Construction Project Management Case Study

This assignment presents a case study examining the management of a street tree project. It delves into the specific challenges faced during the project's execution and offers valuable insights into best practices for managing similar projects in the future. The case study emphasizes the importance of effective planning, communication, and risk mitigation in ensuring successful outcomes.

PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
PPMP20010 Project Audit and
Termination Report
1 PROJECT INFORMATION
Project Name: A brief name to describe the project
Date: Date of current Project Controls Report
Project Ownership: Area responsible for the project
Prepared by: Name and project position
Distribution List: List of those receiving the report
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The Project Audit and Termination Report is a tool used to substantiate to the
stakeholders of a project that the goals and objectives of the project have been met and
important items or deliverables have been produced by the project. The report is a vital
communication tool that is used as the basis for ensuring that the stakeholders
acknowledge the project success and accept the outcomes.
Kerzner (2013) p582 section 11.35 identifies five different types of audit – performance,
compliance, quality, exit, and best practices. Audits do not have to occur at the end of a
project but can occur during a project as health checks and quality audits (Kerzner 2013,
1031, 1151-1152). The PMBOK (2013) p100-104 advises the process to be followed
when closing or finalizing all the activities within a project. Chapter 18 of Managing a
Successful Project with PRINCE2 discusses the PRINCE2 approach to closing. Not all
projects terminate successfully; Kerzner (2013) also discusses the reasons why some
projects are stopped (section 11.20) and the lessons for the project manager (section 9.1
p447) if the processes for phaseouts and transfers are not conducted correctly (11.21).
The report is based on the contents of Managing Successful Projects with PRINCE2
(2009), A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th
Edition (2013) and Kerzner Project Management: A Systems Approach to Planning,
Scheduling and Controlling (2013). Please complete this report for your chosen project.

PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
2 AUDITABLE CATEGORIES
Auditable Category WBS ID and Item Description Applicable metrics
1. Performance /
Progress
1.1 Understanding details of the
construction project
Gross margin
Cash flow
1.1 Selection of the contractor Productivity
Employee satisfaction
1.2 Contract to raw material
suppliers
Customer satisfaction score
Employee satisfaction
2. Compliance 2.1 Administrative closure Setup of trade compliance
Entry precision
2.2 Scope verification Loss limit compliance
Conditional rules
2.3 Project contract
development
Journal review compliance
Entry precision
3. Quality 3.1 Quality of raw material Productivity
Total maintenance of
productivity
3.2 Quality of the labours Asset
Rate of turnover
3.3 Quality or knowledge of the Productivity
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Auditable Categories.
In addition to the Kerzner (2013) p582 section 11.35 list of categories Directing
PRINCE2 page 85 section 9.3.1 identifies that there are four metrics that may be
valuable and included in an End Project Report – progress, quality, change and risk.
Each auditable category should have a value to the project and future projects. The
table below has been designed to reflect Kerzner and PRINCE2.
Complete the table by identifying the WBS items that should be audited and the
category that the WBS item falls into. Additionally specify what metric(s) are
significant for the WBS item. Page 85 section 9.3.1.1 to 9.3.1.4 of Directing
PRINCE2 suggests some metrics, such as effort, cost, time variances, value,
defects, quality, number of occurrences, adequacy, etc. You may also perceive of
other metrics that are important to you. WBS items may occur in more than one
auditable category and have more than one metric that you measure them by.
You may wish to write a short answer as a paragraph to explain what is required,
rather than list each item. Adjust by adding extra rows or columns or merging cells
in the table as required to show the items in each of the categories

PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
exterior designer contacted
for the completion of Kerb
Project
Safety
4. Change / Exit 4.1 Configuration of project audit Communication
effectiveness
Communication deliveries
4.2 Review on the acceptable
products
Raining participation
Training testing
4.3 Final documentation Proficiency measurement
Benefit realization with ROI
5. Risk 5.1 Risk assessment Health and safety of the
labours
Good quality material
5.2 Risk identification Lesser productivity
Inexperienced civil engineers
or designers
5.3 Risk management Control and procurement
Control scope
6. Best Practices /
Lessons to be
Learned
5.1 Project acceptance criteria Customer satisfaction
Success factors
5.2 Gathering data Relevant to
the project
Quick investigation
Potential issues
5.3 Finalizing the project details Cost benefit analysis
Feasibility study
3 AUDIT PLAN
Audit
Category
Item When will it
be
conducted?
Who will
conduct?
Purpose (discovery or decision-
making)?
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Audit Plan.
Managing PRINCE2 page 94 states that an audit review is typically undertaken at
the end of each stage and at the end of the project. Kerzner in section 11.35 p582
states they may also be scheduled or at random; also that they are independent and
focus on discovery or for decision-making; and finally that they may be performed by
in-house or external examiners.
Identify the elements of the audit plan using the table below.
You may wish to write a short answer as a paragraph to explain what is required,
rather than list each item. Adjust by adding extra rows or columns or merging cells
in the table as required to show the items in each of the categories.

PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
Performanc
e / Progress
Kerb project
detail
analysis
At the very
project
initiating
phase
Project
manager
From detail analysis of the project
the project manager and the
project development team
members will be able to
understand about the actual
requirement of the consumers and
contractor as well.
Expert
analysis
Initiation
phase
Project
manager
and
contractor
The contribution of the experts will
help to measure whether the
project outcome will be beneficial
to the consumers or not
Performance
of the
contractors
Initiation
phase
Project
manager
The previous experience of the
contractor will help the project
manager to select that with whom
the contract could be signed.
Sub
contractor
experience
Initiation
phase
Project
manager
From the experiences they will
help to take proper decision
Compliance Contract
development
Initiation
phase
Contractor With the development of the
contract the kerb project can be
successfully implemented
Scope
verification
Planning
phase
Contractor Scope verification will lead to
successful project outcome
Quality Raw
material
Planning
phase
Contractor
and sub
Contractor
With quality material the kerb
project could be completed
successfully
Experience
of the
workers
Planning
phase
Contractor
and sub
Contractor
From the experience of the
workers the kerb construction
project will be completed
successfully
Change /
Exit
ROI Planning
phase
Contractor For gaining measurable success
Cost benefit
analysis
Planning
phase
Contractor Will help to competitive
advantages
Feasibility
study
Planning
phase
Contractor Help to understand that whether
the project outcome will be
beneficial or not.
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
4 PROJECT TERMINATION / CLOSURE
Controllable
Category
Item &
Explanation
PMBOK Knowledge Area
Input
Tool &
Technique Output
1. Deliverable 1.1
Concreting
for kerb up to
175m
Control
schedule
MS project Positive
1.2 Concrete
the kerb and
channel up to
400m
Performance
integration
Discrete Event
Simulation
Positiv
e
1.3 Concrete
the channel
crossing up
to 10 m
Project control Milestone
Trend Analysis
Positiv
e
Positiv
e
2. Configuration 2.1 Plastering Cost control Planned value Positiv
e
Control quality
2.2 Mixed
design and
testing
Procurement
Control
Cost Variance
(CV)
Positiv
e
2.3 Visiting
the Kerb and
mountable
Project monitor Earned value
(EV)
Positiv
e
3. Status
Accounts
3.1 Daily
work sheet
Project control Earned value
(EV)
Positiv
e
3.2 monthly
progress
report
Project control Cost Variance
(CV)
Positiv
e
3.3 Quarterly
progress
report
Project control Planned value Positiv
e
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Project Termination / Closure.
The PMBOK section 4.6 identifies the inputs, tools and techniques and outputs that
apply when closing the project. Provide a short explanation of how your project will
close.
Delete this guidance box when you have finished with the contents.

PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
4. Logs 4.1 Change
report
Control
schedule
Earned value
(EV)
Positiv
e
4.2 Report for
change
management
Control
schedule
Planned value Positiv
e
4.3 Risk
planning
report
Risk control Earned value
(EV)
Positiv
e
5. Issues 5.1 Lack of
manpower
Risk control Planned value Positiv
e
5.2 Device
Breakdown
Risk control Planned value Positiv
e
5.3 Side
effect from
climate
Risk control Earned value
(EV)
Positiv
e
5 TERMINATION / CLOSURE PLAN
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Termination / Closure Plan.
Planning a termination or closure requires preparation and attention by the project team.
Please write a description below as to how, when and the process for the termination /
closure of your project. If you wish to include a Gantt chart or other illustration then
please do so.
You should also refer to the audit and controllable items above where appropriate.
Delete this guidance box when you have finished with the contents.

PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
5. TERMINATION / CLOSURE PLAN
5.1 Overview
This tender project is about the development of a transport and main road construction that
has been offered from the provision of the kerb works on the Fishon Ave West and the
GATEWAY OFF Ramp. In order to gain successful outcome from the project tender it is very
much necessary to maintain the tender standard in accordance to the currently applicable
TMR specification as well as standard. In order to proceed with the defined terms and
condition it is very much necessary to complete the project within estimated budget and time
as well. The responsibility of the contractor is to study the entire tender document and after
understanding the documents if they realize that the tender is beneficial from the business
aspect then only the contractor approves the tender and go for further work on construction.
The goal of the project is to implement a private car parking space named as KERB. The time
of working is also specified for the project workers such as for this particular project the
workers will work for 7:00 PM to 5:00AM and the weekends will be holiday for the workers.
The contractors are required to consider the current QLD work health and other safety based
requirement as well. In order to construct the entire parking plan within estimated time and
budget the work should be divided in small parts. It will help to reduce the entire work burden
of the project. In addition to this, the contractor is also responsible to assist the opening and
all other disposal fees. With the help of proper supply chain management approach the
contractor and the project workers will be able to gain the correct materials and labour. After
approval the contractor must consider all the other criteria such as the key deliverables and
milestones as well. The contractor should evaluate all the project criteria with the
compensation insurance as well.
A project schedule has been developed for the successful completion of this project.
However, in order to complete the project, a proper closure plan is also required to be
developed. Te closure plan is again divided in different parts. The three evaluation criteria for
this particular project include experience, capability and availability, safety and quality and the
environmental management and the comparative cost. Even the submission criteria are also
needed to be developed with proper complaint management. Even certain special condition is
also required to be considered for the project. According to the project schedule the project
starts from 26th June 2015 and will be ended on 4th September 2017. However, the closure
phase of the project will start from 7th August and will carry till 4th September and even after
the completion of the project also. Different machinery, tools, is needed to be managed well
by the contractor. Once the contractor approves the project, it becomes a tender. The
principle of project tender must be followed properly for the successful completion of the
project.
5.2 Gantt Chart
In order to start the tender project it is necessary to develop a project schedule. With the help
of the project schedule the entire project could be completed and implemented successfully
as well. In order to reduce the work pressure the project manager should consider all the
necessary factors properly. Apart from contractors many sub contractors are also hired for
successfully implement the tender. Audit is another important aspect that helps to generate
the assumed outcome. For managing the audit program properly the items are needed to be
categorized in an organized manner with all applicable metrics. For this particular tender
project the different categories are performance, compliances, quality, change and exit, risk
and best practices and lessons those are needed to be learned.
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
W
BS
#
Task &
Subtask
26
JU
N
201
5
3
JU
L
201
5
10
JUL
2015
17
JUL
2015
24
JUL
2015
31J
UL
2015
7
Aug
201
7
14
Au
g
20
17
21
Au
g
20
17
28
A
u
g
20
17
4
Se
p
20
17
1 A ————
1.1 Cleaning
of side
Road
—
1.2 Excavati
on
—
1.3 PCC —
2 Concreti
ng for
kerb
executio
n(175m)
————
3 Concreti
ng for
Kerb and
channel
work
(200m)
————————
4 D ————————————
4.1 Concreti
ng for
Kerb and
channel
work
(200m-
400m)
—————
4.2 Concreti
ng for
Kerb
work and
channel
crossing
(10m)
—————
—
5 Curing —
—
—
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
—
—
6 Plasterin
g on
Kerb
—
—
7 Painting —
8 Cleaning
and
Finalizati
on
—
From the schedule developed above it has been found that minimum of 2 years are needed to
complete the project successfully. Among these entire time phase, from 7th June 2017, the
closure program planning has been started. After completion of the closure plan the post
project monitoring and control plans are also associated to it. The categories those should be
controlled properly include deliverable, configuration, status accounts, issues, procurement
and logs as well.
5.3 Closure schedule
Figure 1: project closure phases
(Source: Serpella et al., 2014, pp-660)
In order to implement Eagle Firm Kerb project the four phases those have been considered
include project initiation, planning, execution and closure. The tasks and sub tasks for this
project starts from cleaning of side road, excavation, kerb concreting, and end up to cleaning
and finalization. The highlighted part of the Gantt chart shows that the closure phase starts
from the 7th August 2017.
The activities for the closure phase are as follows:
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
Task Name Duration Start Finish
Construction of KERB works
on Fison Ave West 21 days Mon 8/7/17 Mon 9/4/17
Project closure phase 9 days Mon 8/7/17 Thu 8/17/17
Matching project outcome
with the preliminarily stated
project goal
1 day Mon 8/7/17 Mon 8/7/17
Evaluation of project
outcome 1 day Tue 8/8/17 Tue 8/8/17
Matching the consumer need
and stakeholder need 1 day Wed 8/9/17 Wed 8/9/17
Capture the critical
knowledge 1 day Thu 8/10/17 Thu 8/10/17
Further action development
in terms of recommendation 1 day Fri 8/11/17 Fri 8/11/17
Contract closure 3 days Mon 8/14/17 Wed 8/16/17
Project scope verification 1 day Mon 8/14/17 Mon 8/14/17
Formal acceptance of final
products, services and customer
result
1 day Tue 8/15/17 Tue 8/15/17
Making final documentation 1 day Wed 8/16/17 Wed 8/16/17
Administrative closure 3 days Thu 8/17/17 Mon 8/21/17
Every process finalization 1 day Thu 8/17/17 Thu 8/17/17
Gathering and disseminating
lessons 1 day Fri 8/18/17 Fri 8/18/17
Getting project data 1 day Mon 8/21/17 Mon 8/21/17
Scope verification 4 days Tue 8/22/17 Fri 8/25/17
Construction detail testing 1 day Tue 8/22/17 Tue 8/22/17
Validation of supported
documents 1 day Wed 8/23/17 Wed 8/23/17
Final audit configuration 1 day Thu 8/24/17 Thu 8/24/17
Product acceptance review 1 day Fri 8/25/17 Fri 8/25/17
Project signoff meeting 6 days Mon 8/28/17 Mon 9/4/17
Review of project
acceptance 1 day Mon 8/28/17 Mon 8/28/17
Review of final metrics 1 day Tue 8/29/17 Tue 8/29/17
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
Contribution of the project
team members 1 day Wed 8/30/17 Wed 8/30/17
Change documentation 1 day Thu 8/31/17 Thu 8/31/17
Invoice 1 day Fri 9/1/17 Fri 9/1/17
Port project review 1 day Mon 9/4/17 Mon 9/4/17
Figure 2: Constriction Project closure plan
(Source: created by author)
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
5.4 Communication for closure
In order to implement the project successfully it is necessary to build up proper
communication planning. After understanding the outline of the construction tender project it
is defined that open communication is one of the most effective ways of communication. With
the help of open communication the project manager and the members who are working in
the project team will be able to share their point of views with others. Through the connection
the project manager rather head of the constriction will be able to bring effective creativity in
the system. For this particular project, open communication is required to be adopted by the
contractor. The communication plan developed for this particular project is demonstrated
below:
Communicati
on content
Purpose of
communicati
on
Responsible
person to be
communicat
ed
Frequen
cy
Impact Way Type of
commu
nicatio
n
Review of
acceptance
or review for
quality
assurance
In order to
verify the
completenes
s and
acceptability
this
communicati
on is needed
Contractor
and sub
contractor,
leadership
team and
the official
decision
makers
Weekly High Email, face
to face
meeting,
phone
calls
Formal
Work
Package
closeout
For the
improvement
of the
process the
incremental
results are
needed to be
acquired by
the
contractor.
Finance
manager,
decision
makers,
project
sponsors
and the
auditors and
the
contractors
Monthly High Email, face
to face
meeting,
phone
calls
Formal
Progress and
audit
In this
process the
accurate
processes
are required
to be applied
and used by
the
management
head and
contractors.
Project
managemen
t officer,
executives
and team
members
Weekly High Email, face
to face
meeting,
phone
calls
Formal
Progress and
process out
In order to
accomplish
the
requirement
details
properly the
Leadership
team,
interested
parties,
executives
and team
Weekly Mediu
m
Email, face
to face
meeting,
phone
calls
Formal
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
tender
initiatives are
needed to be
promoted
properly.
members
Learned
lessons
When half of
the project is
found to be
completed
that time the
rest of the
activities are
needed to be
analysed
properly.
With the help
of the
feedback
generated
from the
project team
members the
additional
requirements
can be frame
up properly.
Buyers,
sellers,
sponsors,
executives
and team
members
Monthly High Email, face
to face
meeting,
phone
calls
Formal
Contract
closeout
With the help
of open
communicati
on the seller
resultant and
the
authorized
payment can
be formally
accepted by
the higher
agencies.
Interested
parties,
executives
and team
members
Weekly High Email, face
to face
meeting,
phone
calls
Formal
Project
closure
In this phase
after the final
communicati
on or
meeting the
project ends
up formally
and the
Decision
makers,
interested
parties,
executives
and team
members
Once at
the end
of the
project
High Email, face
to face
meeting,
phone
calls
Formal
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
The main content of communication includes production information and process information.
The in scope and out scope of the project, the quality of the project that might come as the
project outcome, the project beneficial impact and the change management those are needed
to be adopted by the project manager for successful implementation of the project are
generated with the help of the product information On the other hand, different data regarding
the project size, total time and cost required to complete the project are gained from the
tender. After complete understanding of the project, it is very much necessary to inform the
project team members about the purpose f the project. On the other hand, in order to
minimize the rate of internal and external risks proper risk minimizing mechanisms are also
required to get minimized. The five components of communication those are needed to be
considered for successful completion of the project include data collection, decision making,
governance and inform.
For the execution of kerb work for Fison Ave West and Gateway Off Ramp, Eagle Farm the
responsible group of people are the department if transport and main road and the distribution
list those who took part for the development project include stakeholder, contractors, project
manager and project company. However, due to lack of human resource the project is facing
many issues during the execution phase. In order to mitigate the challenges in the closure
phase different risk mitigation mechanism are adopted by the project manager and
contractors. The items those should be controlled include the deliverable, configuration,
account status, logs, issues and procurement. It has been assumed that due to lack of human
resources the company is facing major level issues. In order to combat these issues the
contractor should hire technical and experienced sub contractors and team members as well.
Even, for increasing manpower fee structure or pay scale for the project team members are
needed to be developed in the project execution phase. Post project evaluation is another
important thing that is also required to be considered by the project manager and contractors
as well for successful implementation of the project.
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
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PROJECT AUDIT AND TERMINATION REPORT
NAME OF PROJECT
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