Project Management: Methodology, Gantt Chart, WBS, Communication Plan

This document provides information on project management methodology, Gantt chart, work breakdown structure, and communication plan for industrial wastewater treatment. It includes scope, timeline, uncertainties, and communication activities.

Running head: PROJECT MANAGEMENT
Project management
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
Table of Contents
1. Project management methodology..............................................................................................2
2. A Gantt chart and WBS...............................................................................................................5
2.1 Gantt chart.............................................................................................................................5
2.2 Work breakdown Structure....................................................................................................6
3. Communication plan..................................................................................................................10
Bibliography..................................................................................................................................12

2
PROJECT MANAGEMENT
1. Project management methodology
The agile PM methodology is mainly utilized for industrial wastewater treatment. It is
found that agile is one of the process by which a team can be capable of managing the entire
project by successfully disintegrating the project activities into a number of challenges that
further involves continuous improvement as well as iteration at every stage of the project. It is
opined by Rasnacis and Berzisa (2017) that it is an incremental as well as iterative approach
which is helpful in delivering different types of requirements within the PM lifecycle. The agile
project helps in exhibiting various types of central values, empowerment as well as collaboration
within the project team. Agile methodology is quite helpful in providing a lot of opportunities for
the different stakeholders and the team members of the project. With the help of this particular
methodology, the clients are involved in each stage of the project and there is very much high
degree of collaboration between the clients as well as team of the project by giving a number of
opportunities for the entire team for properly understanding the vision of the project. As this
particular approach helps in providing a unique opportunity for the client for becoming iterative
throughout the project from prioritizing various features that are related with iteration planning
in order to successfully review the different types of sessions frequently that further contains
different types of new feature. As each of the sprints has a fixed time, therefore the project cost is
considered to be very much predictable and mainly restricted to the work which is mainly
performed by the team (Serrador and Pinto 2015). In addition to this, the team requires to be very
much focussed on properly delivering subset of the products feature during each of the iteration
and this there is an opportunity that is provided for refining as well as reprioritizing the activities.
As per the methodology that is utilized for undertaking the waste water treatment project that is
further helpful in providing scope, timeline and different types of project uncertainties.

3
PROJECT MANAGEMENT
Scope of the project: The scope of the project includes:
 To undertake the work of industrial waste water treatment
 To intake raw water and undertake the work of clarification
 Disinfection, lime softening as well as Ion exchange are also an important project activity
 Proper membrane filtration
Timeline of the project: By utilizing the agile project methodology, the entire project is
categorized into a number of project activities and sub activities. After successful analysis, it is
analyzed that the industrial water treatment can be completed in 39 days. The timeline of the
project is showcased with the help of the below table.
WBS Task Name Duration Start Finish
0
Industrial waste water
treatment
39 days Fri 06-09-19 Wed 30-10-19
1 Initiation phase 9.1 days Fri 06-09-19 Thu 19-09-19
1.1 Business case development 3.1 days Fri 06-09-19 Wed 11-09-19
1.2
Undertaking project
feasibility
2 days Wed 11-09-19 Fri 13-09-19
1.3
Appointing project team
members
4 days Fri 13-09-19 Thu 19-09-19
1.4
Milestone 1: Completion of
initiation phase
0 days Thu 19-09-19 Thu 19-09-19
2 Planning phase 20 days Thu 19-09-19 Thu 17-10-19
2.1 Project plan 4 days Thu 19-09-19 Wed 25-09-19

4
PROJECT MANAGEMENT
2.2
Development of resource
plan
5 days Wed 25-09-19 Wed 02-10-19
2.3
Development of financial
plan
4 days Wed 02-10-19 Tue 08-10-19
2.4 Development of quality plan' 4 days Tue 08-10-19 Mon 14-10-19
2.5
Development of risk
management plan
3 days Mon 14-10-19 Thu 17-10-19
2.6
Milestone 2: Completion of
planning phase
0 days Thu 17-10-19 Thu 17-10-19
3 Execution phase 2.9 days Thu 17-10-19 Mon 21-10-19
3.1 Intake raw water 0.5 days Thu 17-10-19 Thu 17-10-19
3.2 Clarification 0.4 days Thu 17-10-19 Thu 17-10-19
3.3 Disinfection 0.6 days Fri 18-10-19 Fri 18-10-19
3.4 Lime softening 0.4 days Fri 18-10-19 Fri 18-10-19
3.5 Ion exchange 0.3 days Mon 21-10-19 Mon 21-10-19
3.6 Distribution 0.2 days Mon 21-10-19 Mon 21-10-19
3.7 Membrane filtration 0.5 days Mon 21-10-19 Mon 21-10-19
3.8
Milestone 3: Completion of
execution phase
0 days Mon 21-10-19 Mon 21-10-19
4 Closure phase 7 days Tue 22-10-19 Wed 30-10-19
4.1 Post project review 3 days Tue 22-10-19 Thu 24-10-19

5
PROJECT MANAGEMENT
4.2 Stakeholder sign off 2 days Fri 25-10-19 Mon 28-10-19
4.3 Documentation 2 days Tue 29-10-19 Wed 30-10-19
4.4
Milestone 4: Completion of
closure phase
0 days Wed 30-10-19 Wed 30-10-19
Uncertainties related with the project: The various types of uncertainties which can occur
within the entire project are listed below:
 The budget which is estimated for the treatment plan can enhance.
 The quality of the water that will be achieved will be uncertain if quality analysis of
water quality is not done properly.
2. A Gantt chart and WBS
2.1 Gantt chart
The figure which is given below helps in showcasing on the different activities, milestone
as well as the duration of the project which is required for executing the project. The Gantt chart
which is given is helpful in properly reflecting the entire project which is divided into four
different phases that include project initiation phase, planning phase, execution phase and closure
phase. In the initiation phase, the business case of the project is developed and the various team
members who are generally linked with the entire project are assigned to the project. In addition
to this, in the project planning phase, proper plan for the project including financial plan, quality
plan as well as risk management plan. In the project execution phase, all the steps that are related
with the industrial waste water treatment are done so that the waste water gets purified.
Moreover, in the closure phase, the entire project is reviewed and proper documentation for the
project is created. Lastly, there are four milestones in the project including “completion of

6
PROJECT MANAGEMENT
initiation phase”, “completion of planning phase”, “completion of execution phase” and
“completion of closure phase”.
Figure 1: Gantt chart
(Source: Created by Author)
2.2 Work breakdown Structure
The WBS which is provided below helps in showcasing the activities and the duration as
well as the labours that are mainly associated with the industrial waste water treatment.
WBS Task Name Duration Start Finish Predecessors Resource Names

7
PROJECT MANAGEMENT
0
Industrial waste
water treatment
39 days
Fri 06-
09-19
Wed 30-
10-19
1 Initiation phase 9.1 days
Fri 06-
09-19
Thu 19-
09-19
1.1
Business case
development
3.1 days
Fri 06-09-
19
Wed 11-
09-19
Project manager
1.2
Undertaking
project feasibility
2 days
Wed 11-
09-19
Fri 13-09-
19
2 Project planner
1.3
Appointing
project team
members
4 days
Fri 13-09-
19
Thu 19-
09-19
3
Human resource
manager
1.4
Milestone 1:
Completion of
initiation phase
0 days
Thu 19-
09-19
Thu 19-
09-19
4
2 Planning phase 20 days
Thu 19-
09-19
Thu 17-
10-19
2.1 Project plan 4 days
Thu 19-
09-19
Wed 25-
09-19
5 Project manager
2.2
Development of
resource plan
5 days
Wed 25-
09-19
Wed 02-
10-19
7
Human resource
manager
2.3 Development of 4 days Wed 02- Tue 08- 8 Financial

8
PROJECT MANAGEMENT
financial plan 10-19 10-19 manager
2.4
Development of
quality plan'
4 days
Tue 08-
10-19
Mon 14-
10-19
9 Quality analyst
2.5
Development of
risk management
plan
3 days
Mon 14-
10-19
Thu 17-
10-19
10 Tester
2.6
Milestone 2:
Completion of
planning phase
0 days
Thu 17-
10-19
Thu 17-
10-19
11
3 Execution phase 2.9 days
Thu 17-
10-19
Mon 21-
10-19
3.1 Intake raw water 0.5 days
Thu 17-
10-19
Thu 17-
10-19
12 Tester, Worker
3.2 Clarification 0.4 days
Thu 17-
10-19
Thu 17-
10-19
14
Chemical
engineer
3.3 Disinfection 0.6 days
Fri 18-10-
19
Fri 18-10-
19
15 Worker
3.4 Lime softening 0.4 days
Fri 18-10-
19
Fri 18-10-
19
16
Quality analyst,
Tester
3.5 Ion exchange 0.3 days
Mon 21-
10-19
Mon 21-
10-19
17
Chemical
engineer, Worker
3.6 Distribution 0.2 days Mon 21- Mon 21- 18 Tester, Worker

9
PROJECT MANAGEMENT
10-19 10-19
3.7
Membrane
filtration
0.5 days
Mon 21-
10-19
Mon 21-
10-19
19
Chemical
engineer, Tester
3.8
Milestone 3:
Completion of
execution phase
0 days
Mon 21-
10-19
Mon 21-
10-19
20
4 Closure phase 7 days
Tue 22-
10-19
Wed 30-
10-19
4.1
Post project
review
3 days
Tue 22-
10-19
Thu 24-
10-19
20 Project manager
4.2
Stakeholder sign
off
2 days
Fri 25-10-
19
Mon 28-
10-19
23
Project manager,
Project planner
4.3 Documentation 2 days
Tue 29-
10-19
Wed 30-
10-19
24
Human resource
manager, Project
manager
4.4
Milestone 4:
Completion of
closure phase
0 days
Wed 30-
10-19
Wed 30-
10-19
25

10
PROJECT MANAGEMENT
3. Communication plan
The communication plan that is provided below explains different communication
channels as well as activities that are mainly involved with the different parties for the industrial
waste water treatment.
Reason for
communication
Communicatio
n activity
Channel Audience Timing Responsible
Reviewing the
status of the
project on a
regular basis for
avoiding delay
within the
project
Steering group
meeting
Meeting Project
manager
Every
Friday
Project team
members
The meeting is
mainly arranged
in order to make
sure that the
tasks get
properly
completed and
no issue related
with the project
activities can
Meeting minutes Email Team
leader
After
completio
n of
project
Project
manager

11
PROJECT MANAGEMENT
occur
To discuss
about the ways
through which
the engagement
of team
members in the
entire project
can get
increased.
Meeting minutes Email Team
leader
Every
Monday
Team leader
To discuss the
objectives as
well as
overview of the
waste water
treatment
Meeting minutes Email/
meeting
Team
members
Once Project
manager

12
PROJECT MANAGEMENT
Bibliography
Badewi, A., 2016. The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), pp.761-778.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Li, D. and Lu, M., 2016. Automated generation of work breakdown structure and project
network model for earthworks project planning: a flow network-based optimization
approach. Journal of Construction Engineering and Management, 143(1), p.04016086.
Ong, H.Y., Wang, C. and Zainon, N., 2016. Integrated earned value Gantt chart (EV-Gantt) tool
for project portfolio planning and monitoring optimization. Engineering Management
Journal, 28(1), pp.39-53.
Rasnacis, A. and Berzisa, S., 2017. Method for adaptation and implementation of agile project
management methodology. Procedia Computer Science, 104, pp.43-50.
Sequeira, S. and Lopes, E., 2015. Simple Method Proposal for Cost Estimation from Work
Breakdown Structure. Procedia Computer Science, 64, pp.537-544.
Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile project
success. International Journal of Project Management, 33(5), pp.1040-1051.
Sharon, A. and Dori, D., 2017. Model‐Based Project‐Product Lifecycle Management and Gantt
Chart Models: A Comparative Study. Systems Engineering, 20(5), pp.447-466.

13
PROJECT MANAGEMENT
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), pp.278-290.
Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D., 2015.
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), pp.772-783.