Project Management for Omagh Enhanced Local Hospital Construction Plan

This article discusses project management techniques like network diagram, critical path method, communication management and cost estimation for Omagh Enhanced Local Hospital Construction Plan. It also provides insights on tools and techniques used for communication and cost estimation.

Running head: PROJECT MANAGEMENT
Assignment 1: Omagh Enhanced Local Hospital Construction Plan
Name of the Student:
Name of the University:

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Table of Contents
1. Network diagram.........................................................................................................................2
2. Communication management......................................................................................................0
3. Cost estimation............................................................................................................................5
References......................................................................................................................................10

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1. Network diagram
The project plan is base on construction work of Omagh Enhanced Local Hospital. The
project is based on building of the hospital building so that it can provide effective healthcare
services to the patients. Network diagram is considered as a time management tool which helps
the project manager analyze the critical path of the project activities (Turner 2014). It is a
diagram where the project activities are involved in project to arrange as well as sequence the
project activities according to how the project work is carried out by group of project resources.
The diagram is a way to manage the construction projects. The benefits of network diagram are
as follows:
 To justify the time estimate for the project work
 To plan, organize and control entire project plan based on project activities and
goals (Heagney 2016).
 To show interdependencies of the project activities
 To show the workflow so that the project team will determine the sequence of the
project activities (Meredithet al. 2016)
 To identify the project opportunities for compress the project schedule
 To show the progress rate of the project plan
Critical path method is a step and technique for planning and organizing the project with
various construction activities. CPM is such a tool for the project management as it recognizes
the critical as well as non-critical tasks to overcome with the project conflicts (Larsonet al.
2014). This method is applied for the project network diagram to make maximum efficiency of
the project work. One of the objectives of CPM is to complete the plan in shortest time as

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possible (Turner 2016). Following are list of activities which are selected for construction plan of
the hospital such as:
List of project activities Name of the activities
A Initiation phase
B Building phase of the hospital
C Planning phase
D Balance the project cost
E Initiate site purchase
F Design phase
G Execution phase
H Monitoring and controlling phase
I
Complete the building application and
bidding
J Closure phase
The critical path method helps to keep the project on track and identify the project
activities that should be completed on time for completion of project on time. It shows how each
of the project tasks can delayed and how long it would provide an impact on the entire project
schedule. The critical path method calculates minimum amount of time it takes to finish entire
project work (Meredithet al. 2016). Critical path analysis is sequence of the project activities
with longer durations. It is a delay of the project activities which will cause delay in entire
project work. In the critical path two of the terms are used such as forward and backward pass.
These two terms are used to determine early or late start or early or late finish of the project

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activities. Forward pass is such a technique which moves forward throughout diagram for
calculation of the activity durations (Lock 2017). In order to determine the early start of the
project activity, the dependencies are done by earliest start date. Backward pass is represented
moving backward to end result for calculating late start or find if there is any slack within the
project activity.
Forward pass calculation
Activit
y Description Time EST
EF
T
A Initiation phase 34 0 34
B Building phase of the hospital 25 34 59
C Planning phase 159 34 193
D Balance the project cost 176 34 210
E Initiate site purchase 216 34 250
F Design phase 232 59 291
G Execution phase 195 193 388
H Monitoring and controlling phase 36 291 327
I
Complete the building application and
bidding 82 388 470
J Closure phase 107 470 577

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Backward pass calculation
Activity Description Time EST EFT LST LFT
(days
)
A Initiation phase 34 0 34 0 34
B Building phase of the hospital 25 34 59 177 202
C Planning phase 159 34 193 34 193
D Balance the project cost 176 34 210 258 434
E Initiate site purchase 216 34 250 172 388
F Design phase 232 59 291 202 434
G Execution phase 195 193 388 193 388
H Monitoring and controlling phase 36 291 327 434 470
I
Complete the building application and
bidding 82 388 470 388 470
J Closure phase 107 470 577 470 577

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Critical path method and slack
In the project management, slack is amount of time that the project task in the network
diagram can be delayed without causing any delay of project. The critical path is path through
which the project network in which none of the project activities have slack, that is the path
through which the early start, early finish, latest start, latest finish for the activities in the path are
determined (Leach 2014). Any delay in the project activities can cause delay in completion date
of the project work. Slack will help the project manager to run the project work properly without
compromising the quality of the project plan.
Activit
y Description Time EST EFT LST LFT Slack
Criticalit
y
(days)
A Initiation phase 34 0 34 0 34 0 **
B Pre-construction phase 25 34 59 177 202 143
C Project procurement phase 159 34 193 34 193 0 **
D Planning phase 176 34 210 258 434 224
E Execution phase 216 34 250 172 388 138
F Design phase 232 59 291 202 434 143
G Site work phase 195 193 388 193 388 0 **
291 327 434 470 143

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I Monitoring and controlling phase 82 388 470 388 470 0 **
J Closing phase 107 470 577 470 577 0 **
From the above table, it is analyzed that the critical path are A-C-G-I-J which have a
slack of zero. Therefore, the total critical paths are (34+159+195+82+107) days = 577 days. It is
the delay in the project activities which can cause delay in completion date of the project work so
that it impacts on the business reputation.

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Figure 1: Network Diagram
(Source: Created by author)

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2. Communication management
Project Name: Omagh Enhanced Local Hospital Construction Plan
Date: 18/03/2019 Release: Final
Author:
Owner: Project Manager
Client: Please fill
Document Number: DN245
Revision History
Date of next revision:
Revision
Date
Previous
Revision
Date
Summary of Changes Changes
Marked
16/02/2019 22/12/2018 Communication plan
28/03/2019 21/02/2019 Quality plan
Approvals
Name Signature Title Date of
Issue
Version
Please fill Please fill Project Manager 19/12/2018 V1.1.1
Distribution
Name Title Date of
Issue
Version
Please fill Please fill 19/12/2018 V1.4.5

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Please fill Please fill 03/02/2019 V1.4.7
Introduction
Communication management is a knowledge area to manage and deliver the projects.
The purpose of effective communication for the managers in business organization is to perform
the management functions such as planning, leading as well as controlling the project work. The
objectives of communication management strategy are to help the managers to carry
outworkswith responsibilities (Mir and Pinnington 2014).The scope is that in order to complete
the job task, the organization is required for effective communication.The project manager is
responsible for the communication management strategy.
Communications Procedure
One of the most key significant communication methods among all the methods is face-
to-face communication. This method helps to expand the network and enhance the future
communication (Binder 2016). This method boosts success of relationships.It is better for
persuasion, engaged the stakeholders along with leadership.
Tools and Techniques
The set of communication tools and techniques used for the communication in the project
is status and progress reports, daily meetings and communication management plan.
Communication management plan is preferred for the project as it anticipates what information
is required to communicate to audience segments (Turner 2016).

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Records
Communication records are required which support documentation as well as provided
evidence of the work activities and made them accessible in the public. It will record all the
communication information in electronic form.
Reporting
A performance indicator is used as reporting in the communication process as measurable
value demonstrates how the company is achieving the business objectives. It is used to evaluate
the project success at achieving the targets (Turner 2017).
Timing of Communication Activities
At the end of the planning stage, the formal communication activities are undertaken. The
stakeholders are identified and communication methods are selected to discuss the problems.
Roles and Responsibilities
People those are involved in the communication are:
Role Aspect of communication process
Project Manager Initiate of ideas to promote the objectives of company
Project Sponsor Communicate the project fund related details
Project leader Counsel and organize staffs from the departments
Civil Engineer Draw the promotional plan with communications

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Stakeholder Analysis
Interested
Party
Current
Relationship
Desired
Relationship
Interfaces Key Messages
Project
leader
Delivery of project
on time
Maintenance of
positive image
in the
organization
Only physical
connection
Project status review
Project
manager
Commitment to
implement project
changes
Involve in
business
meetings
Only physical
connection
Review the project
progress updates
Civil
Engineer
Contribute to
construction work
and process design
Review the
construction
materials
Only physical
connection
Report on the
construction plan
Quality
Manager
Check for the
quality of raw
materials
Involve in user
groups
Only physical
connection
Quality management is
reviewed
Structural
Engineer
View the technical
and structural
work
Meet with the
structural
requirements of
the project
Only physical
connection
Prepare a structural plan
for the construction
work of the hospital

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Information Needs
Interested
Party
Information for
Distribution
Information for
Collection
Information
Provider
and
Recipient
Frequency of
Communicati
on
Means of
Communication
Format of
Communication
Project leader The project status
update is distributed
among the project
team members.
Review the project
status and discuss about
the project delays
Project
Manager
Weekly Project status Presentation and
Email
Project
manager
Update the project
schedule based on
project requirements
Share the daily progress
made on the project
activities
Project Team
Member
Weekly Progress updates
of project task
Presentation
Civil
Engineer
Distribute the
construction details
among the workers
Gather the feedback Project
Manager
Daily basis Present the
project
deliverables
Presentation,
Email
Quality
Manager
Check for the quality
of the construction
materials and work
Audit the quality of the
raw materials delivered
Project
Manager
At end of the
project
planning
phase
Share the daily
progress created
on the project
activities and
tasks
Email and face-to-
face
communication
Structural
Engineer
Distribute the
project deliverables
Analyze the
construction
requirements
Project
Manager
Monthly Structural plan Email and
presentation

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3. Cost estimation
Cost estimation is considered as important activity in the project management. There are
various methods of estimation such as:
Analogous estimation:It is a top down estimation which consists of the historical data to
develop for estimation of project cost.
Bottom up estimation:This estimation method divides the project deliverables in work
packages that are made of set of project tasks (Leach 2014). This technique is used to estimate
the total cost for each of the project tasks and add them to calculate the total cost.
Parametric estimation: It entails an analysis of the project cost and technical data for
identifying the cost drivers as well as developingthe cost models. The project team divides the
project in units of work and then determines the cost for each unit (Schwalbe 2015). By
multiplying the number of units by the cost per unit, there is total estimation of the project cost.
This cost estimation method is successful.
Among the three cost estimation method, bottom-up estimation is used in this particular
project plan. It is a method in which people are going to perform work in estimating process. All
the project activities are identified and total cost is estimated based on each individual project
activities. In order to do the construction work of Omagh Enhanced Local Hospital, the total cost
estimated is £1,183,800.00.
WBS Task Name Duration Resource Names Cost
0 Omagh Enhanced Local
Hospital Construction Plan 350 days £1,183,800.00

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1 Initiation phase 34 days £89,600.00
1.1 Assemble the design
team 5 days Project Manager £8,000.00
1.2 Investigate the
development options 29 days £81,600.00
1.2.1 Compare and contrast
the building new 19 days Project Manager,Structural
Engineer £53,200.00
1.2.2 Renovating the current
space 10 days Civil Engineer,Project
Manager £28,400.00
2 Building the hospital 25 days £58,960.00
2.1
Identification of desired
location based on market
analysis
25 days £58,960.00
2.1.1 Identification of
specific site 12 days Civil Engineer,Architect £28,800.00
2.1.2 Identification of project
constraints 13 days Quality Manager,Structural
Engineer £30,160.00
3 Planning phase for
expansion of hospital 159 days £369,760.00
3.1
Determine the existing
facility based on market
growth
9 days Project Manager £14,400.00
3.2 Investigate the existing
site 25 days Project Manager £40,000.00
3.3 Investigate the existing
structure 30 days Project Manager,Quality
Manager £81,600.00
3.4 Identification of desired
locations based on market 15 days Architect,Quality Manager £34,200.00
3.5 Investigate the project
feasibility 104 days £199,560.00
3.5.1 Identify the project size
and scope 27 days Architect,Quality Manager £61,560.00

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3.5.2 Meet with architect 15 days Project Manager,Structural
Engineer £42,000.00
3.5.3 Identify the
construction cost 43 days
Civil
Engineer,Architect,Project
Manager
£96,000.00
4 Balance the project cost 176 days £99,080.00
4.1 Identify the project cost 87 days £64,640.00
4.1.1 Evaluate the site
acquisition 22 days Project Manager,Quality
Manager £32,640.00
4.1.2 Compare of cost with
funds 20 days Project Manager £32,000.00
4.2 Secure the preliminary
commitment 18 days Architect,Project Manager £24,840.00
4.3 Review the project
timeline 6 days Project Manager £9,600.00
5 Initiate site purchase 216 days £106,880.00
5.1 Communication plan 216 days £60,640.00
5.1.1 Holding preliminary
meeting 20 days Project Manager,Quality
Manager £32,640.00
5.1.2 Meeting with architect 20 days Project Manager,Structural
Engineer £28,000.00
5.2 Assist the application
process 30 days Project Manager,Quality
Manager £46,240.00
6 Design phase 232 days £163,680.00
6.1 Initial facility design 214 days £132,000.00
6.1.1 Schematic floor plan 12 days Civil Engineer,Structural
Engineer £29,280.00
6.1.2 Exterior appearance 32 days Project Manager,Quality
Manager,Structural Engineer £58,800.00
6.1.3 Site layout 18 days Civil Engineer,Structural
Engineer £43,920.00

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6.2
Development of
information on existing
buildings
12 days Civil Engineer £14,880.00
6.3 Development of
structural plan 14 days Structural Engineer £16,800.00
7 Execution phase 195 days £114,400.00
7.1 Development of
productive team 190 days £81,600.00
7.1.1 Project is kept on track 9 days Project Manager £14,400.00
7.1.2 Procurement of
resources 18 days Project Manager,Structural
Engineer £44,800.00
7.1.3 Direct and manage
project work 16 days Project Manager,Structural
Engineer £22,400.00
7.2 Manage the project risks 5 days Project Manager,Quality
Manager £13,600.00
7.3 Manage stakeholder
engagement 12 days Project Manager £19,200.00
8 Monitoring and
controlling phase 36 days £48,760.00
8.1 Control changes to
project work and plan 36 days £48,760.00
8.1.1
Investigate the
mechanical and electrical
work
11 days Architect,Project
Manager,Quality Manager £27,160.00
8.1.2 Review the drawings
for compliance 9 days Architect,Civil Engineer £21,600.00
9 Complete the building
application and bidding 82 days £103,880.00
9.1 Submit the final drawings 10 days Civil Engineer,Project
Manager £28,400.00
9.2 Finalize financial
requirements 72 days £75,480.00

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9.2.1 Final bid from
contractor 21 days Civil Engineer,Project
Manager £34,080.00
9.2.2 Finalize the
construction contract 29 days Architect,Project Manager £41,400.00
10 Closure phase 107 days £28,800.00
10.1 Deliver the project
scope 107 days £28,800.00
10.1.
1
Lessons learned from
project 10 days Project Manager £16,000.00
10.1.
2 Final project delivery 8 days Project Manager £12,800.00
Therefore, the project manager is responsible to meet with the project timeline and
budget for better completion of the project work.

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References
Binder, J., 2016. Global project management: communication, collaboration and management
across borders. Routledge.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management:
The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Leach, L.P., 2014. Critical chain project management. Artech House.
Lock, D., 2017. The essentials of project management. Routledge.
Meredith, J.R., Shafer, S.M., Mantel Jr, S.J. and Sutton, M.M., 2016. Project management in
practice. Wiley Global Education.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), pp.202-217.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY:
McGraw-hill.
Turner, R., 2016. Gower handbook of project management. Routledge.

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