Managing Projects - Project Plan for Opening a New Office Building

This project is mainly based on the opening a new office building for Edwards Ltd. that wants to utilize the new office for attending large scale and global clients. For this purpose, a project has been authorized by the management. For the purpose of planning for this project, a project plan has been developed in this report.

Running Head: MANAGING PROJECTS
Managing Projects
Name of the Student
Name of the University

1MANAGING PROJECTS
Table of Contents
Task 1...............................................................................................................................................2
Answer to 1..................................................................................................................................2
Answer to 2..................................................................................................................................2
Answer to 3..................................................................................................................................4
Answer to 4..................................................................................................................................5
Answer to 5..................................................................................................................................6
Answer to 6..................................................................................................................................6
Task 2...............................................................................................................................................7
1.0 Introduction............................................................................................................................8
2.0 Project Goals, Objectives and Key Success Criteria.............................................................8
3.0 Culture of the Company, Leadership Style and Project Team..............................................8
4.0 Stakeholder Analysis and Management.................................................................................9
5.0 Scope Management, Scope Statement and WBS................................................................10
6.0 Time Schedule, Project Network, Critical Path and Gantt Chart........................................12
7.0 Cost and Time Phased Budget.............................................................................................18
8.0 Risk Management................................................................................................................27
9.0 Quality Management...........................................................................................................27
10.0 Use of EV to Monitor Project Status.................................................................................28
11.0 Project Closure and Final Evaluation................................................................................28
12.0 Conclusion.........................................................................................................................28
References......................................................................................................................................29

2MANAGING PROJECTS
Task 1
Answer to 1
There are three main types of project that have been identified till date. These project
types along with examples are as follows (Lock 2017).
i. Compliance Projects: E.g. setting up employment laws, development of payroll
system for employees, etc.
ii. Strategic Projects: E.g. development of ecommerce website to enter online
market, analysis of market for development of new business strategy, etc.
iii. Operational Projects: E.g. construction of a new office building, repair and
maintenance of a river bridge, etc.
Answer to 2
For an ideal project scope statement, some key steps must be included that are explained
as follows.
Project Objective: The first step of developing the project scope statement is the
identification of the project objective. Since project scope is the boundary that limits the overall
project, the objectives must be identified in order to develop a suitable boundary.
Deliverables: After determining the objectives, it is important to determine the
deliverables of the project i.e. the items or outcomes that must be delivered through the project
(Kerzner and Kerzner 2017).

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Milestones: Milestones are particular points that must be reached at the end of each phase
of the project. These milestones are set to ensure the project is progressing within the scope
limits and the deliverables are successfully met.
Technical Requirements: Most of the projects need some technical requirements that
must be determined early in order to avoid any confusion or extra expenses in the later stages of
the project (Nicholas and Steyn 2017).
Limits and Exclusions: Every project has its own limits and exclusions. Unless these are
determined and documented, an ideal project scope statement cannot be developed and it will not
be possible to control the project.
Reviews with Customer: In customer centric projects, it is important to consider customer
feedback and reviews so that an appropriate strategy can be developed for managing the project
scope.
In other words, the scope statement of a project should consist of “GOALS”.
G stands for the goods or services to be produced in the project (in short, the deliverables
of the project).
O stands for objectives of delivering the particular goods or services in the project.
A stands for assumptions made while setting the scope of the project.
L stands for limitations of the project.
S stands for success criteria of the project.

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Answer to 3
The developed schedule from the given information is as follows.
Task Name Duration Start Finish Predecessors
Task 1 22 days Wed 26-09-18 Thu 25-10-18
Task a 5 days Wed 26-09-18 Tue 02-10-18
Task b 4 days Wed 26-09-18 Mon 01-10-18
Task c 6 days Wed 03-10-18 Wed 10-10-18 a
Task d 2 days Tue 02-10-18 Wed 03-10-18 b
Task e 5 days Tue 02-10-18 Mon 08-10-18 b
Task f 6 days Thu 11-10-18 Thu 18-10-18 c
Task g 4 days Fri 19-10-18 Wed 24-10-18 f
Task h 5 days Fri 19-10-18 Thu 25-10-18 f
Using this schedule, the Gantt chart is plotted along with the critical path and shown in
the following diagram.
ID Task
Mode
Task Name Duration Start Finish Predecessors
0 Task 1 22 days Wed 26-09-18Thu 25-10-18
1 Task a 5 days Wed 26-09-18Tue 02-10-18
2 Task b 4 days Wed 26-09-18Mon 01-10-18
3 Task c 6 days Wed 03-10-18Wed 10-10-181
4 Task d 2 days Tue 02-10-18Wed 03-10-182
5 Task e 5 days Tue 02-10-18Mon 08-10-182
6 Task f 6 days Thu 11-10-18Thu 18-10-183
7 Task g 4 days Fri 19-10-18 Wed 24-10-186
8 Task h 5 days Fri 19-10-18 Thu 25-10-186
W F S T T S M W F S T T S M W F S
24 Sep '18 01 Oct '18 08 Oct '18 15 Oct '18 22 Oct '18

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Figure 1: Gantt Chart of the Project (Critical Path Marked in Red)
(Source: Created by Author)
From the schedule developed, it is seen that the project will take a total of 22 days for
completion.
The main benefits of Gantt chart are as follows.
 The activities / work packages can be arranged in a particular order based on
which the schedule is developed
 The diagrammatic representation of Gantt chart is simple and the relationships
(predecessor / connection) between two or more work packages can easily be
identified
 Other major aspects of project management like resource allocation, bottom up
budget estimation technique, critical path and others can be developed directly
from the Gantt chart itself.
Answer to 4
The success of the project depends on two main factors. These are as follows.
Management: The project can be called successful if remains within the scope and
completed within estimated budget and time.
Outcome: The project can be called successful if it has successfully met its objectives i.e.
customer requirements, projected cost benefit and others.

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Answer to 5
In order to assess risks in the project, it is important to identify them first. After
identification, the risks are to be listed and their likelihoods of occurrence, impacts on project
and detection difficulty are to be measured (Walker 2015).
For managing the risks, a contingency plan is to be developed where it is to be
determined whether the risk will be avoided, retained, exploited, deflated or unloaded.
Answer to 6
The following quality methods can be introduced for the project.
Schedule: The project must be completed within the final agreed schedule with an
additional few days in case of unforeseen incidents in the project.
Cost: The budget must not be exceeded during the project.
Scope: The project must stay within the scope and not deliver some other outcomes that
are not within the scope.
Quality: The quality of materials / products / services must be up to the specific standards
that are developed during the development of project plan.

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Task 2
Executive Summary
This project is mainly based on the opening a new office building for Edwards Ltd. that wants to
utilize the new office for attending large scale and global clients. For this purpose, a project has
been authorized by the management. For the purpose of planning for this project, a project plan
has been developed in this report.

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1.0 Introduction
Edwards Ltd. deals with the design and supply of signage and it is an SME company.
However, with growing demands for the company’s products, the board members have decided
to open a new office building that will be focussed to attend requests of large global
organizations thereby promoting the growth of the company itself.
This report is mainly based on the development of a suitable project plan for the opening
of the new building for Edwards Ltd.
2.0 Project Goals, Objectives and Key Success Criteria
The main goal of the project is to expand the office of Edwards Ltd. by opening a new
office building. Accordingly, the objectives of the project are as follows.
 To expand beyond the current limitations of the organization
 To open a new office for attending large global clients
 To open a new production house in the new office building
The key success criteria are as follows.
 Successful opening of the new office building within the provided budget
 Generate scope for organizational expansion
 More business opportunities and recruit more employees in the new office
 Increase in the overall productivity of the organization
3.0 Culture of the Company, Leadership Style and Project Team
Although Edwards Ltd. is an SME company, the company always seeks opportunities to
grow beyond its limits and gain international clients for further growth. Hence, the culture of the

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company is to utilize existing resources with full efficiency to enable it to grow in size in terms
of business and economy.
The leadership style that is necessary for the organization is transformational leadership.
This type of leadership will enable the organization to improve through constant changes in
procedures, strategies and culture utilizing the existing resources as well as use maximum
efficiencies and productivities from the employees (Schwalbe 2015).
The project team members will include the following.
Relocation Manager – Assistance in relocation of materials, utilities and facilities from
the existing office to the new office building
Floor Manager – For supervision of the various works in each floor of the new office
building
Workers – For the installation and set up works in the new office building
Hardware Engineer – For technical hardware implementation
Software Engineer – For platform development and system integration with main server
4.0 Stakeholder Analysis and Management
The stakeholders are identified along with their roles as follows.
Name Designation Role
PLEASE FILL Project Manager
Management and control of the
project
PLEASE FILL Project Supervisor Supervision and reporting of

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project
PLEASE FILL Legal Assistant
Assistance regarding the legal
aspects of building acquisition
PLEASE FILL Procurement Manager
Procure necessary materials for
the project
PLEASE FILL Finance Manager Manage project finances
5.0 Scope Management, Scope Statement and WBS
The scope needs to be managed in order to ensure extra and unnecessary works are not
conducted during the progress of the project. Hence, the scope statement is developed as follows.
Acquisition and opening of the new office building is within the scope of the project.
However, development of future business strategies is out of scope of this project.
The work breakdown structure is shown in the following diagram.

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Figure 1: Work Breakdown Structure of the Project
(Source: Created by Author)

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6.0 Time Schedule, Project Network, Critical Path and Gantt Chart
The schedule for the project is developed as follows.
Task Name Duration Start Finish Predecessors
Project for Edward's Ltd. 196 days Mon 10/22/18 Mon 7/22/19
Project Defining 18 days Mon 10/22/18 Wed 11/14/18
Call a Board Meeting
Regarding the Project
2 days Mon 10/22/18 Tue 10/23/18
Discuss the Highlighted
Issues and Problems for the
Project
5 days Wed 10/24/18 Tue 10/30/18 2
Agree on Expansion and
Opening of a New Building
2 days Wed 10/31/18 Thu 11/1/18 3
Prepare a Project Proposal 5 days Fri 11/2/18 Thu 11/8/18 4
Submit the Project
Proposal
2 days Fri 11/9/18 Mon 11/12/18 5
Receive Approval for
Project
2 days Tue 11/13/18 Wed 11/14/18 6
Project Planning 26 days Thu 11/15/18 Thu 12/20/18
Identify the Scope of the 2 days Thu 11/15/18 Fri 11/16/18 7

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Project
Identify the Goals and
Objectives of the Project
1 day Mon 11/19/18 Mon 11/19/18 9
Consider the Assumptions 1 day Tue 11/20/18 Tue 11/20/18 10
Consider Limitations and
Constraints
1 day Wed 11/21/18 Wed 11/21/18 11
Prepare an Overall
Schedule for the Project
1 day Thu 11/22/18 Thu 11/22/18 12
Determine Budget for the
Project
2 days Fri 11/23/18 Mon 11/26/18 13
Determine and Appoint
Necessary Team Members
2 days Tue 11/27/18 Wed 11/28/18 14
Determine the
Stakeholders Required
2 days Thu 11/29/18 Fri 11/30/18 15
Assign Roles to the Team
Members and the Stakeholders
1 day Mon 12/3/18 Mon 12/3/18 16
Prepare Stakeholder
Management Plan
1 day Tue 12/4/18 Tue 12/4/18 17
Prepare Communication 1 day Wed 12/5/18 Wed 12/5/18 18

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Plan for the Stakeholders
Develop a Work
Breakdown Structure
1 day Thu 12/6/18 Thu 12/6/18 19
Assess Possible Risks in
the Project
2 days Fri 12/7/18 Mon 12/10/18 20
Prepare Management Plan
for the Risks
1 day Tue 12/11/18 Tue 12/11/18 21
Prepare Quality
Management Plan
1 day Wed 12/12/18 Wed 12/12/18 22
Complete the Project
Charter
2 days Thu 12/13/18 Fri 12/14/18 23
Submit the Charter 2 days Mon 12/17/18 Tue 12/18/18 24
Receive Approval to Go
Ahead
2 days Wed 12/19/18 Thu 12/20/18 25
Project Executing 143 days Fri 12/21/18 Tue 7/9/19
Procure Funds for the
Project
2 days Fri 12/21/18 Mon 12/24/18 26

15MANAGING PROJECTS
Assign Duties and Funds
to the Team Members
2 days Tue 12/25/18 Wed 12/26/18 28
Survey Selected Region for
New Building
5 days Thu 12/27/18 Wed 1/2/19 29
Acquire a Building in a
Convenient Location
10 days Thu 1/3/19 Wed 1/16/19 30
Prepare All
Documentations Regarding
Building Purchase and
Ownership
5 days Thu 1/17/19 Wed 1/23/19 31
Officially Take Over the
Building
5 days Thu 1/24/19 Wed 1/30/19 32
Finalize the Departments
that will be set up in each floor
3 days Thu 1/31/19 Mon 2/4/19 33
Install Furniture and
Utilities in Each Departmental
Floors
15 days Tue 2/5/19 Mon 2/25/19 34
Purchase and Install Tables
and Chairs for the Employees
10 days Tue 2/26/19 Mon 3/11/19 35
Purchase and Install 20 days Tue 3/12/19 Mon 4/8/19 36

16MANAGING PROJECTS
Computer Workstations for
Employees
Install Electrical
Equipments
10 days Tue 4/9/19 Mon 4/22/19 37
Install Server and Connect
All the Workstations
Accordingly
10 days Tue 4/23/19 Mon 5/6/19 38
Install Communication
Devices
5 days Tue 5/7/19 Mon 5/13/19 39
Set Up Production House
in One Floor
30 days Tue 5/14/19 Mon 6/24/19 40
Install All Production
Equipments
5 days Tue 6/25/19 Mon 7/1/19 41
Complete All Remaining
Works
5 days Tue 7/2/19 Mon 7/8/19 42
Project Handover 1 day Tue 7/9/19 Tue 7/9/19 43
Project Closure 9 days Wed 7/10/19 Mon 7/22/19
Review the Entire Project 2 days Wed 7/10/19 Thu 7/11/19 44
Finalize All the Payments 2 days Fri 7/12/19 Mon 7/15/19 46

17MANAGING PROJECTS
Conduct Project Appraisal 2 days Tue 7/16/19 Wed 7/17/19 47
Stakeholder Sign Off 2 days Thu 7/18/19 Fri 7/19/19 48
Project Officially Closed 1 day Mon 7/22/19 Mon 7/22/19 49
The project network is shown in the following diagram.
Figure 2: Project Network
(Source: Created by Author)

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Figure 3: Project Gantt Chart (Critical Path Marked in Red)
(Source: Created by Author)
7.0 Cost and Time Phased Budget
The costs of each of the human and material resources are shown in the following table.

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Resource Name Type Initials Max. Units Std. Rate
Project Manager Work P 100% £40.00/hr
Project Supervisor Work P 100% £32.00/hr
Legal Assistant Work L 100% £22.00/hr
Relocation Manager Work R 100% £22.00/hr
Floor Manager Work F 100% £22.00/hr
Procurement Manager Work P 100% £22.00/hr
Finance Manager Work F 100% £35.00/hr
Hardware Engineer Work H 100% £25.00/hr
Software Engineer Work S 100% £25.00/hr
Workers Work W 100% £350.00/hr
Furniture Material F £14,000.00
Utilities Material U £8,000.00
Electrical Equipments Material E £5,000.00
Workstations Material W £20,000.00
Production Equipments Material P £15,000.00

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Others Material O £5,000.00
Accordingly, the time phased budget is developed as follows.
Task Name Resource Names Cost
Project for
Edward's Ltd.
£349,936.00
Project Defining £9,736.00
Call a Board
Meeting Regarding
the Project
Project Manager £640.00
Discuss the
Highlighted Issues
and Problems for the
Project
Finance Manager, Project Manager, Project Supervisor,
Relocation Manager
£5,160.00
Agree on
Expansion and
Opening of a New
Building
Finance Manager, Project Manager, Project Supervisor,
Relocation Manager
£2,064.00

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Prepare a Project
Proposal
Relocation Manager £880.00
Submit the
Project Proposal
Relocation Manager £352.00
Receive Approval
for Project
Project Manager £640.00
Project Planning £11,568.00
Identify the Scope
of the Project
Project Supervisor, Relocation Manager £864.00
Identify the Goals
and Objectives of the
Project
Project Supervisor, Relocation Manager £432.00
Consider the
Assumptions
Project Supervisor, Relocation Manager £432.00
Consider
Limitations and
Constraints
Project Supervisor, Relocation Manager £432.00
Prepare an
Overall Schedule for
Project Supervisor, Relocation Manager £432.00

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the Project
Determine Budget
for the Project
Project Supervisor, Relocation Manager, Finance
Manager
£1,424.00
Determine and
Appoint Necessary
Team Members
Project Supervisor, Relocation Manager £864.00
Determine the
Stakeholders
Required
Project Supervisor, Relocation Manager £864.00
Assign Roles to
the Team Members
and the Stakeholders
Project Supervisor, Relocation Manager £432.00
Prepare
Stakeholder
Management Plan
Project Supervisor, Relocation Manager £432.00
Prepare
Communication Plan
for the Stakeholders
Project Supervisor, Relocation Manager £432.00

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Develop a Work
Breakdown Structure
Project Supervisor, Relocation Manager £432.00
Assess Possible
Risks in the Project
Project Supervisor, Relocation Manager £864.00
Prepare
Management Plan for
the Risks
Project Supervisor, Relocation Manager £432.00
Prepare Quality
Management Plan
Project Supervisor, Relocation Manager £432.00
Complete the
Project Charter
Project Supervisor, Relocation Manager £864.00
Submit the
Charter
Project Supervisor, Relocation Manager £864.00
Receive Approval
to Go Ahead
Project Manager £640.00
Project Executing £322,552.00
Procure Funds for
the Project
Finance Manager £560.00
Assign Duties and Project Manager £640.00

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Funds to the Team
Members
Survey Selected
Region for New
Building
Relocation Manager £880.00
Acquire a
Building in a
Convenient Location
Relocation Manager £1,760.00
Prepare All
Documentations
Regarding Building
Purchase and
Ownership
Legal Assistant £880.00
Officially Take
Over the Building
Legal Assistant, Project Manager £2,480.00
Finalize the
Departments that will
be set up in each floor
Project Manager, Project Supervisor, Relocation
Manager
£2,256.00
Install Furniture
and Utilities in Each
Floor Manager, Workers, Furniture[1],Utilities[1] £66,640.00

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Departmental Floors
Purchase and
Install Tables and
Chairs for the
Employees
Floor Manager, Workers £29,760.00
Purchase and
Install Computer
Workstations for
Employees
Hardware Engineer, Procurement Manager,
Workstations[1]
£27,520.00
Install Electrical
Equipments
Workers, Electrical Equipments[1] £33,000.00
Install Server and
Connect All the
Workstations
Accordingly
Software Engineer, Others[1] £7,000.00
Install
Communication
Devices
Floor Manager, Workers £14,880.00
Set Up
Production House in
Floor Manager, Workers, Production Equipments[1] £104,280.00

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One Floor
Install All
Production
Equipments
Floor Manager, Workers £14,880.00
Complete All
Remaining Works
Floor Manager, Workers £14,880.00
Project Handover Project Supervisor £256.00
Project Closure £6,080.00
Review the Entire
Project
Project Manager £640.00
Finalize All the
Payments
Finance Manager £560.00
Conduct Project
Appraisal
Project Manager £640.00
Stakeholder Sign
Off
Finance Manager, Floor Manager, Hardware Engineer,
Legal Assistant, Procurement Manager, Project
Manager, Project Supervisor, Relocation Manager,
Software Engineer
£3,920.00
Project Officially Project Manager £320.00

27MANAGING PROJECTS
Closed
8.0 Risk Management
A risk management plan for the project has been shown in the following risk matrix.
Risk Chance of Occurrence Impact on Project Mitigation Plan
Budget risk may arise
due to very constrained
budget available
High High Prepare the project plan
and modify the scope so
that the project can be
completed within the
budget
Lack of proper quality
materials
High Medium Verify the quality of
materials before
purchase
Lack of the expertise of
the hired workers
Medium Medium Verify worker
background and
experience before hiring
Any accidents may
occur during installation
works in the floors
Medium High Take safety measures
and ensure safety
guidelines are fulfilled
during project work

28MANAGING PROJECTS
9.0 Quality Management
For any project, quality management is essential in order to ensure certain standards are
fulfilled. For this particular project, quality standards has to be made on the procured materials
like furniture, utilities, facilities, workstations, electrical equipments and others (Svejvig and
Andersen 2015). The procurement manager must verify the qualities before purchasing the
required resources.
10.0 Use of EV to Monitor Project Status
Earned Values (EVs) can be efficiently used to track and monitor project progress
(status). Before gaining the EV, there is a Planned Value (PV) that is expected from the project
(Sears et al. 2015). After the EVs are gained, they are compared with the PVs and if EV > PV, it
can be considered that the project is on the right track.
11.0 Project Closure and Final Evaluation
The final part of the project life cycle is project closure and final evaluation. After the
project is handed over, the project manager will take care of the closure process. However,
before closing, a final evaluation is to be conducted (Kaiser, El Arbi and Ahlemann 2015). The
objective of the evaluation is to ensure all deliverables have been made and the project has
successfully fulfilled all the limitations of scope. After the evaluation, the stakeholders will
check off the evaluation checklist and the project manager will close the project with his own
signature.
12.0 Conclusion
Finally, it can be concluded that as per the developed plan, the project will be feasible if
all the mentioned criteria are met. Initially, a deadline of 9 months was set along with a fixed

29MANAGING PROJECTS
budget of £350,000. As per the developed estimation, the project will require exactly 9 months
for completion and £349,936 total expenditure, which is approximately equal to the decided
budget.

30MANAGING PROJECTS
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