This audit report provides insights into a construction project based on PMBOK standards. It covers project management, scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholders. Learn about best practices and tools for successful project implementation.
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Audit Report: Construction project
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2 1.Executive Summary I.Objectives of this report The objectives of this audit report related the construction project is based on PMBOK standards. ThereportsummarizesPMBOKstandardswhichprovideprojectguidelines,rulesplus characteristics for the project work. Those standards help the construction industry to achieve of professional excellences. II.Purpose of Sponsor Project The purpose of this construction project is to gain insights knowledge related to PMBOK standardsrequiredbythedevelopmentmanagerandaddefficiencyofthedevelopment management in the business environment. The aim of this study is to add knowledge based related to the project management in the construction project. III.Audit Approach Results & Lessons Learned The lessons learned are related to have knowledge of project management standards which help the project manager accomplish the project goals. The goals are related to deliver of successful project and build capabilities. It ensures that the knowledge areas updated are similar with the work performed to define the processes and project inputs plus outputs. IV.Key Findings The findings is based on defining the knowledge areas to success for the project management and it explains best practices required for successful implementation of project work. Each of the knowledge areas represent a completed area of the project specialization included tools and concepts. It is required to complete the project plan for successful project management. V.Key Recommendations It is recommended to go in-depth understanding of PMBOK standards so that the project manager can work to meet with scheduled time and estimated budget. The project manager uses of suitable tools and techniques for completion of construction work.
3 1.1Project Integration Management The tasks involved in the project integration management are: Develop project charter: The project manager is involved to develop the charter based on the business case for the construction project. It is done so that the development team members should appreciate the construction development requirements. Develop the project management plan: The project manger develops the project management plan based on project charter plus outputs from the planning procedures (Kerzner & Kerzner, 2017). Direct and supervise project work: The project supervisor directs in addition to manages the execution of construction work based on project implementation plan. Approval of project changes is done after than the project work is preceded. Perform the change control: The project manager monitors and controls the entire plan to make sure that the project should on track (Fleming & Koppelman, 2016). The project management plan is reviewed so that there are no changes in the project work after approval. Close the project work: The project owner requires determining of the project is completed on scheduled time. 1.2Project Scope Management The tasks involved in the project scope management are: Project requirements: The project manager assembled as well as documented the project work. The project team members and stakeholders requirements are listed. Understand project objectives: The project objective is identified such as construction of a building. The project manager makes sure that the project team can deliver results based on features (Heagney, 2016). Identify scope creep: The project manager identifies scope creep caused due to change in the market trends, lack of resources, neglecting of customer’s needs and poor management to control project changes. 1.3Project Schedule Management The tasks involved in the project schedule management are: Breakdown of phases: The project manager divided the construction project in manageable activities based on the project requirements (Harrison & Lock, 2017). The activities are defined are defined to make estimation of time for each individual activities. Establishment of milestones: It is included deliverables of the project schedule. In the project charter, the milestones are summarized with its respective start date. It is done by the project planner. Determine critical path: The project planner determines the critical path of the project using Gantt chart. It is used to determine longer path through entire project network (Kerzner, 2018). 1.4Project Cost Management The tasks involved in the project cost management are:
4 Resource planning: The resource manager determines the resources such as people, equipments and materials and quantities used to carry out the project activities. Cost estimation: The financial officer develops the charge of the project properties required to finish the project related actions. Cost budgeting: The financial officer allocates the total cost for the project based on individual work items (Turner, 2016). Cost control: The project manager controls the project changes with respect to project budgets. The cost management plan determines how the cost variances are required to manage. 1.5Project Quality Management The tasks involved in the project quality management are: Quality planning: The quality manager spots quality standards which are related to the project work furthermore determine how to suit with the client’s requirements. Quality assurance: The quality manager evaluates entire performance of construction project work on daily basis to offer confidences that the project work will satisfy with quality standards (Binder, 2016). Quality control: The quality manager monitors the results of the project to determine quality standards and identify channels to prevent from the causes of unacceptable performance of the project team members (Lock, 2017). 1.6Project Resource Management The tasks involved in the project resource management are: Resource allocation: The resource manager allocated the resources in the project based on the project requirements. There is identification and documentation of project roles and their responsibilities. Acquire the resources: The resource manager determines the resources required based on their expertise and skills required to work in a construction project (Milosevic & Martinelli, 2016). Resource control: The resource manager allocates the resources in controlled way and creates a comprehensive plan to make sure that the resources required to complete the construction work are identified (Sears et al., 2015). 1.7Project Communications Management The tasks involved in the project communications management are: Communication planning: The project manager determines the information plus communications which are required for the project stakeholders. The communication plan determines how requires what information, when they require it and how (Heldman, 2018). Distribution of information: The project manager makes required information which is available to the construction project stakeholders in appropriate method.
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5 Performancereporting:Thequalitymanagercollectsanddisseminatesperformancerelated information of the project stakeholders (Joslin & Muller, 2015). It is included status reporting, development measurement furthermore project forecasting. Administrative closure: The project manager generates gathers and disseminates information for formalization of the project phases along with project completion. 1.8Project Risk Management The tasks involved in the project risk management are: Risk identification: The risk manager identifies the project construction risks which can affect the development of project work (Walker, 2015). The identified construction risks are schedule, budget, and lack of project resources, scope creep and lack of management support. Risk analysis and assessment: The risk manager involves analyzing and prioritizing the risks which are assessed based on risk categorization (Harrison & Lock, 2017). The risks are assessed and analyzed based on severity level and based on it’s, the risks are prioritized. Risk control: The risk manager controls and prevents the risks based on its individual priority so that they can achieve desired results. 1.9Project Procurement Management The tasks involved in the project procurement management are: Planprocurements:Theprocurementmanagerdocumentstheconstructionprojectpurchasing decisions, specifies the construction project approaches and then identifies the potential sellers for the project work (Zhang, Liang, & Gao, 2017). Conduct and control the procurements: The procurement manager obtains seller response, selects the seller and award the construction related contract (Ferri et al., 2016). The manager also manages procurement relations, monitors the performance of contract and makes possible changes in the construction project plan. Close the procurements: The procurement manager completes the procurement processes by updating the project records to the project manager with project results (Fleming et al., 2019). They can achieve information to finalize open claims as per terms and conditions stated into the contract documents. 1.10Project Stakeholder Management The tasks involved in the project stakeholder management are: Stakeholderidentification:Theprojectmanageridentifiestheprojectstakeholdersthoseare concerned in the project to update the project management plan. Stakeholder analysis: The project manager determines the interests of the project stakeholders through qualitative and quantitative analysis through the construction project (Barnett, Henriques, & Husted, 2018).
6 Stakeholder engagement: The stakeholders are engaged in the construction project work to improve decision making and project responsibility. They are engaged in the construction project to achieve accepted project outcomes.
7 Knowledge Area Process Group Process Number & Name Powerful QuestionAnswers 1.0 Project Integration Management Initiating1.1 Develop project charter What are the key measures that were considered while developing the project charter? The key measures are identifying the visionofproject,projectscopeand deliverables,executionand construction implementation plan. Planning1.2 Develop a project management plan What was the approach adopted to manage the project throughout its course? Agileconstructionapproachwas adopted to manage the project which is adaptedindevelopmentand implementationstagetomeetwith client’s demands (Nicholas & Steyn, 2017). Executing1.3 Direct and manage project work How did you direct and manage different activities throughout the life cycle of the project? Also, mention the tools and techniques you used for handling those activities. The project manager develops project ideas based on organizational goals. Gantt chart is used to improve as well asoptimizeefficiencyofthe construction project processes. 1.4 Manage project knowledge How did you acquire the knowledge which you didn’t have while executing the project? Knowledgeisacquiredby understandingpersonal experimentation plus deeper reflection (Hermano & MartÃn-Cruz, 2019). Monitoring and Controlling 1.5 Monitor and control project work How did you track and review the performance of the project and how often did you use the methods that were placed to measure and control the processes? The project performance is tracked by use of project scheduling tool which candeterminewhethertheproject timelineshouldmeetwithits scheduledplanornot.Onweekly basis, the methods are placed. 1.6 Perform integrated change control How did you adopt and implement the changes you were requested in your project? Thechangerequestsarereviewed approvedthechangesandmanaged those changes to project deliverables (Heldman, 2018). Changes to part of constructionprojectarerequested throughout project closure phase. Closing1.7 Close project or phase What were the closing actions performed before declaring the various activities of the project complete? Theactionswhichareperformedat project closure phase such as handle the deliverables over the customer, passing the project documentation, cancellation of supplier contracts and informthe stakeholders about the project closure. 2.0 Project Scope Management Planning2.1 Plan scope management What was the basis taken into consideration while planning the scope of the project? Thescopemanagementplanof construction project is consisted of how the project scope is defined, validated inadditiontocontrol.Itprovides guidelinesonhowthescopeis managed through the project. 2.2 Collect requirements How did you analyze and collect the requirements of the project to meet the project objective? Thereisrequiredtoconclude, documentaswellassupervise requirementsoftheproject stakeholders to assemble with project related objectives. 2.3 Define scope How did you set the boundaries for the scope and what all did you include in it? How will you evaluate the success of your project? A high level scope is defined in the project charter. The project boundaries determined what is included into the projectandwhatisnotincluded (Muller, 2017). Theprojectsuccessismeasuredto determineiftheprojectscopeis meeting with project requirements. 2.4 Create WBSWhat were the techniques used to break down the project tasks intosmallerexecutable activities? WBSisusedtoorganizetheteam activitiesinmanageablesections.It definestheprojectactivitiesin hierarchical decomposition of the work
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9 References Barnett, M. L., Henriques, I., & Husted, B. W. (2018). Governing the void between stakeholder management and sustainability. InSustainability, Stakeholder Governance, and Corporate Social Responsibility(pp. 121-143). Emerald Publishing Limited. Binder, J. (2016).Global project management: communication, collaboration and management across borders. Routledge. Bourne, L. (2016).Stakeholder relationship management: a maturity model for organisational implementation. Routledge. Burtonshaw-Gunn, S. A. (2017).Risk and financial management in construction. Routledge. Eskerod, P., & Jepsen, A. L. (2016).Project stakeholder management. Routledge. Eskerod, P., Huemann, M., & Savage, G. (2015). Project stakeholder management—Past and present.Project Management Journal,46(6), 6-14. Ferri, L. M., Oelze, N., Habisch, A., & Molteni, M. (2016). Implementation of responsible procurement management: An institutional perspective.Business Strategy and the Environment,25(4), 261- 276. Fleming, Q. W. (2019, January). Project procurement management: contracting, subcontracting, teaming. Project Management Institute. Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute. Harrison, F., & Lock, D. (2017).Advanced project management: a structured approach. Routledge. Heagney, J. (2016).Fundamentals of project management. Amacom. Heinonen, O. (2016). The development of a waterway project risk management framework.Opinnäytetyö. Heldman, K. (2018).PMP: project management professional exam study guide. John Wiley & Sons. Hermano, V., & MartÃn-Cruz, N. (2019). Expanding the Knowledge on Project Management Standards: A Look into the PMBOK® with Dynamic Lenses. InProject Management and Engineering Research(pp. 19-34). Springer, Cham. Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts.International Journal of Project Management,33(6), 1377-1392. Kerzner, H. (2018).Project management best practices: Achieving global excellence. John Wiley & Sons. Kerzner, H., & Kerzner, H. R. (2017).Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Kumar, M., Srai, J. S., & Gregory, M. (2016). Risk management in plant investment decisions: risk typology, dimensions and process.Production Planning & Control,27(9), 761-773.
10 Lock, D. (2017).The essentials of project management. Routledge. Milosevic, D. Z., & Martinelli, R. J. (2016).Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons. Mok, K. Y., Shen, G. Q., & Yang, J. (2015). Stakeholder management studies in mega construction projects: A review and future directions.International Journal of Project Management,33(2), 446-457. Muller, R. (2017).Project governance. Routledge. Nicholas, J. M., & Steyn, H. (2017).Project management for engineering, business and technology. Routledge. Oakland, J., & Marosszeky, M. (2017).Total construction management: Lean quality in construction project delivery. Routledge. Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015).Construction project management. John Wiley & Sons. Turner, R. (2016).Gower handbook of project management. Routledge. Walker, A. (2015).Project management in construction. John Wiley & Sons. Zhang, D., Liang, Z. D., & Gao, J. H. (2017, May). Compliance Management in Bidding Procurement. In3rd Annual International Conference on Management, Economics and Social Development (ICMESD 17). Atlantis Press.