Project Planning, Reporting and Completion

This study material provides insights into project planning, reporting, and completion. It covers topics such as legal challenges and benefits of project contracts, effective approaches for on-time delivery, and communication management plans for stakeholders. The content is relevant to the subject of project management and is suitable for students studying in SAHMRI, South Australia.

Running head: PROJECT PLANNING, REPORTING AND COMPLETION
Project planning, reporting and completion
(SAHMRI, South Australia)
Name of the student:
Name of the university:
Author Note

1PROJECT PLANNING, REPORTING AND COMPLETION
Executive summary
The SAHMRI or “South Australian Health and Medical Research Institute” is a leading health and
medical research institute, located in South Australia. It is seen that the South Australian
Government is found to be committed to implementing the SAHMRI. Apart from this, the institute
has been faced the housing the iconic eponymous and purpose-built building. In this report, different
contracts of projects are evaluated. Next, the phase of project pre-planning is analyzed. At last, the
ways in which communication is maintained is investigated. At last, project closeout is demonstrated
in the study.

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Table of Contents
Introduction:..........................................................................................................................................3
1. Part A: Project Contracts:..................................................................................................................3
1.1. Identifying and analyzing the legal challenges and benefits to be experienced by the projects:3
1.2. Types of contracts to be recommended for the project:.............................................................5
2. Part B: Project Pre-Planning (Module 4)...........................................................................................6
2.1. Analyzing the primary concerns required to address before starting the construction:.............6
2.2. Evaluating the effective approach to meet-on-time delivery of the project:..............................7
2.3. Type of cost breakdown projects costs:......................................................................................8
2.4. Levels of details for the WBS:....................................................................................................9
3. Part C: Controlling Communication................................................................................................10
3.1. Developing a communication management plan providing the proper status of the project for
stakeholders:....................................................................................................................................10
3.2. Demonstrating how to use the reports for denoting the expectations of stakeholders:............11
3.3. Analyzing the level of detail needed for regularly making stakeholder reports:..............11
4. Part D: Project Close-out:................................................................................................................12
4.1. Explaining the role each of the following elements in the close-out of your project:..............12
4.2. Assessing the ways to coordinate the components of the lessons learnt:.................................13
Conclusion:..........................................................................................................................................14
References:..........................................................................................................................................15

3PROJECT PLANNING, REPORTING AND COMPLETION
Introduction:
The “South Australian Health and Medical Research Institute” is one of the popular medical
and health research institute. This is located at Adelaide in South Australia. Further, the institute has
been housed in the purpose-built and iconic eponymous building. This is situated at biomedical
precinct and health of South Australia on North Terrace of Adelaide.
The South Australian Government has been committed to deploying the SAHMRI, during
2008. This also involves the Federal Government that is allocated in to a hundred million dollars to
create the facility of research. It has been notably raising the capacity of Australia to lead scientific
research.
In the following study, various project contracts are analyzed. Then the project pre-planning
is evaluated. Moreover, the manner in which communication is controlled is assessed. Lastly, the
project closeout is demonstrated.
1. Part A: Project Contracts:
1.1. Identifying and analyzing the legal challenges and benefits to be experienced by the
projects:
Lump-sum or stipulated contracts:
Here, the cost-plus-fee is to be deployed. Within this cost-plus contract, the owner agrees
with the paying of a contractor for various costs incurred. Further, this involves the agreed-upon fee.
This includes the fixed amount of fee. However, the variable fees have been based on the overall
expenses that are used many times.

4PROJECT PLANNING, REPORTING AND COMPLETION

5PROJECT PLANNING, REPORTING AND COMPLETION
Cost of work plus fee contract:
For SAHMRI, the costs involve the materials and labours. This also comprises of the
expenses that are incurred in the overall task. Here, the owners have preferred the contracts
regarding costs as they meet the flexibility in making changes whenever the project progresses
(Walker 2015). As SAHMRI’s business lack any sort of experience with the project on construction,
a tight budget is operated. They should better off with the lump-sum prices. This is because there are
unavoidable uncertainties regarding the utmost expense of the project that is priced on the basis of
cost-plus.
Cost of work plus fee with a guaranteed maximum price (GMP) contract:
The contractors must tender a higher price for SAHMRI’s project. Efficiently they have been
pricing the risks that are considered. Thus they have been accepted to the client as there is the
priority of certainty. This is instead of the probable east cost (Sears et al. 2015). For instance, as the
client of SAHMRI has a particular amount of funding available, the cost can never be exceeded.
Nevertheless, as the client requests for additional costs, and the working scope rises, then the
contract should be provided for the cost to be raised. In the same manner, as the task gets omitted,
the cost can be decreased. Rather than the term “guaranteed maximum price” the clients of SAHMRI
must be assured that they possess sufficient amount of contingency.
Construction management or CM contract:
Here, the builder of SAHMRI is liable to engage the sub-contracts and then directing the
activities. Thus it provides the owners with various warranties as to the working quality. Within
particular contracts of construction management, there are also third-party denoted s the CR or

6PROJECT PLANNING, REPORTING AND COMPLETION
Client’s Representatives. This has been common for the owner for appointing the architect in this
position.

7PROJECT PLANNING, REPORTING AND COMPLETION
DMC or Design-build or design-and-construct contract:
For SAHMRI, it is helpful to communicate in an instantaneous manner. Thus they can make
effective communication with instantaneous speeds. This involves the overall method that develops
the schedule of the project (Harrison and Lock 2017).
Ways to mitigate changes in contract types:
There is the probability of priding the steps that are helpful for the project managers with
effective management of contractors.
Contract planning:
For starting with the contract of the proper way, this is needed to reserve sufficient time or
preparing the process of contracting.
Contractor selection:
This involves the documentation of the employees and companies with good references of
previous tasks. Then, there is company structure and prices.
Contract administration:
Then, they should be assuming that sufficient planning is needed to be done. Here, the project
managers must be following the performance of the contractors nearly. This can be compared to
various contractual requirements (Burtonshaw-Gunn 2017).
1.2. Types of contracts to be recommended for the project:
The different contract types recommended for the project of SAHMRI include the following.
 The fixed cost along with financial price adjustment

8PROJECT PLANNING, REPORTING AND COMPLETION
 Specific price fee of incentive
 The particular fixed price
2. Part B: Project Pre-Planning (Module 4)
2.1. Analyzing the primary concerns required to address before starting the construction:
They are identified below.
Changing scope:
It is one of the greatest issues for construction project management. This arises due to the
lack of defined goals.
No Accountability:
This generates the problems for construction project management due to lacking
accountability. Here, the project managers are liable to lay out the aims of projects and then
assigning them (Shen et al. 2015).
Lack of Risk Management:
It is vital for SAHMRI as their risks are higher. It is much more costly than before.
Stakeholder Indifference:
It can kill the projects. This is the lack of stakeholder participation as a common challenge in
the sector of constriction project management. As the stakeholders have been indifferent to the
activities at the site, they result in delays and reworks. Here, one of the simplest manners for
construction project management can be done with the help of the software of construction
management (Qazi et al. 2016). For instance, eSUB’s mobile-first, project management based on

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clouds has been focusing on the necessity of subcontractors. Through capturing the data in the area
of the initiating tasks, the software can bridge the space present between the office and the area. This
is helpful to provide visibility to job site tasks.
2.2. Evaluating the effective approach to meet-on-time delivery of the project:
The different closing points helpful for delivering the projects successfully are provided
below.
 Articulating the primary learning prior to closing the project and use the learning for further
usage.
 Keeping the primary stakeholders informed and found the buy-in as necessary.
 Reviewing the progress of the project and initiative proper activities very fast for stopping
the projects from failing.
 Assuring the team members with sufficient data for undertaking the tasks and making them
be accountable.
 Getting clear project requirements to possess a simple analysis of the requirements
 Have an eye on the detailing regarding risks, communications, issues, tasks and
requirements.
For instance, kick-off projects can be used. This can be used through high quality and low costs.
All the team members, vendors, customers must be informed and must be made aware of the
expectations regarding the time when a particular task can start. Next, the time of performances and
the time of completion and information to be kept upgraded like deliverable, documents, costs and
timesheets are to be included (Martínez-Rojas, Marín and Vila 2015).

10PROJECT PLANNING, REPORTING AND COMPLETION
2.3. Type of cost breakdown projects costs:
Task Name Duration Start Finish
Baseline schedule for SAHMRI's
project
1 day Mon 4/1/19 Mon 4/1/19
Schedule management for
SAHMRI's project
6 days Tue 4/2/19 Tue 4/9/19
Creating Contingency Plans 4 days Wed 4/10/19 Mon 4/15/19
Communicating & Collaborating 4 days Tue 4/16/19 Fri 4/19/19
Monitoring & Documenting
Progress
6 days Mon 4/22/19 Mon 4/29/19
Schedule management of
different scope changes
2 days Tue 4/30/19 Wed 5/1/19
Approval of Schedule Milestones 6 days Thu 5/2/19 Thu 5/9/19
Figure 1: “Gantt Chart for the construction project at SAHMRI”
(Source: Created by Author)

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0
Project planning,
reporting and
completion for
construction project of
SAHMRI
1
Baseline schedule for
SAHMRI's project
2
Schedule management
for SAHMRI's project
3
Creating Contingency
Plans
4
Communicating &
Collaborating
5
Monitoring &
Documenting Progress
6
Schedule management
of different scope
changes
7
Approval of Schedule
Milestones
29d 0%
4/1/19 5/9/19
1d 0%
4/1/19 4/1/19
6d 0%
4/2/19 4/9/19
4d 0%
4/10/19 4/15/19
4d 0%
4/16/19 4/19/19
6d 0%
4/22/19 4/29/19 2d 0%
4/30/19 5/1/19
6d 0%
5/2/19 5/9/19
Figure 2: “Work Breakdown Structure of construction project at SAHMRI”
(Source: Created by Author)
Firstly, there must be variable costs. This change during the life-cycle of the projects and
they have longer duration and span for various years. In 1987, the Channel or Euro Tunnel project
started. As the construction was going on, there were many variable costs like labour rates and fuel
costs. Again for SAHMRI, the fixed costs never alter across the project’s life-cycle. Here, for
instance, as one is constructing the roads, the bulldozers and excavators are the fixed expenses
(Ogunde et al. 2017).
2.4. Levels of details for the WBS:
The first level is the project summary WBS. This summarizes the complete project and
comprises of work definition with three levels. It has been serving as the beginning for the
contractors in developing the individual WBS that is contract specific. Secondly, there is a contractor
WBS. It is created through distinct project contractors on the basis of contract tasks. They are liable
for extending the summary of the projects. Further, it has been based on the deliverables and scopes
that have been in contract (Mok, Shen and Yang 2015).

12PROJECT PLANNING, REPORTING AND COMPLETION
3. Part C: Controlling Communication
3.1. Developing a communication management plan providing the proper status of the project
for stakeholders:
The project manager needs to be a more structured approach for communications. The
models of communications have consisted of three sections. The first one is the sender, message and
the receiver. Here, all the messages are to be encoded by the senders. They must be transmitted to
the receiver and then it should be decoded. However, there can be various noise factors in the
models like language, cultural effects, receiver educations and the manner in which the message can
be decoded by receivers. The necessities of communication and information of the stakeholders are
to be considered for planning the process of communication (Ferrada et al. 2016). The concise and
clear communications need the handling of communications in a structured manner and then go for
the most effective kind of communication for the case. The first one is the formal written. This can
be utilized as there are complicated issues, regarding the project management planning for the
communications, memos, and charters on longer distances. The next one is formal verbal utilized
during speeches and presentations. This is used for the emails, notes that are handwritten, instant
messaging and text messages. The last one is the informal verbal that is utilized for the conversations
and meetings (Oppong, Chan and Dansoh 2017).
Regarding the communication technology, the planning of the communications includes the
finding of how to make communications with every item. Here, the communication have been taking
place as far as face-to-face interactions. This has been occurring through emails, emails, faxes and
telephones. This can be done through in-person o virtual meetings (Siew 2016). Besides, it can occur
through internet-based and intranet-based forums regarding information. Here, the various means of
communications are coined as communication technology.

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3.2. Demonstrating how to use the reports for denoting the expectations of stakeholders:
Expectations of stakeholders:
This needs proactive actions originating from the project managers. This is to undertake the
feeling of stakeholders needing and concerns for the things concerned. Here, the efforts of managing
the expectations of stakeholders have been permitting the channels of communications for an
opening between the project managers and stakeholders. Thus the stakeholders have been informing
the project managers to be potential risks, modifications and additional related data (Halpin, Lucko
and Senior 2017).
Besides, the attention of the stakeholders requires managing the expectations as the tasks are
done. It helps in creating trusts, conflicts, securing issues, resolving conflicts and then rise the
belongingness of the stakeholder of the projects (Batselier and Vanhoucke 2015). Here, the project
manager of SAHMRI can view the project documents like issue logs, management plans of
communications, the strategy of stakeholder management, stakeholder register.
3.3. Analyzing the level of detail needed for regularly making stakeholder reports:
Various kinds of performance reports include the status report. It is the present performance
of the process against the baseline of performance measurement. Next, the progress report
demonstrates the overall task done. After that, the trend report has been helpful to determine whether
it has been downward or upward. (Heigermoser et al. 2019)
The project managers of SAHMRI construction must be spending time in the prior stages of
the project. This is to determine every stakeholder and undertake a structured approach for
communications. This must be done by designing the management plan of communications. While
planning communications, very techniques are useful. The first one is the matrix of stakeholder
engagement analysis. This displays the desired and current engagement levels of stakeholders. Thus

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it helps in identifying the requirements of communications. Lastly, there is a style assessment of
communications. This involves the analysis of the stakeholder communication style. This is useful to
tailor the communications (Migliaccio and Holm 2018).
4. Part D: Project Close-out:
4.1. Explaining the role each of the following elements in the close-out of your project:
Project acceptance:
Accepting the construction task is the ultimate and vital phase for construction. This denotes
the ending of the project. It involves the transferring of the project ownership, starting of insurances
and guarantee periods. Here, two kinds of acceptances are present. The first one is provisional
having reservations. Then, there is the ultimate of the one without reservations (Zuo et al. 2018). As
the acceptance is accompanied through the various list of reservations or provisional acceptance.
Here, the client has been laying half of the cost. Further, the project manager has been repairing the
harms having restricted time period.
Contract close-out:
For SAHMRI, this might take place, as the contract has met every term of the administrative
activities and contracts that are finished. Here, all the disputes get settled and the ultimate payment is
made. It also involves every action of administrations that are required contractually. This includes
royalties, patents, security and property.
Document turnover and archiving:
This closeout time has been varying as per the project. Here, the processing time has been
raging from about two to twenty months. For SAHMRI, this has been involving various elements

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like roof warranty, inspection reports, maintenance and operation manuals and agreements of
maintenance (Chin and Hamid 2015).
Team performance appraisal:
For SAHMRI, the team performance appraisal has been analyzing the teamwork
performances over organizational performances. It has been ranging from identification of
performances of individuals and the contribution to the results. This is for the analysis of the
performance of the organization. As the performance of the SAHMRI is assessed, no distinct
appraisal are finished and the people never gain the ratings of performances.
Team reassignment or demobilisation schedule:
The demobilization indicates to the return and release of the resources. These are never
required anymore. This can happen at any time after or during the incident (Mubarak 2015.).
Further, the planning of demobilisation is helpful for assuring the secured, maintained, effective and
the process of cost-effective release. For the team reassignment, it involves eliminating wastes and
eradicating the legal and effective fiscal effects.
4.2. Assessing the ways to coordinate the components of the lessons learnt:
The various ways of coordinating the elements of the lessons learnt involve quality
management and budget estimation (Iqbal et al. 2015). Then the schedule is to be structured properly
and the work breakdown structure is to be determined. Then the deliverables are to be framed proper
along with the critical success factors.

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Conclusion:
The above study is helpful to assess SAHMRI’s construction sector, environment and market
critically. This is to determine the critical aspects affecting the process of global project
management. It includes practicing the market particularly and creates the strategies for denoting the
sectorial specificities. Then the study is helpful to understand the application of tools of project
management and the techniques under a wide range of the situations of complex construction project
management. Ultimately, the discussion is helpful to investigate the contractual agreements the role
of the project costs. Further, it must be reminded that the plan of communication management has to
document how the project manager has been managing and controls of communications. Here, the
necessities of the stakeholders have been addressed. The plan of communication has to become a
part of the plan of project management.

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References:
Batselier, J. and Vanhoucke, M., 2015. Construction and evaluation framework for a real-life project
database. International Journal of Project Management, 33(3), pp.697-710.
Burtonshaw-Gunn, S.A., 2017. Risk and financial management in construction. Routledge.
Chin, L.S. and Hamid, A.R.A., 2015. The practice of time management on construction project.
Procedia Engineering, 125, pp.32-39.
Ferrada, X., Núñez, D., Neyem, A., Serpell, A. and Sepúlveda, M., 2016. A lessons-learned system
for construction project management: a preliminary application. Procedia-Social and Behavioral
Sciences, 226, pp.302-309.
Halpin, D.W., Lucko, G. and Senior, B.A., 2017. Construction management. John Wiley & Sons.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
Heigermoser, D., de Soto, B.G., Abbott, E.L.S. and Chua, D.K.H., 2019. BIM-based Last Planner
System tool for improving construction project management. Automation in Construction, 104,
pp.246-254.
Iqbal, S., Choudhry, R.M., Holschemacher, K., Ali, A. and Tamošaitienė, J., 2015. Risk
management in construction projects. Technological and Economic Development of Economy, 21(1),
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Martínez-Rojas, M., Marín, N. and Vila, M.A., 2015. The role of information technologies to
address data handling in construction project management. Journal of Computing in Civil
Engineering, 30(4), p.04015064.

18PROJECT PLANNING, REPORTING AND COMPLETION
Migliaccio, G.C. and Holm, L., 2018. Introduction to Construction Project Engineering. Routledge.
Mok, K.Y., Shen, G.Q. and Yang, J., 2015. Stakeholder management studies in mega construction
projects: A review and future directions. International Journal of Project Management, 33(2),
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Mubarak, S.A., 2015. Construction project scheduling and control. John Wiley & Sons.
Ogunde, A., Olaolu, O., Afolabi, A.O., Owolabi, J. and Ojelabi, R.A., 2017. Challenges confronting
construction project management system for sustainable construction in developing countries:
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Oppong, G.D., Chan, A.P. and Dansoh, A., 2017. A review of stakeholder management performance
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management. John Wiley & Sons.
Shen, Y., Tuuli, M.M., Xia, B., Koh, T.Y. and Rowlinson, S., 2015. Toward a model for forming
psychological safety climate in construction project management. International journal of project
management, 33(1), pp.223-235.
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