Project Management Techniques and Tools

Running Head: PROJECT MANAGEMENT
Labuan Square Redevelopment Project
Name of the Student
Name of the University

1PROJECT MANAGEMENT
Table of Contents
Introduction and Project Background..............................................................................................2
Project Parameters and Boundaries.................................................................................................2
Project Management Practice and Methodology.............................................................................2
Project Management Techniques and Tools....................................................................................3
Project Integration Management..................................................................................................3
Project Scope Management.........................................................................................................3
Project Schedule Management....................................................................................................4
Project Cost Management............................................................................................................9
Project Quality Management.....................................................................................................11
Project Resource Management..................................................................................................11
Project Communications Management......................................................................................12
Project Risk Management..........................................................................................................13
Project Procurement Management.............................................................................................13
Project Stakeholder Management..............................................................................................13
Conclusion.....................................................................................................................................14
Bibliography..................................................................................................................................16

2PROJECT MANAGEMENT
Introduction and Project Background
In this project, as a part of the plan developed by the client, a two storey building will be
constructed including various specifications once ten shops on the west of Labuan Square are
demolished. It is evident from these requirements that significant demolition and construction
works are necessary in the project along proper design and planning. In addition to knowledge
and skills specific to the construction, project management knowledge (PMBOK knowledge
areas) are also required to plan, initiate, execute and close the project.
This report is based on the planning of the project as well as discussion about various
parameters of the project with specific focus on the ten knowledge areas of Project Management
Body of Knowledge (PMBOK).
Project Parameters and Boundaries
The main parameters for any project include three main boundaries – scope, time and
budget. For the redevelopment of Labuan square, the primary scope involves demolition of ten
shops and construction of a two storeyed building. The time allocated for the project is 300
working days and the allocated budget is $2,250,000.
Project Management Practice and Methodology
As with the case of any normal project, this particular project will also be conducted with
a specific methodology and practice. Since this project is primarily based on demolition and
construction works, the most favourable methodology for the project is waterfall method. The
project management practices involved will be as per the ten knowledge areas as specified by the

3PROJECT MANAGEMENT
Project Management Body of Knowledge (PMBOK). Further details of the project management
practice that will be applicable for the project are discussed under the following headers.
In addition to the PMBOK knowledge areas, some other details of the project also need to
be discussed. As for the methodology, waterfall model will be used for the project. This method
is utilised because this project is not software based and the sequence of activities specified in
the waterfall model suits this project. The use of the waterfall method in this project will be
reflected in the work breakdown structure that will be discussed later in this report.
Project Management Techniques and Tools
Tool / Technique 1: Project Integration Management
The entire project, integrated with all the different parameters, techniques and tools, that
can be presented as a part of a full project plan is called project integration. On the other hand,
the process by which all the project parts are integrated within one plan is called project
integration management. In this project, the project integration management will be done once
all the different parts of the project are planned and completed and the project is ready for
execution.
Tool / Technique 2: Project Scope Management
Project scope signifies the boundary of the project and the management of the scope is
essential for keeping the project on track during execution. For the project that is under focus for
this report, the scope is defined as follows.
Demolition Works – Ten shops on the specified location will be demolished for the
purpose of construction of the building.

4PROJECT MANAGEMENT
Construction Workers – Construction of the two storey building will be done as per the
specifications provided by the client.
Tool / Technique 3: Project Schedule Management
It is of highest importance to manage the schedule of a project so as to ensure the
delivery deadline is not missed. If the project is not delivered within the specified time, there will
significant financial losses for both the parent organisation (client) and the project management
organisation (contractor). For effectively and efficiently managing the schedule of the project,
the time breakdown needs to be determined for the individual work packages in the project.
Usually, the schedule is determined for the project after breaking the project down into
individual work packages in the form of a Gantt chart.
For the project that is under focus in this report, the time schedule for the project is
developed and shown in the following table.
WBS Task Name Duration
0 Redevelopment Project for Labuan Square 295 days
1 Requirement Analysis and Planning 35 days
1.1 Meeting with Client and Other Related Parties 35 days
1.1.1 Analysis of the project requirements and discussion regarding shop demolition and
building construction 6 days
1.2 Finalise the project and ready to proceed 0 days
1.1.2 Develop project proposal and get it reviewed by the project owner 8 days
1.1.3 Receive approval for the project from government by reviewing the proposal 6 days
1.1.4 Estimation of approximate budget required to complete all work requirements of the
project 5 days
1.1.5 Determine if the project parameters are feasible as per the requirements and limitations 10 days
2 Project Planning and Verification 52 days
2.1 Assign work requirements of the project to respective stakeholders 5 days

5PROJECT MANAGEMENT
2.10 Hire workers for the demolition and construction work 4 days
2.11 Set the final budget and time for execution and delivery of the project 2 days
2.12 Formally start working on the project 0 days
2.2 Create project charter with all relevant specifications for the project 12 days
2.3 Development of project scope 4 days
2.4 Finalise the budget with accurate estimation and cost breakdown 5 days
2.5 Develop the work breakdown structure along with the project schedule in the form of
Gantt chart 2 days
2.6 Break the project into small work packages 4 days
2.7 Release tender notice for contractor hiring 6 days
2.8 Hiring of the contractor from the tender bids 3 days
2.9 Discuss project specifications with contractor 5 days
3 Demolition and Construction Works 179 days
3.1 Demolish the ten shops at the selected site 25 days
3.10 Plastering works on the building 12 days
3.11 Installation of electrical and other equipments 5 days
3.12 Finishing touches on the internal and external walls 5 days
3.13 Structural development of the building complete 5 days
3.14 Installation of windows and doors on the cutouts 5 days
3.15 Connection with main electrical and water supply lines 5 days
3.16 Decorations and Other Works 29 days
3.17 Completion of all construction works 2 days
3.18 Delivery of the project to the client 0 days
3.2 Land excavation and building of the foundation 10 days
3.16.1 Interior Walls Colour 6 days
3.3 Construction of architectural framework of the building 15 days
3.16.2 Exterior Walls Colour 7 days
3.4 Strengthening of the framework with TMT bars 15 days

6PROJECT MANAGEMENT
3.16.3 Testing of electrical circuits 5 days
3.5 Develop the infrastructure with bricks and concrete 15 days
3.16.4 Testing of water supply 6 days
3.6 Construct the internal dividers and walls 15 days
3.16.5 Security and safety equipments installation 5 days
3.7 Cut out of door and window spaces 4 days
3.8 Installation of electrical circuits 6 days
3.9 Installation of water supply circuits 6 days
4 Closing of the Project 29 days
4.1 Project review 10 days
4.2 Appraisal of work done in the project 12 days
4.3 Finalise the pending payments 5 days
4.4 Verification and sign off from the stakeholders 2 days
4.5 Project official closing 0 days
Accordingly, following is the Gantt chart of the project developed from the above table.

7PROJECT MANAGEMENT
Figure 1: Project Gantt Chart

8PROJECT MANAGEMENT
(Source: Created by Author)
Figure 2: Project Critical Path

9PROJECT MANAGEMENT
(Source: Created by Author)
Critical Path Explanation: The smallest path in the Gantt chart that connects the start and
the end dates of the project denotes the critical path. Critical path may be linear (in case of all
finish-to-start linear dependency) or complex (in case of parallel activities and separate
dependencies). In this case, the entire Gantt path is the critical path due to linear activities and
dependencies among them.
Tool / Technique 4: Project Cost Management
Similar to the management of schedule of the project, it is equally important to control
the cost of the project in order to avoid overshoot of budget. When the planning of the project is
done, the budget is generally set after estimation of all possible costs in the project. It is not
desirable to exceed the maximum budget limit as it may cause massive financial losses for all the
parties. Hence, effective cost management is one of the most important requirements for any
project.
Generally, the cost is estimated by breaking down the various elements of cost including
material resources and human resources involved in the project. For the Labuan Square
redevelopment project, the cost breakdown in shown in the following table.
Resource Name Type Std. Rate
Manager of the Project Work $300.00/hr
Assistant Manager of the Project Work $225.00/hr
Supervisor of the Project Work $260.00/hr
Chief of Project Finance Work $250.00/hr
Construction Manager Work $200.00/hr
Labour Work $600.00/hr

10PROJECT MANAGEMENT
Building Materials Material $350,000.00
Construction Vehicles Rent Material $250,000.00
Other Costs Material $100,000.00
Using these costs in the main project considering the total working hours of each of the
stakeholders and the fixed costs utilised in the project, the budget breakdown can shown in the
following table.
WBS Task Name Cost
0 Redevelopment Project for Labuan Square $2,117,360.00
1 Requirement Analysis and Planning $289,800.00
2 Project Planning and Verification $187,000.00
3 Demolition and Construction Works $859,200.00
4 Closing of the Project $781,360.00
Based on the costs estimated for each work package shown above, the S-curve of the
project can be developed as follows.
Requirement Analysis
and Planning Project Planning and
Verification Demolition and
Construction Works Closing of the Project
$0.00
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
$700,000.00
$800,000.00
$900,000.00
$1,000,000.00
Actual Cost Remaining Cost Baseline Cost
Figure 3: S-Curve of the Project Costs

11PROJECT MANAGEMENT
(Source: Created by Author)
In addition to the estimation of costs, it is also equally important to manage the costs
throughout the course of the project. The proposed technique for the same is EVA i.e. Earned
Value Analysis technique. This particular technique is used to monitor and analyse various cost
related performances in the project so that appropriate adjustments can be made accordingly.
Monitoring the project costs is very essential so as to avoid unnecessary expenditures or budget
overshoot. Some of the major components of EVA include actual cost (AC), earned value (EV),
cumulative cost (CC), budget at completion (BAC), planned value (PV) and others.
Tool / Technique 5: Project Quality Management
Quality is an essential aspect of a project and it is important maintain a specific quality
standard for any project. Quality may refer to the work quality or product quality and there must
be a specific quality standard set during the start of the project that the project team needs to
fulfil positively. Accordingly, for the Labuan square redevelopment project, there should be
specific quality standards set for the building that will be constructed on the property.
Tool / Technique 6: Project Resource Management
Resources are the primary requirements of the project that can be both human and
material. The human resources utilise the material resources for reaching the final outcome of the
project within the limitations of time and budget. The list of resources for the Labuan square
redevelopment project is shown in the following table.
Resource Name Type
Manager of the Project Work
Assistant Manager of the Project Work

12PROJECT MANAGEMENT
Supervisor of the Project Work
Chief of Project Finance Work
Construction Manager Work
Labour Work
Building Materials Material
Construction Vehicles Rent Material
Other Costs Material
Tool / Technique 7: Project Communications Management
In any project, irrespective of its type, the stakeholders must communicate with each
other regular intervals in order to ensure proper streamlining of information from one
stakeholder to another. For the redevelopment of Labuan square, the communication
management plan is exhibited in the table below.
Stakeholder Reason Time Mode
Manager of project Guidance and approvals Weekly Email
Assistant Manager of
the Project
Updating progress and
weekly reporting
Weekly Document and face to
face
Supervisor of the
Project
Daily reporting Daily Face to face
Chief of Project Finance
Budget related
requirements
Bi-Weekly Email
Construction Manager
Building specification
and requirements
Monthly Face to face and
relevant design
documents

13PROJECT MANAGEMENT
Tool / Technique 8: Project Risk Management
Construction projects are very often prone to occurrence of multiple risks that can lead to
problems for the workers as well as the various parties associated with the project. The risks
associated with the project are listed as follows along with appropriate management plan.
Major Risk Management Plan
Injuries to workers due to fall from height First aid camp near the construction site, protective
safety gears for the workers
Equipment malfunction Check working of equipment before purchase
Short circuits Installation of insulators
Budget overshoot Control expenditure and penalise any party if the
budget limit is exceeded for a particular work
package
Tool / Technique 9: Project Procurement Management
Procurement in project is a complex process as it generally involves purchasing in very
bulk amounts. A procurement manager must be assigned with proper negotiation skills for
purchasing material resources from vendor at the least possible price without compromising with
the qualities of the resources.
Tool / Technique 10: Project Stakeholder Management
Labuan square redevelopment project involves a number of stakeholders who will
perform specific duties throughout the entire project. These stakeholders and their roles and
duties in the project are specified below.

14PROJECT MANAGEMENT
Stakeholder Stakeholder Type Roles and Duties
Manager of project Internal
Project planning, human resource
management, monitoring and
control
Assistant Manager of the Project Internal
Monitoring of project on weekly
basis
Supervisor of the Project Internal
Reviewing project progress and
reporting daily
Chief of Project Finance Internal
Management of funds allocated for
the entire project
Construction Manager External
Controlling the construction and
demolition works in the project
Other than these stakeholders, there will also be other stakeholders including government
and sponsor. They will have specific roles to play in the project and will have to be managed and
utilised as per the requirements of the project. For managing all the stakeholders, a stakeholder
performance register is to be developed in which, all the internal and external stakeholders need
to be added along with their roles, duties, skill sets and performances. This will be very helpful
for managing their activities and ensuring all the stakeholders fulfil their roles in the project.
Conclusion
The name of the project is Labuan Square Redevelopment Project and it involves
demolition of ten shops and construction of a two storeyed building on the selected property. The
time allocated for the project is 300 working days and the allocated budget is $2,250,000. Since
this project is primarily based on demolition and construction works, the most favourable

15PROJECT MANAGEMENT
methodology for the project is waterfall method. The project management practices involved will
be as per the ten knowledge areas as specified by the Project Management Body of Knowledge.

16PROJECT MANAGEMENT
Bibliography
Bayona, S., Saboya, N. and Bustamante, J., 2018, June. Application of PMBOK in the
development of research. In 2018 13th Iberian Conference on Information Systems and
Technologies (CISTI) (pp. 1-5). IEEE.
Bayona, S., Bustamante, J. and Saboya, N., 2018, March. PMBOK as a Reference Model for
Academic Research Management. In World Conference on Information Systems and
Technologies (pp. 863-876). Springer, Cham.
Chaves, M.S., Araújo, C.D., Teixeira, L., Rosa, D., Júnior, I. and Nogueira, C., 2016. A new
approach to managing Lessons Learned in PMBoK process groups: the Ballistic 2.0
Model. International journal of information systems and project management, 4(1), pp.27-45.
Gonçalves, R.Q., von Wangenheim, C.A.G., Hauck, J.C. and Zanella, A., 2017. An instructional
feedback technique for teaching project management tools aligned with PMBOK. IEEE
Transactions on Education, 61(2), pp.143-150.
Hermano, V. and Martín-Cruz, N., 2019. Expanding the Knowledge on Project Management
Standards: A Look into the PMBOK® with Dynamic Lenses. In Project Management and
Engineering Research (pp. 19-34). Springer, Cham.
Jamali, G. and Oveisi, M., 2016. A study on project management based on PMBOK and
PRINCE2. Modern Applied Science, 10(6), p.142.
Reynolds, D., 2018. Can the Pmbok Solve Security Sector Reform? Using Project Management
to Achieve International Stability.

17PROJECT MANAGEMENT
Rui, X.U.E., Baron, C., Esteban, P. and Zheng, L., 2016. Integrating the ISO/IEC 15288 systems
engineering standard with the PMBoK project management guide to optimize the management of
engineering projects. In Complex Systems Design & Management (pp. 291-291). Springer,
Cham.
Siegelaub, J.M., 2017. How PRINCE2® Can Complement the PMBOK® Guide and Your
PMP®.
Varajão, J., Colomo-Palacios, R. and Silva, H., 2017. ISO 21500: 2012 and PMBoK 5 processes
in information systems project management. Computer Standards & Interfaces, 50, pp.216-222.