Principles of Project Management for ProCon Services Australia

This report discusses the principles of project management for ProCon Services Australia, including the current status of the project, cost and schedule variances, additional information required by a new project manager, the organizational zoo model, and the existing team environment. It provides recommendations and reflections on the project.

Running head: PRINCIPLES OF PROJECT MANAGEMENT
PRINCIPLES OF PROJECT MANAGEMENT
Name of the Student
Name of the University
Author Note:

1PRINCIPLES OF PROJECT MANAGEMENT
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
Current status of project.........................................................................................................2
Cost variance......................................................................................................................3
Schedule Variance..............................................................................................................3
Additional information required by new project manager.....................................................4
Organizational Zoo Model.....................................................................................................5
Existing team environment....................................................................................................5
Conclusion..................................................................................................................................6
Recommendation........................................................................................................................7
Reflection...................................................................................................................................7
References..................................................................................................................................9

2PRINCIPLES OF PROJECT MANAGEMENT
Introduction
The following report reflects on ProCon Services Australia, which is a project
management consultancy (Schwalbe, 2015). This particular organization has been engaged
by Vella IT offices Fitouts, who is mainly undertaking a large number of fit outs of medium
size office buildings in Sydney suburb. This particular work has been done by team of
company staff and contractor which is led by project manager. The given fit out has been
completed and the project manager, Tony faultier has just left the organization suddenly.
After leaving the organization the project manager has move to overseas taking up good
position in another organization (Fleming and Koppelman, 2016). The report mainly deals
with finding some of the ways which can be used for investigating the present status of the
given project along with determination of corrective method which is required. It is mainly
inclusive of providing certain number of advices for replacing project manager along with
increasing the performance of project team (Kucharska, and Kowalczyk, 2016).
In the coming pages the current status of the project which is inclusive of cost
variance and schedule variance has been discussed in details. After that various additional
information which is required by new project manager has been discussed in details. An idea
has been provided regarding the organizational Zoo model has been discussed in details. An
analysis has been done regarding the existing team environment of this organization. Apart
from this, in the end part of report a list of recommendation along with reflection has been
provided.
Discussion
Current status of project
The building generally comprises of four levels and has been designed for housing
around 200 people (Walker, 2015). The floor has been designed in such a way that each floor

3PRINCIPLES OF PROJECT MANAGEMENT
can easily accommodate 50 people only. Each floor comes up with 500-meter square area for
office. Vella Office Fit out is in charge of the entire fit out like furnishing, plumbing,
electrical and data along with telecom infrastructure (Heagney, 2016). The ultimate goal of
this project is to provide accommodation to 200 staff members of Ferrari software which is
computer software company which needs to be relocated into the given building.
Cost variance
A standard cost variance can be easily defined as the difference between baseline cost
and actual cost (Verzuh, 2015). The variance is mainly used for monitoring the total value of
cost which is incurred by a given. It is the duty of management to take responsibility when a
material negative variance is incurred. The standard from which variance can be calculated is
mainly derived in large number of ways (Marcelino-Sádaba et al., 2014). A standard kind of
cost variance is mainly used if the standard product is not baseline. There are many types of
standard cost variance like fixed overhead spending invariance, labour rate variance,
purchase price variance and lastly variable overhead spending variance (Binder, 2016). The
total fit out of the budget is around 1.2 million dollars and till now 675 thousand dollars has
been spending.
Schedule Variance
Schedule variance can be easily calculated by subtracting budget cost of work
schedule from budget cost of work performed (Eastman, 2018). Budget cost of work
performed generally measures the total budget of the entire project. Schedule variance
percentage in project management KPI mainly provides an idea regarding how much the
manager stick to the terms of percentage (de Carvalho et al., 2015). This particular variance
mainly provides an idea regarding how much work in percentage of how much extra work
needed for excess budget (Dong and Ng, 2015). The original plan for completion was around

4PRINCIPLES OF PROJECT MANAGEMENT
four months which was commencing at 1st March and completed on 30 June. Now at this
point the work on ground floor is needed to be completed.
Additional information required by new project manager
There are large number of additional information which is required by project
manager like status report, risk report, board or executive report, resource report. The project
manager mainly reports various kinds of risks at monthly interval basis (Sansakorn and An,
2015). The report can be considered to be outcome which is seen after risking various kinds
of reviews. It is the duty of project manager is to update the risk log at any interval of time
and along with one should be encouraging various kinds of risk whenever one feels
something which needs to recording (Too and Weaver, 2014). The risk report is mainly
inclusive of summary of various kinds of risk profile of the given project and the way it is
presented to people and team members. A good approach is mainly required which is mainly
required for providing various details of the project which can create the most kind of
problems for the given project (Adekunle and Ajibola, 2015). Proper kind of report is needed
to be provided to large number of people who are going address to this report. Report
produced by project manager will ultimately come up with various kinds of details in
comparison to weekly report which mainly goes up to project team and key stakeholders of
the business (Todorović et al., 2015). For the given project board high level of thinking is
mainly required which mainly comprises of list of things which is mainly required by them.
In this the new project manager will need to address a list of issues related to the time
and material which is required for completing the given project. The resource report will
provide breakdown structure of which member of project manager is allocated for the given
task (Li et al., 2016). They can also be used for pinpoint of allocation problem in the matter
team member is allocated more than one task. Resource reporting can be considered to be
vital factor which is considered to be useful for scheduling more than one person. By the help

5PRINCIPLES OF PROJECT MANAGEMENT
of this report one can easily able to seen when an individual is available and it is considered
to be good kind of sign which can have project manager to point the major kind of task(Joslin
and Müller, 2015). Overall it can be seen that resource report is considered to be most
important type project reports which is needed by project manager.
Organizational Zoo Model
The person at the top of the organization may be considered as a poor kind of leader.
They can easily occupy good kind of job position but it does not relate to the fact that they
are good leader (Wang et al. 2014). The project manager of this case study Tony Faultier was
considered to be belligerent, even bullying, project manager. The whole team noticed him as
somewhat lazy in nature in his work. In many he is impatient and intolerant to others. A real
kind of leader is a person who come up willing followers. People want to help them as they
considered to be a proper kind of inspiration and respect them to be a good human being. In
this case the previous project manager that is Tony Faultier have some kinds of issues related
to behavior (Hong et al., 2015). He has suddenly left the project and moved to overseas and
joined another organization. To become a leader of great kind of standing which requires
proper kind of standing mainly requires a proper kind of history of performance which comes
up with various kinds of action which needs to be properly served. A leader of such kind of
standing mainly requires complex kind of understanding of responsibility along with reading
the behavior of the project (Azhar, Khalfan and Maqsood, 2015). Organizational zoo model
focus on the use of 20 behavior model which is based on capabilities which a leader is
expected to have. This might not be well developed but they should be properly aware of list
of things which is needed for any kind of further development. It ultimately focuses on the
fact they can easily learn to achieve the improvement (Mubarak, 2015). Capable behavior
leaders generally care about their own development along with development with others.

6PRINCIPLES OF PROJECT MANAGEMENT
Existing team environment
The existing team environment of this project is considered to be good. It is
considered to be brainstorming, collaborative and also tend to focus joining various kinds of
projects. This type of dynamics is considered to be beneficial and rewarding for large number
of people who can easily communicate with the project (Hu and He, 2014). Working
effectively in team environment mainly requires patience, tact and along with willingness to
properly work. When an individual works independently in a project in their way of
preference then they are considered to be sole responsible to large number of projects. In
present environment the various kinds of ideas are shared, workload has been divided. So,
group consensus is mainly required for acting efficiently which is used for determining the
scope of the project scope and direction (Akomah and Jackson, 2016). Proper understanding
and commitment to group dynamics can easily put oneself to right frame of mind which is
needed for team work.
Conclusion
From the above discussion it can be easily concluded that this report is all about
ProCon Australian which is a project management consultancy. Vella IT offices mainly
Fitouts the undertaking of medium size building in Sydney suburb. A team along with project
managers is much focused on performing the given work. The Fitout is a part which needs to
be completed in the given time and the project manager that is Tony Faultier have just left the
organization suddenly without providing any kind of notice. After leaving the organization
the organization have left the organization and joined another organization. The project
which has been discussed in the above pages of the report is the construction of building in
total budget of 1.2 million dollars. The schedule for the completing the given project was
total of four months. The project was started on 1 March and completed on 30th June. As per
the plan the schedule of the given project was expected to be schedule states that work on the

7PRINCIPLES OF PROJECT MANAGEMENT
ground floor should be completed and the second floor should be completed by 50%. And the
work on the top of the building have not commence yet. But on proper investigation it was
found that ground floor is completed by 75% only. The first floor is completed by 25% only
while the second floor is completed is 25% and the top floor is 50% completed which is
ahead of given schedule.
Recommendation
For the above given project a list of recommendation should be taken into account
like
Safety: The safety of the workers who are working for this given project is considered
to be a vital thing. Various workers working for Vella IT office needs to analyse a list of
aspects for the given project.
Review: After the competition of the project at each and every phase of the given
project an inspection must be done. The inspection will help in analysing any kind of fault (in
any) in the construction project.
Training: Proper kind of training must be provided to various kinds of workers who
are working for this construction project. Proper training will guide the various project
workers in right direction for completing the project.
Reflection
From the above report I have learned about the importance of project manager in any
project. In the case study I have come across Tony faultier who has a belligerent nature,
bullying the team workers. I have learned about his lazy nature in his work along with being
impatient and intolerant for others. Tony was quite autocratic in nature and he was unwilling
to listen advice from large number of people. Vella office Fit outs comes up with strict policy
for performance based salary for various kinds of staff members. Bonuses are mainly paid for

8PRINCIPLES OF PROJECT MANAGEMENT
performing work which are beyond targets. I have come across the total budget of the given
project to be 1.2 million dollars all total. The building generally comprises of four levels and
is designed in such a way that it can accommodate 200 people with 50 people on each floor.
References
Adekunle, O. and Ajibola, W.K., 2015. Factorial causative assesments and effects of building
construction project delays in Osun state, Nigeria. Journal of Architectural Engineering
Technology, 4(3), pp.1-8.
Akomah, B.B. and Jackson, E.N., 2016. Factors Affecting the Performance of Contractors on
Building Construction Projects: Central Region, Ghana. International Journal of Innovative
Research and Development, 5(10).
Azhar, S., Khalfan, M. and Maqsood, T., 2015. Building information modelling (BIM): now
and beyond. Construction Economics and Building, 12(4), pp.15-28.
Binder, J., 2016. Global project management: communication, collaboration and
management across borders. Routledge.
de Carvalho, M.M., Patah, L.A. and de Souza Bido, D., 2015. Project management and its
effects on project success: Cross-country and cross-industry comparisons. International
Journal of Project Management, 33(7), pp.1509-1522.
Dong, Y.H. and Ng, S.T., 2015. A life cycle assessment model for evaluating the
environmental impacts of building construction in Hong Kong. Building and
Environment, 89, pp.183-191.
Eastman, C.M., 2018. Building product models: computer environments, supporting design
and construction. CRC press.

9PRINCIPLES OF PROJECT MANAGEMENT
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt
Assn.
Hong, J., Shen, G.Q., Feng, Y., Lau, W.S.T. and Mao, C., 2015. Greenhouse gas emissions
during the construction phase of a building: a case study in China. Journal of Cleaner
Production, 103, pp.249-259.
Hu, W. and He, X., 2014. An innovative time-cost-quality tradeoff modeling of building
construction project based on resource allocation. The Scientific World Journal, 2014.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology
and project success in different project governance contexts. International Journal of Project
Management, 33(6), pp.1377-1392.
Kucharska, W. and Kowalczyk, R., 2016. Trust, Collaborative Culture and Tacit Knowledge
Sharing in Project Management–a Relationship Model.
Li, Y., Zhang, X., Ding, G. and Feng, Z., 2016. Developing a quantitative construction waste
estimation model for building construction projects. Resources, Conservation and
Recycling, 106, pp.9-20.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project
risk management methodology for small firms. International journal of project
management, 32(2), pp.327-340.
Mubarak, S.A., 2015. Construction project scheduling and control. John Wiley & Sons.
Sansakorn, P. and An, M., 2015. Development of Risk Assessment and Occupational Safety
Management Model for Building Construction Projects. World Academy of Science,

10PRINCIPLES OF PROJECT MANAGEMENT
Engineering and Technology, International Journal of Civil, Environmental, Structural,
Construction and Architectural Engineering, 9(9), pp.1240-1247.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
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.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
pp.1382-1394.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
Walker, A., 2015. Project management in construction. John Wiley & Sons.
Wang, W.C., Weng, S.W., Wang, S.H. and Chen, C.Y., 2014. Integrating building
information models with construction process simulations for project scheduling
support. Automation in construction, 37, pp.68-80.