 Meeting with architect
5.2 Assist the application process
6 Design phase
6.1 Initial facility design
6.1.1 Schematic floor plan

7PROJECT MANAGEMENT
6.1.2 Exterior appearance
6.1.3 Site layout
6.2 Development of information on existing buildings
6.3 Development of structural plan
7 Execution phase
7.1 Development of productive team
7.1.1 Project is kept on track
7.1.2 Procurement of resources
7.1.3 Direct and manage project work
7.2 Manage the project risks
7.3 Manage stakeholder engagement
8 Monitoring and controlling phase
8.1 Control changes to project work and plan
8.1.1 Investigate the mechanical and electrical work
8.1.2 Review the drawings for compliance
9 Complete the building application and bidding
9.1 Submit the final drawings
9.2 Finalize financial requirements
9.2.1 Final bid from contractor
9.2.2 Finalize the construction contract
10 Closure phase
10.1 Deliver the project scope
10.1.1 Lessons learned from project
10.1.2 Final project delivery

8PROJECT MANAGEMENT
From the above table format of work breakdown structure, it is seen that there are four
main activities of the project plan such as initiation phase, building the hospital, planning phase,
balance the project phase, initiate site purchase, design phase, execution phase, monitoring and
controlling phase, complete the building application and bidding and closure phase. All the
project activities are allocated to each team members based on their skills as well as expertise. It
is used to create a project plan effective and efficient (Turner 2014). Creation of the WBS is
required of active participation of the project team members as their work is to be analyzed at
each work level. The process is involved of three main steps such as:
 Identification of the functional project deliverables
 Subdivision of the project deliverables into sub-activities (Larson and Gray 2015).
 Determination of the match among the project team members as well as work packages
Each of the work packages are represented to perform the tasks which are assigned to the
project team members to complete the work in timeframe, allocation of cost, level of efforts
among the project parameters (Fleming and Koppelman 2016). The business organization is
included that the project team can able to track the performance as well as financial progress due
to cost integration from the WBS. Marchewka (2014) stated that WBS facilitates effective
identification of skills needed to complete the project work.

9PROJECT MANAGEMENT
Part 3: Execution
3. Gantt chart
WBS Task Name Duration
0 Omagh Enhanced Local Hospital Construction Plan 350 days
1 Initiation phase 34 days
1.1 Assemble the design team 5 days
1.2 Investigate the development options 29 days
1.2.1 Compare and contrast the building new 19 days
1.2.2 Renovating the current space 10 days
2 Building the hospital 25 days
2.1 Identification of desired location based on market analysis 25 days
2.1.1 Identification of specific site 12 days
2.1.2 Identification of project constraints 13 days
3 Planning phase for expansion of hospital 159 days
3.1 Determine the existing facility based on market growth 9 days
3.2 Investigate the existing site 25 days
3.3 Investigate the existing structure 30 days
3.4 Identification of desired locations based on market 15 days
3.5 Investigate the project feasibility 104 days
3.5.1 Identify the project size and scope 27 days
3.5.2 Meet with architect 15 days
3.5.3 Identify the construction cost 43 days
4 Balance the project cost 176 days
4.1 Identify the project cost 87 days

10PROJECT MANAGEMENT
4.1.1 Evaluate the site acquisition 22 days
4.1.2 Compare of cost with funds 20 days
4.2 Secure the preliminary commitment 18 days
4.3 Review the project timeline 6 days
5 Initiate site purchase 216 days
5.1 Communication plan 216 days
5.1.1 Holding preliminary meeting 20 days
5.1.2 Meeting with architect 20 days
5.2 Assist the application process 30 days
6 Design phase 232 days
6.1 Initial facility design 214 days
6.1.1 Schematic floor plan 12 days
6.1.2 Exterior appearance 32 days
6.1.3 Site layout 18 days
6.2 Development of information on existing buildings 12 days
6.3 Development of structural plan 14 days
7 Execution phase 195 days
7.1 Development of productive team 190 days
7.1.1 Project is kept on track 9 days
7.1.2 Procurement of resources 18 days
7.1.3 Direct and manage project work 16 days
7.2 Manage the project risks 5 days
7.3 Manage stakeholder engagement 12 days
8 Monitoring and controlling phase 36 days
8.1 Control changes to project work and plan 36 days

11PROJECT MANAGEMENT
8.1.1 Investigate the mechanical and electrical work 11 days
8.1.2 Review the drawings for compliance 9 days
9 Complete the building application and bidding 82 days
9.1 Submit the final drawings 10 days
9.2 Finalize financial requirements 72 days
9.2.1 Final bid from contractor 21 days
9.2.2 Finalize the construction contract 29 days
10 Closure phase 107 days
10.1 Deliver the project scope 107 days
10.1.1 Lessons learned from project 10 days
10.1.2 Final project delivery 8 days
Part 4: Controlling
4. Risk management
Introduction
The purpose of risk management is to identify the problems before it provides any effect
on the project success. The objectives and scope of risk management are to analyze as well as
control the project risks. Detection of project risks involves identifying the threats which can
affect the assets of business organization (Nicholas and Steyn 2017). The risk manager is
responsible for the risk management strategy.

12PROJECT MANAGEMENT
Risk management procedure
The risk management procedure is compliance measures which is used as tool to address
the project risks. The risk management procedure should cover of following activities such as:
Identify: The project team member identify the risks which can affect the project and its
outcomes (Glendon and Clarke 2015).
Assess: After identification of project risks, there is assessment of risk by determining the
likelihood and its consequences.
Plan: It is planned whether the project risk is acceptable or whether it would provide an
effect on the project plan.
Implement: There is implementation of risk management plan (Hopkin 2018).
Communicate: All the risk related activities are communicated with the project team
members.
Tools and techniques
Risk register is used as a risk management tools and techniques which is used to identify
the project risks and mitigate the risks using proper control measures.
Records
Risk register is used to record the risks with its impact, likelihood data.
Reporting

13PROJECT MANAGEMENT
The risk management reporting discusses the dimensions of the enterprise risk
management.
Timing of risk management activities
At the end of the stage of risk assessment, the risk management activities are identified
with its possible control measures (McNeil, Frey and Embrechts 2015).
Roles and responsibilities
Following are the roles and responsibilities for risk management activities such as:
Role Responsibilities
Risk Manager  Assess the risk profile of the construction plan and key areas of
possible risks
 Recommend of risk assessment (Bromiley et al. 2015).
 Examine and determine internal processes to report and manage
the key areas of possible project risks
Project Manager  Develop and implement of risk management plan
 Assess and recommend acceptable level of project risks
Scales
In order to monitor and control the project risks are based on probability and impact
factors based on the scale of very high, high, medium, low and very low.
Proximity

14PROJECT MANAGEMENT
It is defined how soon the project risk is likely to be occurred.
Risk categories
The risks which are faced by the organization are categorized in relation to what the
business organization does. It is mainly based on cause of the project risk (Chance and Brooks
2015).
Risk response categories
It is the process to develop of strategic options and determine actions to reduce the
project threats.
Early-warning indicators
Before the project risks affect the organization, then early warning indicators are required
(Wolke 2017). An early waning is defined the event and indication that predict and alert of the
problems.
Risk tolerance
It is the degree of variability in investment of returns that the shareholder is willing to
accept with respect to negative changes to the business and assets (Lam 2014).
Risk budget
The risk budget is established for each individual project risks so that there is estimation
of cost required for controlling each of the risks.

15PROJECT MANAGEMENT
Part 5: Closing
5. Lessons learned report
Prepared by: Project Manager Date: 12/06/2019
Project Name: Omagh Enhanced Local Hospital Construction Plan
Project Sponsor: Please fill
Project Manager: Please fill
Project Dates: 1/18/19
Final Budget: £1,183,800.00
1. Did the project meet scope, time, and cost goals?
The project plan meets with its project scope, time and cost goals as the project is
updated on daily basis. It is analyzed that the project is completed within
scheduled time and estimated project budget. The project scope is met so that the
construction work of hospital is done on time.
2. What was the success criteria listed in the project scope statement?
 The planned investments are on the target
 There is target to meet the capital project cost and expense cost
 The project is completed in scheduled time and budget
The project is aimed to complete the plan with cost of £1,183,800.00. In order
to meet with the project scope, the project manager delivers all project

16PROJECT MANAGEMENT
deliverables to the customer on time.
3. Reflect on whether or not you met the project success criteria.
The project is consisted of good team support to deliver a quality work to the
client. As the project manager, I require to develop my skill sets to conduct the
project team. The project team member is required of full commitment to achieve
the project goals.
4. In terms of managing the project, what were the main lessons your team learned?
In order to manage the project, outsourcing of resources will help to deliver better
quality of project work. Main lesson learned is to evaluate the project
stakeholders.
5. Describe one example of what went right on this project.
In this project, all the project resources are allocated with project tasks and a strict
guideline is also provided to them. The project works is completed on time as
well as meet with project scope.
6. Describe one example of what went wrong on this project.
At the starting of the project plan, roles and responsibilities of project team
members are not stated by the project manager. After one week, they get their
assigned work and meet with the project timeline.
7. What will you do differently on the next project based on your experience

17PROJECT MANAGEMENT
working on this project?
With an experience acquired from the project, the project manager can understand
how to allocate the resources to the project tasks and determine task completion
time will allow meeting with project timeline.

18PROJECT MANAGEMENT
References
Bromiley, P., McShane, M., Nair, A. and Rustambekov, E., 2015. Enterprise risk management:
Review, critique, and research directions. Long range planning, 48(4), pp.265-276.
Chance, D.M. and Brooks, R., 2015. Introduction to derivatives and risk management. Cengage
Learning.
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.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Glendon, A.I. and Clarke, S., 2015. Human safety and risk management: A psychological
perspective. Crc Press.
Hopkin, P., 2018. Fundamentals of risk management: understanding, evaluating and
implementing effective risk management. Kogan Page Publishers.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Lam, J., 2014. Enterprise risk management: from incentives to controls. John Wiley & Sons.
Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Management Body of Knowledge:
PMBOK (®) Guide. Project Management Institute.

19PROJECT MANAGEMENT
Marchewka, J.T., 2014. Information technology project management. John Wiley & Sons.
Marchewka, J.T., 2014. Information technology project management. John Wiley & Sons.
McNeil, A.J., Frey, R. and Embrechts, P., 2015. Quantitative Risk Management: Concepts,
Techniques and Tools-revised edition. Princeton university press.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.
Sánchez, M.A., 2015. Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, pp.319-330.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-
hill.
Wolke, T., 2017. Risk Management. Walter de Gruyter GmbH & Co KG.