Assignment Project Management Practice

Running head: PROJECT MANAGEMENT PRACTICE
Assessment 4: Project Management Practice
Student Name:
Student Number:

1PROJECT MANAGEMENT PRACTICE
Table of Contents
1. Introduction............................................................................................................3
2. Literature Review...................................................................................................3
2.1 Project Schedule Management.......................................................................3
2.2 Project Quality Management...........................................................................6
2.3 Project Risk Management...............................................................................9
3. Case Study Review.............................................................................................12
3.1 Case Study 1.................................................................................................12
3.1.1 Introduction.............................................................................................12
3.1.2 Problem Description...............................................................................12
3.1.3 Research Methodology and Data Collection..........................................12
3.1.4 Analysis...................................................................................................13
3.1.5 Findings..................................................................................................13
3.1.6 Recommendations..................................................................................14
3.1.7 Conclusions............................................................................................14
3.2 Case Study 2.................................................................................................15
3.2.1 Introduction.............................................................................................15
3.2.2 Problem Description...............................................................................15
3.2.3 Research Methodology and Data Collection..........................................15
3.2.4 Analysis...................................................................................................16
3.2.5 Findings..................................................................................................16
3.2.6 Recommendations..................................................................................17
3.2.7 Conclusions............................................................................................17
3.3 Case Study 3.................................................................................................18
3.3.1 Introduction.............................................................................................18
3.3.2 Problem Description...............................................................................18
3.3.3 Research Methodology and Data Collection..........................................18

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3.3.4 Analysis...................................................................................................18
3.3.5 Findings..................................................................................................19
3.3.6 Recommendations..................................................................................20
3.3.7 Conclusions............................................................................................20
4. Results and Findings...........................................................................................20
5. Conclusions and Recommendations...................................................................32
5.1 Limitations.........................................................................................................33
References.................................................................................................................34

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1. Introduction
The project management report is reflected on analysing the knowledge areas
in three of the case studies. The case studies are focused on lecture capture
upgrade project, Sydney Opera House and Severe Exploitation of Foreign Workers
in Australia. In this specific study, the selected knowledge areas in project
management are project schedule, project quality and project risk management. Lu
et al., (2018) stated that the project schedule management is a process to develop,
maintain and communicate the project time as well as required project resources.
The project schedule is contained timetable for the project required to end the project
work. Lou, Xu and Wang (2017) mentioned that the project quality is such a
knowledge areas concerned with quality of project plan. The goal of this
management is assessing and controlling the quality by means of project
management processes. According to Kliem and Ludin (2019), the risk management
is formal project document describes how to identity and manage project risks. In
order to manage risks, risk management actions are taken to mitigate risks to project
activities.
In this paper, the process knowledge processes have purpose to create new
knowledge for the individuals those are involved in construction project planning. The
captured knowledge is used for improving performance of project so that there is
achievement of project success. The knowledge which is created through using
three knowledge areas is prepared accessible for the future project planning by the
project management team members. Literature review is conducted based on
selected knowledge areas for better understanding of its benefits and opportunities
in the construction projects. Three of the selected case studies are also analysed
based on research methods, research problems and findings are discussed at the
final stage. Finally, recommendations are also provided to make improvement in
construction project for successfully manage it so that no problems as well as risks
are raised in future project.

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2. Literature Review
2.1 Project Schedule Management
Scheduling is considered as integral part of the project management. In the
construction project planning, control of project scheduling is considered as vital part
of project process. According to Hu et al., (2016), delivering the project on time is
required in construction project so that there is avoiding of losses in the plan. The
project scheduling is a project milestone, activity and deliverable with a start and end
date. Kerzner (2017) illustrated that completion of project is focused on how the
project manager can schedule the project activities for timely completion. The project
manager is required to use project scheduling techniques in construction project to
align the project aspects such that work is finished on time. Apart from all this,
schedule management helps to allocate right person for project task and allocation of
available project resources. The project scheduling is including various methods and
techniques, and outline of each technique is listed below used by project manager
for better project planning.
Gantt chart: In order to create project schedule, Gantt chart is used to
present the project time in graphical format. Tommelein and Blampied (2018)
discussed that this chart is used to track project progress and provide project
reporting. It is used by project manager to determine average time required in project
completion. It is a bar chart represents the activities in sequence form.
Critical path method (CPM): Papke-Shields and Boyer-Wright (2017)
mentioned that CPM is used to monitor project scheduling. In relation to CPM, the
critical project tasks and its float time are shown, therefore there is easier to control
project scheduling. This method estimates maximum as well as minimum time
needed to finish the project plan. The project scope as well as list of project activities
are required for on time finishing of project.
Program Evaluation and Review Technique (PERT): Nicholas and Steyn
(2017) discussed that it is a method to schedule flow of project activities and
estimate time taken to finish the tasks. This scheduling technique will help to present
how one task is dependent on other task. In order to schedule construction project
by means of PERT, one can define the project activities, provide the predecessors

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and define project milestones. There is measurement of total project time based on
level of confidence.
Duration Compression: This technique helps to cut short of project
schedule. It can able to make changes in project schedule without changes in project
scope, and in this case the project will be running late. Two of the methods are used
to calculate duration compression- fast tracking as well as crashing. Sanghera
(2019) determined that fast tracking is a way to use CPM. This technique finds way
to speed the pace at which the project is implemented by execution of project tasks
and overlapping of the project tasks. It helps the project manager to speed up pace
of construction project. Meredith, Mantel Jr and Shafer (2017) discussed that
crashing is a way to involve the project resources to complete the project work on
time. Project crashing is not possible without adding additional project resources. It is
a technique used by addition of extra time, while it will stay with planned deadline,
while raises the project cost.
The project scheduling techniques help the project manager in construction
project to allocate resources and end work on planned time. It helps to study past
and current performance of project team, track current project progress and identify
obstacles faced by the project team members. In the construction project planning,
the project schedule contains activities like implementation in addition to execution of
the project in determined time (Heagney, 2016). It helps the project manager to
prioritize the project activities involved in successful project completion. The project
planning is considered as key significant contributor towards the success of project
plan. Harrison and Lock (2017) mentioned that there is failure in the project planning
due to poor project planning. Time spend in the project activities will lead to lessen
the project risks and also increase in success of the project planning. Fleming and
Koppelman (2016) discussed that there is four levels of project success like project
efficiency, impact on customers, success of business and preparing for the future of
project plan. Following are benefits of schedule management in constructing a
project:
i. Scheduling assists in project tracking, project reporting as well as
making progress in business communication.

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ii. It ensures that each of the project tasks are on track and
dependencies and deadlines are perfect.
iii. There is highlighting of project related issues as well as concerns like
project delays, lack of project resources, cost overrun and failure of
construction equipment (Kerzner, 2019).
iv. It helps in identification of task relationships.
v. Schedule tracks the project milestones and key project deliverables
required to finish work on planned timeframe.
vi. It can used in project monitoring as well as controlling of project
schedule and identifying challenges raised (Heldman, 2018).
For considering uncertainties in the project planning, Bi et al., (2017)
presented project management procedure to assign priority to ranking of the project
activities. There is also determination of highest completion delays at each project
stage and determine probability of completion on scheduled timeframe. Hu et al.,
(2016) mentioned that calculation of non-critical path as well as float of project
activities using PERT lead to project uncertainties and network implementation.
From this PM knowledge area, it is known that CPM, PERT, Gantt chart are the
project scheduling techniques, while those techniques are not able to limit project
uncertainties to estimate schedule. In order to meet with project management
practices, in-depth study is conducted to combine theories along with concepts.
2.2 Project Quality Management
According to Lou, Xu and Wang (2017), project quality management is a
process to make sure that the project activities required to design and implement the
project plan are of better quality. It is an independent project process occurred at end
of project activity to measure level of quality of project output. Pheng (2018)
mentioned that quality management is continuous procedure starts and finishes with
project planning. It is such a process started from project initiation stage and final
step in project closure stage. According to Javed and Liu (2017), Quality
management is focused to make improvement over satisfaction of the project
stakeholders throughout continuous improvement in project processes. It is being
achieved by continuous improvement over quality of materials as well as services
providing to beneficiaries. The main purpose of management of quality is done by

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ensuring that the project will meet with stakeholder’s needs and demands. The
project team should develop a strong relations with the key stakeholders for better
understanding of quality. Rumane (2017) argued that one of the cause of poor
quality is focused on written project requirements and ignored stakeholder’s
expectations for planning. Quality is being reviewed with project scope, timetable as
well as financial planning. When the project client is not satisfied with project
outcome, then the project team is required to make changes in scope, agenda
besides economical values.
Basu (2017) discussed that all product and services are having characteristics
which can facilitate identification of project quality. Characteristics of those materials
and services are part of how equipment and services should meet with client’s
expectations. According to Wright and Lawlor-Wright (2018), quality characteristics is
related to measures as well as procedures attached to product and services.
Functionality: It is a degree through which the equipment performs intended
functions, and it is mainly required for construction equipment to measure if
operation is behaved as it is expected or not.
Performance: Fuller et al., (2017) mentioned that it determines how well a
product and service can perform beneficiaries intended usage. The building system
is designed to support construction work and required maintenance for reducing cost
of community as well as increase in sustainability.
Timeliness: Lou, Xu and Wang (2017) mentioned that this characteristics
determines how the product and service can meet with actual requirements of
beneficiaries. It is applicable to intended usage of application and usage.
Reliability: It is ability of service besides product to achieve as intended
below control circumstances without undesirable failures. There is trust of
beneficiaries on quality of testing performed for construction equipment.
Consistency: There is delivering of services at same way for each of the
project beneficiaries (Fuller et al., 2017).
Relevance: It is the characteristics to determine how product and service can
meet with preferable needs of the beneficiaries. It is applicable to intended usage for
the construction project.

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Customer satisfaction is a measure over project quality. Radujković and
Sjekavica (2017) argued that it is required to focus that quality management is
concerned for product, services and management of development plan. It is
significant to ensure that project needs are meet along with management of
customer expectations require to manage project success. Ceptureanu et al., (2017)
discussed that continuous improvement is an idea occurs in quality management to
prevent as well as inspect project quality. From the perspective of project planning,
this specific concept is analyzed project issues identified during project lifecycle.
Quality management is consisted of three project processes should perform in
construction plan to determine development quality such as:
Plan quality: Lu et al., (2019) discussed that plan quality is involved to
identify quality needs for the project as well as product and document how the
project can meet with quality needs. The output of this particular process included
quality plan, quality metrics, and improvement plan in addition to quality checklists.
Quality assurance: It is used for verifying of the processes are adequate so
that it can adhere to project deliverables will be of better quality. Quality audit as well
as checklists are used for quality assurance.
Quality control: Androwis et al., (2018) discussed that quality control is used
for verifying product meets with quality needs. Peer review as well as testing are two
techniques used for performing quality control. The result will be helpful to determine
if the actions are required.
In the quality planning, the project manager is responsible to define project
standards required to meet with project goals and objectives. It should ensure that
quality standards are achieved to get project success. Rumane (2017) examined that
quality planning determines scope of the project measurement, quality metrics and
satisfaction of project stakeholders and clients. Following are benefits of quality
management to construction project:
a. Identification and analysis of project related issues faced by the
construction staffs (Pheng, 2018).
b. Improvement over quality of construction products and services
c. Improvement over quality of operators

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d. Development of the construction work determining quality standards
e. Findings accurate time to conduct project planning and development
(Wright & Lawlor-Wright, 2018)
Quality management techniques are used to help the project manager for
making improvement in issues related to project quality.
Cause and effect diagram: Rios et al., (2019) stated that this tool is used to
explore project causes might cause problem to quality. It is a perfect technique to
identify causes of problems before thinking of solutions. Brainstorming is used to
collect causes.
Control chart: This chart is used to calculate outcomes of processes over the
project time and view results in graphical form (Burr, 2018). It is mainly used to
measure project variances for determining of the process variances are in control or
not.
Pareto chart: According to Raut and Verma (2017), this chart is useful to
recognize as well as prioritize problems to be resolved. It is being displayed as
histogram that rank factors like delays, project cost as well as defects by frequency
over time.
Histogram: This tool is used for evaluating distribution of data and
determining distribution of errors in the quality of project.
2.3 Project Risk Management
Kliem and Ludin (2019) discussed that project risk is possibility of both loss as
well as injury. It is an uncertain project event as well as conditions that occurred
provide impact on project objectives as well as project success. Hopkinson (2017)
argued that risk management is focused to determine issues and assess risks for
managing it to overcome with challenges and prevent from project negative impacts.
The project risk is dealing with uncertainties of project events that could affect project
planning. Negative project events have higher project likelihood to occur on
construction projects (Hillson, 2017). In the construction project, safety risks are
common. There is also risk of changing in value of currency during project work after
purchasing power as well as budget on project. The construction project is focused
on good weather conditions, therefore poor weather condition can cause project

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delays due to wet and windy weather circumstances. According to Chapman (2019),
the project risk is a thing which would impact on timeline, performance and budget.
In context of project management, the project risks are required to address and
classify to get project success.
Based on the construction case studies of lecture capture project, Sydney
Opera House and Severe Exploitation of Foreign Workers in Australia projects,
following are common project risks occurred at each project stages:
i. Poor estimation of project timeline and schedule can lead to long
delivery time of the project work. The result is project delays issue.
ii. A natural disaster can affect ability of the project team to deliver the
work on scheduled timeframe (Burtonshaw-Gunn, 2017).
iii. Poor communication among project team members and project
manager can lead to misunderstandings and conflicts among
members.
iv. The project supplier is not able to deliver the construction products as
well as services on time.
v. There is an increase in price of the construction materials during
planning can lead to increase in entire project cost (Webb, 2017).
vi. The project resources are not secured due to lack of security and
privacy of information.
vii. There should not be satisfactory project documentation around legacy
system that permit to incorporate successfully with existing system.
viii. The team members are not having proper skills and knowledge to code
the system to meet with quality standards (Paquin, Gauthier, & Morin,
2016).
After identification of project risks, the risk manager is responsible to manage
identified risks to achieve project success and finish work on planned time. Risk
management tools and techniques are used to manage and assess risks before
impacting on project outcomes.
Fishbone diagram: Hillson and Murray-Webster (2017) mentioned that it is a
technique used to identify possible project impacts to identify key project causes. It
will help the project members to visualize impact of risk on project planning.

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Sensitivity analysis: This technique is used to create two models- one
project is without risk occurrence and other is with risk. It will help the members to
view and determine severity of risk situations to determine threat and opportunity of
risk arises.
Risk response technique: Based on threat as well as opportunity of
identified project risks, it is required to provide response for each risks. The project
manager can determine which response should be functional before it is required to
mitigate harm of threats and rewards of opportunities (Zhang, 2016). The possible
risk responses of threats are avoid, transfer, reduce and accept. Risk responses for
opportunities are exploit, accept, enhance and share.
Risk register: Kliem and Ludin (2019) argued that risk register is most useful
and helpful risk management technique to define priorities of identified risks and its
potential impacts. The risk owner can allocate person responsible to handle the risk
based on their skills. The risk register provides the project manager with assessment
of risk as importance to meet objectives. It leads to directly handle and manage
risks.
According to Webb (2017), risk analysis is a process helpful to determine
problems that could weaken key project initiatives. In order to perform risk analysis, it
is firstly needed to identify threats and estimate its likelihood that threats will be
materialized. The risk analysis is categorized in two types of addressing, assessing
and managing construction related risks:
Qualitative risk analysis: The initial phase of this risk analysis is risk
identification. Risk identification is performed through interviewing team members,
brainstorming meetings and personal experiences of risk analyst. Nicholas and
Steyn (2017) concluded that after identifying risk, those risks are categorized as high
and low probability of occurrence and positive and negative impact. According to
Kerzner (2017), the risk manager is required to prepare risk response to mitigate it.
Risk occurrence is focused on size in addition to complexity of construction project
planning. The benefits of qualitative risk analysis is easier presentation of the project
risks along with simple method to assess project risks. There is no need to
determine frequency and timing of project risks.

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Quantitative risk analysis: In this risk analysis process, the impact of project
risks are quantified based on three factors such as performance, cost as well as
time. Risk management techniques are used to analyze effects of risk on budget and
timeline. Fleming and Koppelman (2016) concluded that sensitivity analysis is a tool
used in risk analysis. It helps to determine effect of project planning on change in
scope, time along with cost. The risks are also lead to delay in construction design,
increase in cost of materials and supplier delays. It is required to highlight
percentage of project change and difference in project results.
3. Case Study Review
3.1 Case Study 1
3.1.1 Introduction
This case study is based on upgrade project of lecture rooms within the
Australian University. The main objective of this upgrade project is to upgrade lecture
facilities in 160 classrooms means in five lecture rooms. The project staffs are
required to get physical access to the lecture capture devices. At upgrade time, the
project staffs were facing some of the issues like the lecture rooms were kept
unlocked due to which the project staffs were not able to get access to lecture
rooms. The lecture devices are were not responded to upgrade code. In this study,
the main goal is to analyze three knowledge areas in PM like schedule, quality and
risk management.
3.1.2 Problem Description
While performing the lecture upgrade work, the project staffs faced various
issues which are summarized as follows:
i. The lecture rooms are kept unlocked, therefore the project staffs are
not get physical access to the rooms on weekends.
ii. Some of the lecture devices were not got respond to upgrade code due
to technical issues.
iii. The security officers of university campus were not informed that
upgrade work should occur on weekend also, therefore none of the
university staffs were presented.

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iv. Visiting of each lecture rooms and its navigations took long time due to
improper devices and lack of room details on its locations (Meredith,
Mantel, & Shafer, 2017).
3.1.3 Research Methodology and Data Collection
Case study analysis is used as research method to investigate research
phenomenon related to upgrade work of lecture room. Descriptive study is
conducted to collect information about the upgrade work, so that the project can
complete on time. It is analyzed that the project delayed due to lack of
communication among project and university staffs. The case study approach is
used to investigate past studies, allow exploitation and help to understand project
related issues (Alvesson & Skoldberg, 2017). Secondary data collection method is
used to collect data by someone for research purposes. Observations is used to
view the entire case of lecture capture upgrade project for better identify issues and
provide solutions (Bresler & Stake, 2017). The researcher collected secondary data
from project staffs, lecturers and university staffs.
3.1.4 Analysis
In order to perform qualitative data analysis, the researcher performed
analysis based on three selected knowledge areas. Through performing in-depth
analysis of the case study of Australian University, the project was not finished on
scheduled time due to risks. The materials quality were not good due to which the
code were not upgraded properly (Kumar, 2019). Qualitative data analysis was used
for this study to get explanation of problems and understand project situations.
3.1.5 Findings
Based on case study analysis, it was found that the lecture capture upgrade
project was not completed on scheduled time of 4 days. The project staffs were
revisited the classrooms on weekend, while the security officers were not informed
about it. Therefore, the lecture rooms were kept unlocked. In order to schedule the
project plan, the project manager should need to communicate with the project
resources about project planning (Fleming & Koppelman, 2016). The project
schedule played a key role to make sure that the project can get success. In order to
keep project plan on track, a realistic time should need to set, allocate proper
resources and manage quality of project. Schedule management enhances the

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business efficiency of Australian University, allows prioritization of project tasks and
improves over the time management (Heagney, 2016).). It also helps to strengthen
the team work among the upgrade project team members.
The project manager should require to maintain quality of products and
services to get the project schedule on track. The products and services are
maintained along with code of upgrade should also upgrade properly. The main
quality principles which are considered for this project are leadership, engagement of
university staffs in upgrade work, decision making as well as customer focused
(Nanda, 2016). In order to meet with quality of project deliverables, the project
manager is motivated to set a project goal, highlight benefits of this upgrade project
and conduct weekly review sessions with the project team members. Therefore, the
quality plan should describe activities along with processes needed to maintain
quality of the delivered project outcomes as well as deliverables. The quality
management should increase in business efficiency and lessen waste. There is
better control over the processes of university with upgrade work of lecture rooms.
In order to mitigate project risks from upgrade project work, the project
manager should at first identify negative impacts of risks on the project success. By
means of risk management plan, the project team should address and identify
project risks, its causes and impacts. Communication is a medium helps to
overcome with project staffs and conduct interaction between universities in addition
to project staffs. It is a way required to overcome with issues (Wiengarten et al.,
2016). The project manager should go for risk analysis using risk register matrix to
track risks and issues identified in upgrade of lecture room project plan.
3.1.6 Recommendations
The project manager should require to track project progress by creating
outline of entire upgrade project work. Project monitoring as well as controlling is a
medium used to oversee project activities. It should ensure that project is on scope,
on time as well as in calculated budget. The project should require to proceed with
minimal project activities for better analysis of the project work.
3.1.7 Conclusions
It is concluded that the project plan requires a project schedule to plan the
activities, communicate about project tasks and allocate proper skilled resources to

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the project plan. In order to record project related activities, project document is used
to record project deliverables. Quality of project deliverables are achieved through
meeting with client’s requirements in addition to expectations. By using risk register,
the project risks are identified, mitigated and tracked project issues. The project risks
are solved by means of using communication method to perform interaction among
the staffs involved in the project planning.

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3.2 Case Study 2
3.2.1 Introduction
The case study is focused on development of Sydney Opera House, an iconic
building which is recognized around the world in Australia. The completion time for
this project plan was scheduled for four years, while due to schedule delays, there is
increase in project schedule and ended by 14 years. Due to increase in project
schedule, there was also increase in project cost with AUS $102 million. In the
history, this building construction was disastrous construction. There was no financial
problems in the project as funds are provided by the Australian government. The
main purpose of this project was to determine three factors such as quality, time as
well as cost.
3.2.2 Problem Description
Following are the problem which were identified in construction work of Opera
House:
i. Utzon protested that the project had not finished its design structure,
while the government insisted to underway the construction work.
ii. There was change in design requirements of project by project client
after starting of development work. It lead to make modifications in
design through the construction work.
iii. The estimation of project budget was done on incomplete design
drawings, due to which there was wrong estimation of budget.
iv. Stage two of the construction project was outer shells which was
controversial stage of the work. This stage was slowed down due to
resign of Utzon from the project.
v. Lack of project designs and sketches of Opera House structure created
problems for the project team to conduct work. The project was
delayed due to create current structure of Opera House again.
3.2.3 Research Methodology and Data Collection
In this study, case study of Sydney Opera House was used to describe the
situation of the building construction work. From analysis of the case study, it was
identified that there are two major problems in the project, one was schedule delays
and other was cost overrun (Lock, 2016). It helped to identify key issues in the

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project and their causes. Analysis of the business case by means of theoretical
concepts helped to identify the problems. In this study, secondary data research was
conducted to provide theoretical analysis of three knowledge areas and relate it with
the case study of Opera House.
3.2.4 Analysis
The qualitative data analysis was used in this study which helped to get
access to thoughts as well as feelings of the research participants. It can enable
development of understanding that people can assign to research experiences. By
means of this data analysis method, it helped the researcher to understand the
behaviours to take place (Pedrini & Ferri, 2019). This approach was used to examine
diverse array of the research topics, included perception of the key stakeholders
regarding the construction work.
3.2.5 Findings
It was found that schedule management required active involvement of the
project staffs and stakeholder to inform about status of the project work. In
construction work of Opera House, the project got delayed due to change in design
requirements by project client after starting of construction work. The contractor was
responsible to organize as well as manage construction work. In this work, Utzon
resigned from this work and also deleted all the design drawings before leaving the
organization (Lou, Xu, & Wang, 2017). Therefore, new team members took time to
again draw designs on current structure of Opera House. Due to lack of
communication and project planning, it lead to schedule delays. Schedule
management should help the project manager to identify possible tasks and confirm
designs before starting the work from the project client.
Quality management helped the project manager to improve over organization
capability to deliver quality product to the project client. After starting the construction
work, the project client had changed design requirements. As the client was not
satisfied with the design requirements and its quality, therefore they demanded for
changes. Also, the government insisted to do the budget estimation with incomplete
design structures (Lu et al., 2019). It lead to wrong estimation of cost for the project.
The quality management would help to improve over time as well as budget and also
help to maintain a good relations with the project stakeholders. Construction quality

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management is focused on quality control on job site. The tests are performed at
construction site for particular building materials. In order to ensure that the materials
are of right quality, it would require to check before construction execution work
(Rios et al., 2019). At the time of inspection, there is testing of final project work and
this test would determine of the product and materials are of good quality or not.
In this study, there was two main project risks like cost and schedule risks.
Due to lack of project planning, it lead to delays in schedule and the project
completed in 14 years instead of 4 years. Risk is major cause of the project
uncertainty within the business organization. The companies are increasing focused
on identification of project risks and managing of the risks before it provides any
negative effect of business organization. Hillson (2017) concluded that there is ability
of the project manager to manage project risks help the company to make future
business related decisions. The risk management is considered as significant within
business organization as the firm cannot define project objectives for future (Webb,
2017). If the construction business defines the project objectives without taking any
risks in considerations, then there are chances that they will loss directions once the
risks provide impact on project objectives.
3.2.6 Recommendations
It is recommended that the project manager should have good communication
skills for communicating with their employees as well as project stakeholders. A
detailed site survey should be conducted to take up project details. Training as well
as project monitoring should require to process at daily basis to lessen project risks.
3.2.7 Conclusions
It is concluded that selected three knowledge areas should help to complete
project plan successfully by means of project scheduling techniques. The project
plans are used to determine how to implement plans, how to face challenges and
how to overcome with those issues by using strategies. It is concluded that all
knowledge areas are interrelated with each other’s.

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3.3 Case Study 3
3.3.1 Introduction
The case study is based on building construction work of large complex into
regional Queensland. The XYZ engaged the sub-contractors for various elements of
the large complex and among it, one of the element was stonemasons. The
developer of XYZ Mega-Constructions was focused more on lower price of the
tender. The price was mentioned as 50% inexpensive as compared to other tenders.
The completion time for this project was six months. Within four months, Union
advised that the foreign workers were living at construction site and working seven
days in week.
3.3.2 Problem Description
Following are the problems which are identified as:
i. Money saved for the cheapest tender was lost due to court cases and
lead to delay in construction work.
ii. Six months delay of the project plan lead to increase in project cost, in
terms of loss of business revenue. It became impossible to open the
large complex for trading, and cost of findings another stonemason for
the company to finish the construction work.
iii. The foreign workers were forced to work seven days in week in place
of five days in week. Therefore, due to extra working hours of the
project staffs, it lead to court cases.
3.3.3 Research Methodology and Data Collection
Case study analysis was performed to identify the main causes of exploitation
of workers. The project activities would enable the project team members to prioritize
the work. When the critical factors are having higher standards, then it should ensure
to execute the project work. In this particular study, quality management ensured
that all project processes are used to achieve a high quality of project work
(Meredith, Mantel Jr, & Shafer, 2017). It is required to meet with needs and
expectations of the customers and stakeholders. There is improvement over defects
rather than measure and fix it.

20PROJECT MANAGEMENT PRACTICE
3.3.4 Analysis
Qualitative data analysis helps the researcher to get theoretical data on the
three selected knowledge areas in project management. From theoretical analysis, it
was concluded that in this project there are issues on extra working hours of foreign
workers. Each of the project plan should have different project timelines, and based
on the scheduled plan, the workers should work for five days in a week, while they
were working seven days in a week. It lead to complete the work before scheduled
plan date. While some of the project team members underestimate and overestimate
the plan and lead to unexpected project problems (Lock, 2016). In this case,
effective project management should be used to develop the work, adjust resources
as well as allocate skilled members to the construction plan.
3.3.5 Findings
It was found that in this project, scheduling is required as vital part of project
planning. Due to court cases, there was delay of six months in the project and
caused increase in further project cost. Gantt chart should be used to provide
information on scheduling of project activities. It can lead to eliminate project
scheduling problems. The management plan will lessen duration of the project with
allocation of the project activities (Oakland & Marosszeky, 2017). In order to properly
schedule the project activities, some of the activity relationships are being developed
to prioritize the project activities.
The main purpose of quality management is making improvement over quality
of project by improvement over product and services quality. It will enable a business
efficiency. It was found that quality management would enhance quality of the project
results with proper cooperation from the project team members. There should
require to identify norms as well as plans to meet with project quality objectives
(Rumane, 2017).It provides a confidence that all project plans are being
implemented to satisfy client’s expectations. There is assurance of quality.
It was found that risk management is evaluation of the project risks as well as
forecasting those risks to reduce its impact on project success. It is a way to avoid
increase in project risks. By implementation of risk management plan, it was found
that the plan provides protection from risk events and also saves money for the
construction work. The project manager should need to implement safety and health

21PROJECT MANAGEMENT PRACTICE
program so that all foreign workers health should be focused on (Bhadange &
Khedikar, 2018). The risk management is used to make improvement over project
cost, communication among stakeholders and define project objectives.
3.3.6 Recommendations
It should recommend to prepare the project documentation so that there
should be documentation of the working time of the project workers. The project
manager should update the project documents when required and as per changes
occurred. The risks should require to reduce by brainstorming sessions with the
project staffs and rank the project risks in order to prioritize them. Management of
project communication should help to solve conflicts and misunderstandings with
conversations. A fixed working schedule should be implemented in the organization
and a leader should lead the foreign workers. There should be proper top
management support to the workers in case of medical care.
3.3.7 Conclusions
It is concluded that estimation of the project activity time, scheduling of the
project and allocation of resources are required to get project achievements. When
there is an increase in project quality, there is also an increase in project cost.
Management of the project quality can lead to increase in total number of customers
of businesses. Addition of extra resources is making improvement over the quality of
project and delivery time of project plan. The scheduling tools should require to
develop for analysing the time taken for each individual project tasks. Proper risk
planning is required to make changes in scope, time as well as cost issues.
4. Results and Findings
The PM knowledge areas are related with the process groups and project
stages like initiation, planning, execution, monitoring, controlling as well as closing of
development project. In this study, all the case studies are related to development
work and therefore those PM stages are required to complete work.
Project Schedule Management
Li, Xu and Zhang (2017) mentioned that the schedule management is a
process used in development work to manage the schedule for specific work. It is
included project time, allocation of resources and identified project objectives. In

22PROJECT MANAGEMENT PRACTICE
order to get success in the project, the project manager is responsible to understand
project activities and possess required skill to schedule as well as control work in
scheduled timeframe. Larsen et al., (2016) stated that there are three major
processes of schedule management like plan schedule, define and sequence project
tasks, estimate duration, develop in addition to control schedule.
Based on the case study of lecture capture upgrade project work, the main
purpose of this development work is upgrade lecture facilities in 160 classrooms of
Australian University. In order to complete upgrade work, the project staffs and
proper resources are required (Choudhry, 2019). Through analysis of the case study,
it is seen that the upgrade work takes a long and it is not finished in scheduled time
of 4 days. In order to manage schedule, the project manager and their team is
responsible to develop a plan as well as interact with the stakeholders regarding
upgrade work. Project tracking is required to track project progress activities,
manage quality of resources and assign resources (Deshmukh & Menkudle, 2018).
In order to schedule the plan in graphical format, a work breakdown structure is
required to break down the actual project planning as well as quantify the needs of
project stakeholders. In the construction project, the project manager established a
hierarchical workflow of plan that the project manager is expected to adhere to work
breakdown structure (Bragadin & Kahkonen, 2017). Through this structure, the entire
project work is broken down in small components that are easily managed to meet
project scope as well as objectives.
According to Bakchan, Faust and Leite (2019), the main objective of schedule
management is completion of project on timely basis without any schedule and cost
variances. In Sydney Opera House project, the project manager faces problems of
project scheduling. The project was scheduled for 4 years, while it was not
completed as planned. The main project stakeholder is architect focused on
designing aspects rather than cost as well as time objectives (Yu et al., 2018). The
client is New South Wales. The Australian government became problems for the
project team as they initiated changes at the time of progress of operations,
therefore it causes cost and project delays. Due to sudden change in the design
requirements after construction started, it took more times to make modifications in
planning and designing through construction work. In this project, scheduling is

23PROJECT MANAGEMENT PRACTICE
required to manage from starting due to lack of designs, undefined scope and lack of
planning (Doumbouya, Gao, & Guan, 2016). One of the difficult task for the project
manager is to finish work on time. This construction project was delayed extra 10
years as planned time was 4 years. By means of scheduling, the project manager
should estimate resources, time required and then develop a proper schedule
considering all success factors. Schedule controlling is required to overcome with
schedule variances which was caused in this project.
In the third case study, the scheduled time for stonemasonry element was
planned to complete in six months. After four months in this project of building
regional complex in Queensland, the Union was advised that foreign stonemasons
were living into shipping containers on construction site and worked seven days in a
week (Fewings & Henjewele, 2019). The scheduled time to work in a week was five
days, therefore they were doing over shifting. In this project, a proper time was not
fixed for stonemasons to work on the construction site, therefore the working hours
was exceeded. Due to lack of project planning and communicational gap, it leads to
court cases as the workers were forced to work for extra working hours (Shen et al.,
2017). Developers were forced to get cheap workers and les money for their tender
and were not supported the workers. The foreign workers told that they were not
paid for extra working hours and paid less than Australian colleagues. Due to court
cases for severe exploitation of foreign workers in Australia, the XYZ organization
faced schedule delays, loss of company’s reputation and loss of business revenue.
Finally, the project was taken 12 months to complete instead of six months (Wang et
al., 2017). Project scheduling would help in completion of work in addition timely
delivery to client.
After analyzing the three case studies and its relation with schedule
management, a work breakdown structure is provided for the construction projects.
This structure should be helpful for three construction projects to schedule their
activities and perform work in proper manner (Habibi, Kermanshachi, & Safapour ,
2018). Below provided work breakdown structure is a basic representation of the
activities in table format, and it is common for all types of construction projects:
WBS Task Name

24PROJECT MANAGEMENT PRACTICE
1 Project Initiation Phase
1.1 Kick off the project meeting
1.2 Feasibility study
1.3 Understand client and stakeholder's needs
1.4 Analyze goals and objectives
1.5 Listing of project stakeholders
1.6 Project scope, deliverables
1.7 Identify development risks
1.8 Project budget
1.9 Allocation of resources
2 Project Planning Phase
2.1 Develop a project plan
2.2 Create a resource plan
2.3 Estimation of budget
2.4 Gathering of design requirements
2.5 Anticipate project risks
2.6 Potential quality check
3 Project Execution Phase
3.1 Report project progress
3.2 Hold a project meeting
3.3 Managing of project problems
4 Project Monitoring and Controlling Phase
4.1 Measuring project performance

25PROJECT MANAGEMENT PRACTICE
4.2 Tracking of project progress
4.3 Estimate financial and time parameters
4.4 Tracking project
4.5 Verifying quality of resources
5 Project Closure Phase
5.1 Follow up the project plan
5.2 Sign off the project documents
5.3 Release of resources
5.4 Product release and delivery
5.5 Finalize project documents
Project Quality Management
Javed and Liu (2017) determined that quality management is considered as
main project success criteria when it comes to provide value to project plan. The
project is required to meet with quality standards defined for construction planning.
The main purpose of quality is to meet with expectations as well as requirements of
stakeholders and clients. The project processes of quality management are plan
quality, manage and control quality (Rumane, 2017). The main thing to maintain a
better quality of materials are to understand requirements of client.
In the lecture capture upgrade project planning, the project manager is
responsible to manage quality of project so that it cannot provide negative influences
on schedule in addition to cost. By means of better quality management plan, the
manager can carry out an increase in risks (Preethi & Manoharan, 2017). The main
focuses of quality management are engagement of both project and university staffs,
leadership role, decision making skills of project team and customer focused. The
project and quality manager, both perform quality assurance process to execute as

26PROJECT MANAGEMENT PRACTICE
well as control quality process to checking and supervisory (Ottosson, 2016). The
processes of quality management makes sure to achieve project objectives.
In Sydney Opera House construction project, the project design structure of
Opera House had not satisfied the client’s requirements, therefore during the
construction work the client changed design requirements (Oakland & Marosszeky,
2017). In order to gain high construction quality, the project manager as well as their
team focused on clients requirements and changed the design during work. By
means of quality management, the project manager should require to know about
customer’s needs and requirements and problems of project that should be solved
(Dale & Plunkett, 2017). A prototype of project was developed and gave to end user
to use it. Feedback on the project by client helped the members to make required
changes before final product delivered to the project client. At end of project
planning, the project should align with user needs as well as requirements to achieve
a high quality project (Femmer et al., 2017). All project needs are documented
properly such that the project team can deliver the work to satisfy client’s needs.
In the third case study, there is risk of labour exploitation, particularly to the
foreign workers in Australia. The quality management should ensure that supports
are provided to foreign workers and of high quality should be important for quality of
life participants. It is important to make sure that social as well as economic benefits
are provided to the workers and broader community is realised and the scheme is
sustainable. According to Manatos, Sarrico and Rosa (2017), in construction of large
complex building, quality management is used to define processes applied to
manage project methods and standards so that there is proper delivery of project
outcomes. Quality plan provides with detailed to manage quality on the construction
project. In this case, the project and quality manager is required to make quality
manual along with standard operating processes to make a better quality of project
(Zheng, Cai, & Ma, 2017). The project client is concerned on how to manage quality
on projects, therefore they are addressed with project and site requirements in
quality plan to comply with their requirements. Nicholas and Steyn (2017) argued
that the project quality is limited to project scope, it required company based quality
policies as well as processes to be included in quality manual for proper project
delivery.

27PROJECT MANAGEMENT PRACTICE
In the workers exploitation case, outside organizations are playing a
significant role to supply materials as well as carrying out the construction work. The
project client should informed about the suppliers as well as sub-contractors used for
the construction of building complex (Heagney, 2016). In the quality plan, it is
identical to include policies for quantifying suppliers along with sub-contractors.
There is listing of suppliers and also contractors for better understanding the project
work and project specifications. A standard part of the construction process is
inspecting the phases of construction work along with performing the testing to verify
the quality of materials and system functioning. Wright and Lawlor-Wright (2018)
mentioned that the purpose to develop quality plan at construction stage is eliciting
with expectations of client in terms of project quality. There is preparation of quality
plan to meet with their requirements in addition to expectations. Quality plan will help
the project as well as quality manager to regulate if the project deliverables are
produced to satisfactory quality level as well as project processes are used to
achieve as well as generate actual deliverables.
Mainly, in those three cases, the quality plan should require to apply to the
project deliverables as well as work processes involved in construction project.
There should be quality control for monitoring and verifying that the project
deliverables are meet with their defined standards of quality (Paquin, Gauthier, &
Morin, 2016). The quality assurance will monitor that the project processes are used
for managing and creating the project deliverables to get effective project plan. In
this study, quality assurance plays a key role to make sure that the products are
meeting with their quality standards. The construction work with quality can improve
over efficiency as well as profitability of the business organization.
Project Risk Management
The risk management contains risk response plan to control issues on
ongoing based. The method is used to understand as well as assess risks related to
construction and development work. The processes of risk management are plan
risk, identify risk, and perform qualitative and quantitative risk analysis (Burtonshaw-
Gunn, 2017). The other processes are plan risk responses, implement and control
project risks.

28PROJECT MANAGEMENT PRACTICE
The possible issues related to lecture capture upgrade project plan are lecture
rooms are kept locked at the time of upgrade as university staffs are not known that
the work will be process on weekend. The lecture devices are not responded to
upgrade code, therefore there is failure in the technical work of staffs (Lock, 2016).
The security officers are not informed that upgrade work will be done anytime. The
project staffs have not performed scheduling of project activities lead to project
delays. Due to improper devices and location of room details, the upgrade work in
lecture room takes a long time (Friday et al., 2018). After identification of possible
project issues, the project manager is prioritizing project risks based on their rating
and then mitigating the issues ahead of the project timeframe. In order to manage
project issues, the Australian University is required to implement a communication
plan between staffs and project members. Risk register is used as tool to track
issues and mitigate problems as soon as possible.
In Sydney Opera House project plan, the problems started at the starting of
development work. The architect of project said that the design of structure was not
completed, but the Australian government insisted to undertake the work. Suddenly,
the client changed the design needs after construction work started lead to change in
plan as well as design of structure (Khallaf, Naderpajouh, & Hastak, 2017). The cost
estimation was done on incomplete design drawings, therefore due to change in
design needs, there is also an increase in project cost with additional cost of around
AUS $1.2 million. Stage 2 of the construction project was outer shells, one of the
contentious stage of the work. Due to sudden resigned of architect, the project was
stopped for some days (Pedrini & Ferri, 2019). Utzon walked out of construction
work and did not leave any designs. Therefore, the new project team again created a
new structure of Opera House. It again raised the cost of project and ultimately the
cost came to AUS$85million. Finally, due to lack of designs and unforeseen project
scope, the project lasted up and took 14 years with a total budget of approximately
AUS $102 million. Therefore, it was found that in this project, the main project risks
are time and cost risks due to lack of structure designs and planning.
In third case study analysis, it was identified that in mega construction of large
complex building within Queensland, the Union was advised that foreign
stonemasons were living into shipping containers on construction site and worked

29PROJECT MANAGEMENT PRACTICE
seven days in a week. The scheduled time to work in a week was five days. The
workers were not provide with proper medical care when they required. It leads to
health and safety risks of workers (Bhadange & Khedikar, 2018). In the interview,
each workers said that they were paid less as compared to Australian workers and
paid for working in five days in a week. This case was taken to court. It was revealed
that there are various level of sub-contractors for stonemasons and they were not
sub-contractors those XYZ awarded to contract. The principle contractor of XYZ was
not informed anything about it, and had no knowledge about various levels of sub-
contracting. Finally, the result was that developer was responsible for entire situation
as they were responsible to support the worker’s conditions (Basu, 2017). As
negotiation of this case, there were back pay for underpayment for 4 months,
overtime working hours, days worked, loss of wages for next two months and
reputational damage. The construction of complex was delayed by six months.
A risk management plan is provided based on three case studies for better
understanding of how to manage and mitigate possible risks identified in this specific
study.
Risk
Description
Likelihood Consequ
ences
Risk
Level
Risk Mitigation
Lecture rooms
are kept
locked at the
time of
upgrade
Possible Major High In order to mitigate this risk,
proper communication should
require among project staffs
and university staffs.
The lecture
devices are
not responded
to upgrade
code
Possible Moderate High There should require to
maintain the technical
equipment and take a backup
of lecture devices (Harrison &
Lock, 2017).
Improper
devices and
location of
room details
Likely Minor Medium Proper scheduling should
require to interact with the
staffs in university to prepare a
floor plan of lecture rooms.

30PROJECT MANAGEMENT PRACTICE
Client
changed the
design needs
after
construction
work started
Likely Major Extreme There should require to have
proper planning of the
construction project and
ensure that design
requirements meet with client’s
expectations before
construction starting (Fuller et
al., 2017).
Increase in
project cost
Likely Moderate High There should be available
funds collected from funders to
overcome with budget issues.
Sudden
resigned of
architect
Unlikely Minor Medium There should be backup
person who should have same
skills and knowledge of
architect to build structure
designs for buildings.
Increase in
project
schedule
Likely Severe Extreme There should require to
perform proper planning and
work scheduling.
Loss of money
due to court
case
Unlikely Moderate Medium There should have enough
budgets for the project to
mitigate budget problems
(Chapman, 2019).
Extra
workload on
foreign
workers
Possible Major High There should be fixed work
schedule for workers.
Health and
safety issues
Unlikely Minor Medium There should be development
of health and safety program
for all the construction workers.
Comparison of PM knowledge areas and related to three case studies

31PROJECT MANAGEMENT PRACTICE
In order to better understand the three selected knowledge areas in the
project management and its proper relations with the three case studies, below table
will help to get an understanding of it.
PM
Knowledge
areas
Case Study 1 Case Study 2 Case Study 3
Schedule
Management
The lecture upgrade
project is scheduled
properly through tracking
of project activities and
scheduling as well as
controlling work in
scheduled timeframe
(Fleming, & Koppelman,
2016). Schedule tracks the
project milestones and key
project deliverables
required to finish work on
planned timeframe. There
should also proper
allocation of project
resources and project
activities. It will help the
project manager to
prioritize the project
activities.
The construction work of
Sydney Opera House is
scheduled to align the
project aspects such
that work is finished on
time. Current
performance of project
team, track current
project progress will
help the project
manager and team to
meet with planned time
(Kerzner, 2017). There
should be determination
of highest completion
delays at each project
stage and determine
probability of completion
on scheduled
timeframe.
Exploitation of
foreign workers are
mitigated by focusing
more on worker’s
conditions. The top level
management should
provide support to the
foreign workers (Bi et al.,
2017). There should also
require to identify project
scope and list of project
activities are required for
on time finishing of
project. Estimation of
project timeline and
schedule can lead to long
delivery time of the
project work
Quality
Management
The project manager
should perform quality
assurance process to
execute as well as control
quality of products and
Quality of product is not
meet for this project as
client is not satisfied
with design
requirements of
It should require to
ensure that project needs
are meet along with
management of customer
expectations require to

32PROJECT MANAGEMENT PRACTICE
services (Lu et al., 2019).
The project team should
develop a strong relations
with the key stakeholders
for better understanding of
quality.
structure of Opera
House. Quality is being
reviewed with project
scope, timetable as well
as financial planning
(Androwis et al., 2018).
There should be
improvement over
quality of construction
products and services
and development of
construction work
determined by quality
standards.
manage project success
(Raut & Verma, 2017).
There should be proper
implementation of quality
standards in the
construction organization.
Risk
Management
In order to manage project
issues, the Australian
University is required to
implement a
communication plan
between staffs and project
members. Communication
plan should help to
overcome conflicts and
misunderstandings
(Burtonshaw-Gunn, 2017).
The project manager can
determine which response
should be functional before
it is required to mitigate
risks. The project team
members should have
proper skills and
knowledge to code the
There should require to
have proper planning of
the construction project
and ensure that design
requirements meet with
client’s expectations
before construction
starting (Webb, 2017).
The risk register
provides the project
manager with
assessment of risk as
importance to meet
objectives. The risk
analysis is a process
helpful to determine
problems that could
weaken key project
initiatives.
There should be
development of health
and safety program for all
the construction workers.
A fixed working schedule
should be implemented in
the organization and a
leader should lead the
foreign workers (Hillson &
Murray-Webster, 2017).
There should be proper
top management support
to the workers in case of
medical care. Proper risk
planning is required to
make changes in scope,
time as well as cost
issues.

33PROJECT MANAGEMENT PRACTICE
system to meet with quality
standards.

34PROJECT MANAGEMENT PRACTICE
5. Conclusions and Recommendations
Conclusions
It is concluded that the project schedule helps the project manager to
document all the project activities so that it becomes easier to schedule the plan.
The project scheduling helps in scheduling the activities and communicate the tasks
for proper allocation of resources. The quality of project deliverables are required to
achieve the project objectives as well as goals to finish work. The risks are to be
mitigated to track issues and then address problems. The project manager is
responsible to track project progress by creating a proper outline of construction
project plan. Monitoring as well as controlling helps the project manager to oversee
risks and ensure that the plan should meet with scope, time as well as estimated
budget. By means of proper management of project risk, the project manager can
make control over scope, time as well as quality risks. An effective communication
plan is required to manage over issues and risks so that the project can get success.
In order to track project progress and current status of construction projects, a
realistic time should set, assign resources and manage the quality to reduce product
errors.
Recommendations
Following are some of recommendations suggested to the project team to
make improvement over project plan for achieving project success:
Scheduling: It is recommended that the project scheduling of entire project
plan before starting the construction work can lead to list project milestones, project
tasks and deliverables with its start and end dates. Project scheduling should ensure
that all project tasks can on track and in deadlines. As scheduling tool, Gantt chart
should be used to represent the project activities in graphical form for understanding
the activities with start, end date, dependencies and allocated resources.
Communication plan: It is recommended that the communication should be
used for preventing construction problems, creating better relations as well as
increase in client engagement. It should also be used to improve in business
productivity along with promote project team building.

35PROJECT MANAGEMENT PRACTICE
5.1 Limitations
The project work is mainly focused on three PM knowledge areas like
schedule, quality and risk management. The project limitation is that the study is only
limited to those three areas and therefore the reader cannot understand the benefits
and usage of other knowledge areas in the three case studies. Due to time limitation,
the study is only limited to schedule, quality and risk management. In future, it should
require to conduct study on other knowledge areas for better understanding of
project management aspects.

36PROJECT MANAGEMENT PRACTICE
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