Findings on Vella Office Fitouts

This presentation discusses the findings on Vella Office Fitouts, including the impact on the project schedule, budget, and resources. It also provides recommendations for completing the project on time.

Findings on Vella Office Fitouts

Introduction
Project management plan is the process or guideline level of type of information that
should be defined in the early stage of the project in the form of a project management
plan.
This would help to control the effective management plan. Present plan would be
based on ProCon services Australia, it is the project management consultancy.
This company already exist with Vella IT office Fitouts of a medium rise office
building in a Sydney suburb.
The project manager of the company Tony Faultier suddenly left the Fitouts and
engage with another overseas company.

Scope of the Project
This present project will help to stimulate proper planning, strategical options, costing
and recover all risks for the big events.
This conference would help to make coordination.
It also includes delegations, technicians, media experts and number of interested
people in IT.

Aims of the Project
 Project Tracking and Reporting
 Presentation skills
 Team behaviour and team building
 Learning and Reflection

Process steps of an event

Report Findings

 On the basis of investigation process and observation goals it has been investigated
that, I observed so many things that affect the business goals more challenging. I
observed that project management is the essential process or channel to discover
the best source of channel.
 Vella Office Fitouts is required to hire the best possible action and growth.
 As per the observation, it has been analysed that employees have not fulfilled the
exact project plan because of proper coordination level between persons.
 As per the situation observed, there are so many reasons behind project failures
such as poorly defined project scope, inadequate risk management, failure to
identify key assumptions, lack of effective communications at all levels, poor
management of expectations, ineffective leadership.

Organisation behaviour
•This work will not be good at deciding
goals, moreover it takes time to rethink
the goals and market into more effective
manner. Manager of Vella Office
Fitouts are always being autocratic and
not involved anyone into the decision
making process.
•Vella Office Fitouts also needs to
increase positive interdependence level
between people.

To be Continued
•For example, positive interdependence
can be found in jigsaw tasks scheme for
specifying groups that gets its helps to
fulfil the longer time scale. This would
help to control longer term goals.
•Company also needs to focus on cost
balance to ensure the best rate of return
as well as for its goodwill. Besides,
employees require making the best
source full leading sources and make
good environment for the employees.
•Overall, to make project successful,
company required to invest good on
employees in order to enhance their
motivation level or growth.

Current status of project
 It has been evaluated that the current status of project is impacted. By investigating
the schedule, it can be identified that ground floor work must get completed but
only 75% is done, second and first floor is 25% done.
 But the terrace part is ahead of schedule; that is, 50% complete. So, there is only
minor impact on project.
 On contrary, budget has not been utilized properly because of improper working of
staff apart from schedule.
 Furthermore, it has been identified that previous manager did not allocated
resources properly.
 Due to this, there has been an impact on budget of project.

Schedule variance
 Here, it can be identified that due to delay in project start, there can be an impact on
schedule.
 It has enforced project manager to develop a new schedule so that project can be
completed in given time period.
 Besides this, it is the stage where project has to be completed in two months as it is
lacking behind the timeline.
 It has also impacted on the behaviour of staff. Due to this, there has been impact on budget
of project.

Cost variance
 Due to impact on schedule, the cost will also be affected. A new manager is hired
to take over the project.
 From the budget allocated, only $675k has been used in two months. But as per
schedule, almost half of budget must have been utilized.
 This might be due to ineffective planning or distribution of resources. Therefore, it
is essential to allocate resources as per schedule so that budget is utilized in proper
way.
 This will also ensure with completion of each stage, resources must be distributed.

Additional information-
 For new manager, it is essential to know what is current status of project so that
further planning can be done. Without this it will be very difficult to develop plan
to complete project on time.
 The additional information requirements are previous schedule plan developed,
cost incurred in each activity.
 By analysing these information, it will be easy for manager to produce regular
detailed status of project.
 With the help of report ,manager will be able to allocate resources and develop
time scale for each floor.
 Moreover, manager will get an insight whether project is moving in right direction
or not. Then, accordingly further activities can be decided and plan is developed.

Recommendations
In order to complete project in specified time, manager can follow serval
recommendations that are as follows :-
Proper policies should be developed regarding environment so that problems can be
solved and team work can be established.
Risk assessment plan can be developed by manager. It will help in taking effective
measures at critical time and reducing risk.
Problems can be identified and solved by developing effective strategies. This will
ensure smooth flow of work between team members.

Cost Structure sheet

Delivery and Post
implemented review

Marketing Plan

References
Sears, S. K., and et.al., 2015. Construction project management. John Wiley &
Sons.
Silvius, A. J. and Schipper, R. P., 2014. Sustainability in project management: A
literature review and impact analysis. Social Business. 4(1). pp.63-96.
Špundak, M., 2014. Mixed agile/traditional project management methodology–
reality or illusion?. Procedia-Social and Behavioral Sciences. 119. pp.939-
948.
Turner, R., 2016. Gower handbook of project management. Routledge.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley &
Sons.
Walker, A., 2015. Project management in construction. John Wiley & Sons.

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