Project Management: Amanda Chen House

This document provides a project plan for the construction of Amanda Chen House, including goals, objectives, scope, milestones, budget, constraints, risks, and stakeholder analysis.

Running head: PROJECT MANAGEMENT
Project Plan: Amanda Chen House
Name of the Student:
Name of the University:

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Table of Contents
Assessment 3- Project 2 (Part A).....................................................................................................2
1. Project Plan..............................................................................................................................2
2. Project governance plan...........................................................................................................5
3. Key stakeholder analysis matrix..............................................................................................6
4. Communication plan................................................................................................................8
Assignment task- Project 2 (Part B)..............................................................................................10
Part A: Evaluation of project objectives....................................................................................10
Part B: Causes of variance from the quality objectives.............................................................12
Part C: Quality management system and policies.....................................................................12
Part D: Logs and registers..........................................................................................................13
Part E and F: Variation work form............................................................................................15
References......................................................................................................................................16
Bibliography..................................................................................................................................17

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Assessment 3- Project 2 (Part A)
1. Project Plan
Project Name Amanda Chen House
Project background
and Description
CIAMY Building and Construction has signed contract for building of
single storey home for the clients. Amanda as well as Chen are coupled
have purchased lot of land at 1038 North Terrace Adelaide. The house is
to be planned as well as there are no such modifications to be done at this
time. The house is build with 3 bedrooms, 1 bathroom, 2 living spaces, 1
garage as well as one study room.
Goals  Sign off the contract by 19th Feb, 2019
 To complete the project 50% by 21st Nov, 2019
 To complete the project 95% by 10th Feb, 2020
Objectives  To complete the construction work in scheduled timeframe
 To complete the building of house in estimated budget of
$280,000
 To allocate resources for each of the project phases
 To follow construction guidelines and standards to complete the
project work
Scope The scope of this project plan is to build a single storey home for the
clients. The scope of this project is to complete all the exterior as well as
interior working of the building by following the construction rules as

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well as regulations.
Key project
stakeholders
 Project Integration Manager
 Project Manager
 Construction Manager
 Contractor
 Responsible Manager
 Project Sponsor
Project milestones Project milestone 1: Execution Phase
Project milestone 2: Planning Phase
Project milestone 3: Construction Phase
Project milestone 4: Execution Phase
Project milestone 5: Closure Phase
Project Budget $280,000
Constraints, assumptions, risks and dependencies
Constraints  Delay in the project plan can cause due to addition to extra project
resources.
 Cost constraint is occurred due to addition of extra expenses.
 Scope constraint due to change into the project requirements, then
scope creep is occurred.
Assumptions  The project is completed in scheduled time so that there is no
possibility of any delays.
 The project is completed in estimated budget and there is no
addition of extra expense into the project activities.

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 The project can meet with its client’s requirements and there is no
scope creep in the project plan.
Risks and
dependencies
 The project executives are not provided support to the
construction project plan.
 There are uncontrolled changes into the project plan and
continuous growth of the project scope.
 There are inaccurate forecasts of the project cost.
 There are overload of the change management requests.
Rating scale and categories
Risk
No.
Category Risk Description Likelihood Impact
1 Executive
Support
The project executives are not
provided support to the construction
project plan.
Medium High
2 Project Scope There are uncontrolled changes into
the project plan and continuous
growth of the project scope.
Medium Medium
3 Cost There are inaccurate forecasts of the
project cost.
Very high Medium
4 Change
management
There are overload of the change
management requests.
Medium Medium

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Approved signatures
Project Manager _________________________ Project Sponsor______________________
2. Project governance plan
Name Stakeholder
expectations
Project
activities
Empower the
stakeholders
Establish
baselines
Document
the outcomes
Guiding the
construction
principles
Overview of
the
construction
standards
with entire
governance
model
Perform the
construction
work of
building the
house and
quality
deliverables
Implementation
of the project
guidelines
Schedule
baseline and
cost baseline
Documented
in the project
construction
reports
Design
standards
plus
guidelines
Overview of
the designing
standards as
well as best
practices
Maintaining
the quality of
the
construction
equipments
required for
designing the
house
Implementation
of the project
construction
design
documents
Schedule
baseline and
cost baseline
Documented
in the project
design reports
and
construction
policies are
also followed
Operational
policies
Overview of
the
operational
Performing
the
construction
Implement the
business
operational
Scope
baseline
Documented
in the project
final reports

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standards as
well as best
practices of
the design of
site
work with
strategic
operational
business
goals
goals and
objectives
and project
construction
management
reports
Content
standards as
well as
guidelines
Included
description of
the entire
operational
environments
Implement the
project
construction
standards
Schedule
baseline
Documented
in the project
content
reports
3. Key stakeholder analysis matrix
Stakeholder
Role
Contact
Person
Impact Influence Importance
to the
project
stakeholder
Stakeholder
contribution
Stakeholder
management
strategies
Project
Integration
Manager
Project
Manager
High High Maintaining
the working
conditions at
the
construction
site
Agree with
the steering
groups to
implement
the new
building
There is
monthly
discussion of
the project
plan with the
stakeholders
Project Project Low High Maintaining Communicate Information

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Manager Owner the quality
of the
construction
materials as
well as
equipments
with the other
project
stakeholders
to express
their support
with them
as well as
feedback
meetings
with the
stakeholders
Construction
Manager
Project
Manager
High Medium Maintaining
the design of
the buildings
to meet with
the
construction
requirements
Printing of
the
construction
design and
infrastructure
Weekly
meetings
Contractor Project
Manager
High Low Getting a
good
contract
with higher
project
profits
Contract
persons for
getting
profitable
contract
Quarterly
meetings
Responsible
Manager
Project
Manager
Low Low Maximizing
the quality
of the
resources
Managing the
project
resources
2 days
meetings in a
week

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required for
the
construction
work
Project
Sponsor
Project
Manager
High Low Collecting
funds for the
project work
Conducting
fundraising
program to
collect funds
for the
project plan
Weekly
meetings
4. Communication plan
Audience Message Media
Channel
Frequency Timing Responsibi
lity
Feedback
mechanism
Project
Team
Members
Existing
issues with
the
constriction
processes
Face-to-
face
meetings
Quarterly
meetings
Second
Monday of
each quarter
at 2 pm.
Project
Manager
Meetings
with the
evaluation
form and
survey of
the project
plan
Project
Team
Existing
issues with
Face-to-
face
Weekly Submitted on Project One to one
interview

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Members the
construction
plan and
process
benchmarks
meetings meetings each Friday Manager with the
project
stakeholder
s
Project
Team
Members
Purpose of the
project team
and
announcement
of the project
team
formations
Weekly
written
report
At the
completion
of the
project
milestones
Within 24
hours after
approval of
the project
milestones
Project
Manager
Meetings
with the
evaluation
form and
survey of
the project
plan
Constructi
on
Manager
Discussion of
the project
design phases
Face to
face
meetings
At the
completion
of the
project
milestones
Within 48
hours after
approval of
the project
milestones
Project
Manager
Email
request for
the
constructio
n feedback
Project
Sponsor
Related to
collecting
total funds for
the project
work
Face to
face
meetings
Weekly
meetings
At start of
shift on each
Tuesday
Project
Manager
Meetings
with the
evaluation
form and
survey of
the project

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plan
Project
Team
Members
Continuous
review of the
project
progress and
monitor the
project risks
Email
messages
At the
completion
of the
project
milestones
Within 48
hours after
approval of
the project
milestones
Project
Manager
Survey at
end of the
constructio
n work
Project
Team
Members
Development
and
maintenance
of the project
plan plus
work streams
Face-to-
face
meetings
Weekly
meetings
Each
Monday at 4
pm.
Project
Manager
Meetings
with the
evaluation
form and
survey of
the project
plan
Assignment task- Project 2 (Part B)
Part A: Evaluation of project objectives
The construction work is conducted based on building of the house. The objectives of this
construction project plan are:
 To complete the construction work in scheduled timeframe
 To complete the building of house in estimated budget of $280,000
 To allocate resources for each of the project phases

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 To follow construction guidelines and standards to complete the project work
From the report, it is seen that in order to meet with its schedule objectives, the project is
completed in scheduled timeframe as the project is started 21st May, 2019 with its execution
data contract signed or the construction contract is dated as 19th Feb, 2019 among Amanda as
well as Chen and the contractor of the company. Until 21st Sep, 2019, the project is 50%
completed and the project substantial completion date is 10th Feb, 2020. The construction
work is to be completed on or before 10th Feb, 2020 subject to the project changes as per
approval from the project integration as well as project manager and then entered into the
change orders. The principal (Chen) shall pay the contractor with estimated budget which is
equal to 280,000 subject to rise as well as fall.
In order to complete the construction work, the contractor and construction manager have
followed the construction guidelines as well as standards. The contractor familiarizes the
nature as well as extent of contract documents, working construction site, local conditions of
1038 North Terrace Adelaide where the construction work is carried out. Without proper
construction laws as well as regulations, it will affect the project cost, construction
performance as well as furnishing of the construction work. The roles and responsibilities of
all personnel’s are allocated to the contractor to define contract documents, subcontractors
for creating relationship among principal and contractor’s subcontractors (Maier & Branzei,
2014). The contractor materials are installation, connection, cleaning as well as conditioning
of the materials plus equipments.

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Part B: Causes of variance from the quality objectives
In order to complete the construction work in scheduled timeline as well as estimated
budget, the quality manager should provide quality deliverables as well as construction
equipments so that the building work can perform effectively (Nanda, 2016). There are two types
of variations which are caused in the construction project work such as:
 All the construction processes are caused variations due to low quality of the construction
materials used for the construction of new building work. The variation causes noise.
 The variation is not normal to entire processes. It is resulted of expectations into the
construction process environment.
 Due to low quality of the construction materials, it causes variances into the time required
to complete the construction work as well as cost variance due to taking more time to
complete the construction work of building house (Goetsch & Davis, 2014).
Part C: Quality management system and policies
Following are the steps which are followed while evaluating effectiveness of the quality
management system as well as policies such as:
Process of the building site: The building work of house is followed steps such as
preparation of the construction site, pour foundation, construction of rough framing, completion
of rough pluming, installation of the insulation, completion of the interior textures, starting of the
exterior finishes as well as finally there is finishing interior trim and installation of exterior
driveways.
Outcomes of the project: The outcome of this construction project is building a house on
the land of 1038 North Terrace Adelaide.

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Impact of the policies and procedures: There is an insurance policy where the contactor
processes as well as maintains general liability insurance as it is proper for work performed, and
it is required construction laws as well as regulations to be followed so that the work is
completed on scheduled time plus estimated project budget (Verburg, Bosch-Sijtsema, &
Vartiainen, 2013). Before the work is to be completed, then it is delivered principal certified as
well as requested for the project evidences that contractor is needed to purchase plus maintain.
Cost effectiveness of the building work: In 7 calendar days, after request for the advance
is being presented, the principal is notified that the contractor should take into considerations of
all the project related work. The principal should pay the contractor with 15% with full amount,
and then it can retain 10% to be paid with the final payments.
Return on investment: The total budget is calculated based on all the project expenses
are $280,000. At time of the contract’s drafting, the internet rate of the project is calculated as
9.5%.
Part D: Logs and registers
Description of the problem Recommended action Lessons learned
The project executive has provided
lack of authority to achieve the project
objectives. It is lead to cause project
failures.
It is recommended that the
project executive team
should provided support to
the project team member so
that the project can get
success.
Learned to conduct
communication as well
as meetings to get
support from the project
executive so that they can
motivate to work in the
project.

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There are uncontrolled changes into
the construction project plan as well as
continuous growth of the project
scope.
It is recommended to achieve
the project scope for meeting
with client’s demands and
the change requests should
share with everyone.
Learned to prepare a
scope management plan
based on the project
objectives, goals and
client’s requirements.
There is inaccurate project cost as well
as project forecasting due to which
there is overrun of the project cost.
The project manager is
required to estimate a proper
cost management plan so that
the project work is
completed on scheduled
time.
Learned how to manage
the project activities
based on the project need
and how to manage the
project cost based on
project activities.
A larger number of change requests
are raised the project complexity and
there is distracting of the key project
resources.
It is recommended to discuss
the possible changes into the
project to the project team
members before it distracts
the project objectives as well
as project goals.
Learned how to manage
the project activities
based on the project
objectives as well as how
to manage the project
changes.
There is stakeholder conflict caused
among the project manager as well as
project team members due to sudden
change requests by the project owner.
It is recommended to discuss
the changes so that no
conflicts are raised among
the members of the project
team.
Learned to prepare a
stakeholder management
plan based on the project
objectives, goals and
client’s requirements.

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Part E and F: Variation work form
To: CLIENT
FROM: CIAMY BUILDING & CONSTRUCTION
SITE ADDRESS: 1038 North Terrace Adelaide
The variation is required for: Scope, cost and schedule variation due to sudden changes into the
construction project plan.
Owner/owner’s representative
The change to the work is: Sudden change into the project scope, objectives and project phases.
The change is required because: The project can get success and can able to meet with its project
objectives so that the project can finish on time with not providing huge effect on the business and
project completion time.
The contractor’s reasonable estimate of the period of delay in the Date for Practical Completion that
will result from the variation is: 7 business days.
The variation will change the price payable by the Owner as follows:
Increase the price by $20,000.
Additional cost will make improvement over the quality of the project defects as the project manger
would hire extra resources for their company those can reduce the schedule variation which are caused
into the project work. Extra resources should provide extra benefit to the project work so that all the
project milestones are completed on scheduled time. The quality defects are reduced by completion of
the construction work in scheduled timeframe and estimated budget of $280,000. When, there is
increase in cost of $20,000, and then there is allocation of the project resources so that each of the
project phases is meeting. In order to meet with the quality of the project, there should follow of

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construction guidelines in addition to standards to complete the constructionproject work.
References
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence.
pearson.
Maier, E., & Branzei, O. (2014). “On time and on budget”: Harnessing creativity in large scale
projects.International Journal Of Project Management, 32(7), 1123-1133.
Nanda, V. (2016). Quality management system handbook for product development companies.
CRC Press.
Verburg, R. M., Bosch-Sijtsema, P., & Vartiainen, M. (2013). Getting it done: Critical success
factors for project managers in virtual work settings.International Journal of Project
Management, 31(1), 68-79.

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