This report discusses project planning, reporting, and completion in the construction industry, with a case study of the South Australian Health and Medical Research Institute. It covers various types of contracts, pre-planning considerations, communication methods, and project close-out.
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Running head:PROJECT PLANNING, REPORTING AND COMPLETION Project planning, reporting and completion (South Australian Health and Medical Research Institute) Name of the student: Name of the university: Author Note
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1PROJECT PLANNING, REPORTING AND COMPLETION Executive summary The project manager has different roles in the sector of constructions. This has included the planning and time management. This has been helpful to ensure that projects get completed under particular frames of time. For evaluating the activities more effectively, the construction project management ofSouth Australian Health and Medical Research Institute is chosen in the report as the case study. Apart from this, various types of contracts in the projects are discussed in the study. Additionally, the pre-planning of the project is evaluated. Then, various methods to make communication is been investigated in the study along with a description of the closeout of the present project.
2PROJECT PLANNING, REPORTING AND COMPLETION Table of Contents Introduction:..........................................................................................................................................3 1. Discussion on the project contracts:..................................................................................................3 1.1. Legal concerns and various advantages of various expected experiences through the projects:3 1.2. Contracts recommended for the projects:...................................................................................5 2. Discussion on project pre-planning:..................................................................................................6 2.1. Assessing the main concerns needed to be indicated prior to beginning the construction of SAHMRI:...........................................................................................................................................6 2.2. Analyzing the smartest approach for meeting the on-time-delivery for SAHMRI’s construction project:..........................................................................................................................7 2.3. Cost breakdown to be used:........................................................................................................7 2.4. Levels of details for the present Work Breakdown Structure:...................................................8 3. Analyzing the ways of Controlling Communication:......................................................................11 3.1. The development of the plan of communication management to deliver a suitable status for the stakeholders of SAHMRI:.........................................................................................................11 3.2. Evaluation of how to use the reports to denote the stakeholder expectations:.........................12 3.3. Investigation of the details of levels for making the reports of stakeholders regularly:...........12 4. Investigating project close-out:........................................................................................................13 4.1. Discussion on the roles of various elements during the project close-out:...............................13 4.2. Analyzing the methods of coordinating with the components of the understandings:.............15 Conclusion:..........................................................................................................................................15 References:..........................................................................................................................................16
3PROJECT PLANNING, REPORTING AND COMPLETION Introduction: Theprojectmanagerhasvariousrolesintheareaofconstruction.Itinvolvestime management and planning. It is useful to assure that the projects are finished under specific set timeframes. To understand the activity better, the case study of SAHMRI or “South Australian Health and Medical Research Institute” is chosen. In this report, at first different kinds of contracts in projects are demonstrated. Next, the pre- planning of the project is discussed. Apart from this, the ways in which communication is sustained is investigated in the paper. Ultimately, the study makes a demonstration on the project closeout. 1. Discussion on the project contracts: 1.1. Legal concerns and various advantages of various expected experiences through the projects: Different stipulated and lump-sum contracts: For this, the cost-plus-fee is required to be implemented. Under the contract, SAHMRI must provide permission to pay the contractors for different incurred costs. Apart from this, it has includes the agreed-upon fees, with a specific amount of the fees (Sears et al., 2015). Contracts that are the cost of work plus fee: The costs have included labours and materials. It has consisted of the costs that can be incurred in the entire activity. Further, SAHMRI has been found to be preferring the contracts. This comprises of the expenses meeting the flexibility to undertake modifications as the project makes developments (Zheng et al., 2016). Nevertheless, as the business shows any lack of experience under the construction project, a strong budget must be implemented. This must be better off with different
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4PROJECT PLANNING, REPORTING AND COMPLETION prices that are lump-sum. The reason is that there are different unavoidable uncertainties about the ultimate cost of the project. This is priced through the base of the cost-plus. The expense of the work plus fee having the contract of GMP or guaranteed maximum price: Here, the contractors have been tendering the greater cost of the current project. Thus, they have been pricing the risks that are to be considered. In this way, they are accepted to the client in terms of the certainty priority. Here, for example, as any client acquires any specific available fund, the expense can never get exceeded (Saunders et al., 2017). However, the client has been found to be requesting for extra expenses and then the scope of working evolves. At this situation, the contract has been delivered with the expense to be raised. Similarly, as the activity is neglected, the expense can also be decreased. Instead of the word the “GMP”, the clients should be assured that they acquire enough quantity of contingency. Contract of CM or construction management: The creator of SAHMRI is responsible for engaging the sub-contracts. Thus they can direct the tasks. It has been providing the owners with a different type of warranties to the working quality. Under the specific contracts of management of construction, here are denoted third-party for the representatives of clients (Grover & Froese, 2016). Design-build or design-and-construct contract: In the present situation, this has been useful for communicating in an instantaneous way. In this way, they are able to be effectively making communication having a quick pace. Moreover, it has included the entire process to develop the project schedule.
5PROJECT PLANNING, REPORTING AND COMPLETION Manners for eradicating the changes under contract kinds: In the following demonstration, there should be providing of various phases. This must be useful for project management in effectively managing the contractors (Martínez-Rojas, Marín & Vila, 2015). Contract planning: In starting the contract in a proper manner, there is the necessity of reserving enough time and prepare the contracting methods. Contractor selection: In this way, it has been including the documentation of the companies and employees having smart references of prior activities (Igwe, Nasiri & Hammad, 2017). Contract administration: Thus, one can be assumed that enough planning is required to be performed. At this case, the project managers should be following the activity of the contractors very nearly. It can be compared to different contractual requirements. 1.2. Contracts recommended for the projects: Here, various types of contractors for SAHMRI’s project has been involving the following. Specific fixed price Particular price fee regarding incentive Specific expense and adjustment of economic price.
6PROJECT PLANNING, REPORTING AND COMPLETION 2. Discussion on project pre-planning: 2.1. Assessing the main concerns needed to be indicated prior to beginning the construction of SAHMRI: These are demonstrated below. Changing of scope: This is one of the essential concerns for the current project. It has been arising because of the lack of goals defined. No amount of accountability: It has been generating issues for managing a construction project. This is because of the lack of accountabilities. Here, the managers are responsible for laying out of the project aims and for assigning that (Siew, 2016). Lack of risk management: This is important for the current projects as the risks goes bigger. This is much more expensive than before. Stakeholder Indifference: This can harm the projects. Here, the lack of participation of stakeholders is a common issue for SAHMRI. Since the stakeholders have been indifferent to the tasks at the site; they have been resulting in reworks and delays. Apart from this, an important concern for the construction project management can be performed through the construction management software. Here, for example, the case of “eSUBs’s mobile-first”, the project management has been on the basis of clouds (Halpin, Lucko & Senior, 2017). This is to concentrate on the needs of subcontractors. It can be done by
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7PROJECT PLANNING, REPORTING AND COMPLETION collecting the data in the sectors of initiating activities. Here, the software is able to bridge the gaps between the area and office. It is useful for providing the visibility of the tasks at the job site (Brioso, 2015). 2.2.Analyzingthesmartestapproachformeetingtheon-time-deliveryforSAHMRI’s construction project: These are listed below. Here, the points of closing are useful to provide the projects in a successful manner. Here, the articulation of the main learning before finishing and using the learning for future usage must be performed. Placing the main stakeholder informed and must be found under the buy-in as needed. A review of the project progress must be done for the project with suitable tasks. This s to halt the projects to get failed (Dykstra, 2018). Ensuring the team members having proper information is helpful to undertake the activities and turn into accountable. Receiving clear project requirements for the simple analysis of the necessities. Getting an eye on the details of the risks, tasks, issues, communications and the necessities. 2.3. Cost breakdown to be used: Here, for example, various kick-off projects can be utilized. It can be used for low costs and high qualities. Here, all the team members, customers and vendor has been informed and should be aware of the various expectations. This must be regarding the time any specific task can begin. Further, the time of performances and completion time and data is to be laced under the timesheets, expenses, documents and deliverables that are to be involved (Ulhaq et al., 2017).
8PROJECT PLANNING, REPORTING AND COMPLETION Apart from this, there should be variable expenses. Further, the change in the project life-cycle has never consisted of the longer duration and time of different years. For instance, the channel or euro Tunnel project started. Since the construction has been taking place, there have been various costs of variables such as rates of labours and costs for fuels (Dave et al., 2016). Further, for SAHMRI, the particular expenses have been altering around the life-cycle of the project. Again, for example, whenever roads are constructed, the excavators and the bulldozers are the particular costs. 2.4. Levels of details for the present Work Breakdown Structure: Task NameDurationStartFinishPredecessors Schedule of baseline for the constructionprojectof SAHMRI 2 daysThu 5/9/19Fri 5/10/19 Managingschedulefor SAHMRI'sconstruction project 5 daysMon 5/13/19Fri 5/17/191 Developingvarious contingency plans 5 daysMon 5/20/19Fri 5/24/192 Makingcommunication and collaboration 5 daysMon 5/27/19Fri 5/31/193 Budgeting and forecasting4 daysMon 6/3/19Thu 6/6/194 Budgetingandbusiness4 daysFri 6/7/19Wed 6/12/195
9PROJECT PLANNING, REPORTING AND COMPLETION planning Management leadership5 daysThu 6/13/19Wed 6/19/196 Risk management6 daysThu 6/20/19Thu 6/27/197 Controllingand documentingtheoverall progress 6 daysFri 6/28/19Fri 7/5/198 Schedulemanagementof varioustypesofscope modifications 4 daysMon 7/8/19Thu 7/11/199 Approvaloftheschedule milestones 2 daysFri 7/12/19Mon 7/15/1910 Figure 1: “Gantt chart for the current project” (Source: Created by Author)
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10PROJECT PLANNING, REPORTING AND COMPLETION 0 Project planning, reporting and completion of construction management of SAHMRI 1 Schedule of baseline for the construction project of SAHMRI 2 Managing schedule for SAHMRI's construction project 3 Developing various contingency plans 4 Making communication and collaboration 5 Budgeting and forecasting 6 Budgeting and business planning 7 Management leadership 8 Risk management 9 Controlling and documenting the overall progress 10 Schedule management of various types of scope modifications 11 Approval of the schedule milestones 0 1234567891 01 1 48 days0% 5/9/197/15/19 2 days0% 5/9/195/10/19 5 days0% 5/13/195/17/19 5 days0% 5/20/195/24/19 5 days0% 5/27/195/31/19 4 days0% 6/3/196/6/19 4 days0% 6/7/196/12/19 5 days0% 6/13/196/19/19 6 days0% 6/20/196/27/19 6 days0% 6/28/197/5/19 4 days0% 7/8/197/11/19 2 days0% 7/12/197/15/19 Figure 2: “WBS for the current project” (Source: Created by Author)
11PROJECT PLANNING, REPORTING AND COMPLETION Here, the initial level is WBS’s project summary. It has been summarizing the total project and consisting of the definition of the works under three levels. They have been serving as the contractors to develop the distinct WBS which is contract specific. Next, there are the contractors of the Work Break Down Structure (Demirkesen & Ozorhon, 2017). This is developed through different contractors of the projects n the basis of the tasks of contracts. Thus, it has been based on the scopes and deliverables that are present in the contract. 3. Analyzing the ways of Controlling Communication: 3.1. The development of the plan of communication management to deliver a suitable status for the stakeholders of SAHMRI: Here, the project manager has required to become a more structured approach regarding communication. Here, the communication models are comprised of three sections. Here, firstly the receiver, message and the sender are to be determined. All the messages are been encoded by various senders. It is needed to be transmitted to receivers and is required to be decoded (Mubarak, 2015). Apart from this, there are different factors of noises such as receiver educations, cultural impacts and languages and the ways in which the message can get decoded by the help of receivers. Moreover, the requirements of information and communication of the stakeholders are to be considered to pan the combination process. Further, the clear and concise communications require controllingthecommunicationsinstructuredwayandmovefortheimpactfultypesof communication in the case. Here, initially, the formal written document is to be considered. This is used during complicacy about the planning of the project planning, charters, and memos for prolonged distances (Zhou, Goh & Li, 2015). Further, the following one is the verbal format. This can be used for presentations and speeches. It can be utilized for notes and emails that are
12PROJECT PLANNING, REPORTING AND COMPLETION handwritten with text messages and instant messaging. Next, the ultimate one of the informal verbal used for meetings and conversations. Nonetheless, the communication technology the plan of the communication involves the finding of how to make communications with all the items. Moreover, the communication is occurring as per the face-to-face type of interactions. Besides, the telephones, faxes, emails are also considered here. It is performed through the virtual meetings of in-person. Then, it has been happening with the help of intranet-based and internet-based forums about the information. Again, different ways of communications are been termed as communication technology (Migliaccio & Holm, 2018). 3.2. Evaluation of how to use the reports to denote the stakeholder expectations: It has required a proactive measure that should come from the project managers. It has been undertaking the feeling of stakeholder necessities and issue for various things concerned. Thus, the impacts on controlling the stakeholder expectations of SAHMRI. In this way, the stakeholders are found to be informing the project managers about the extra relevant information, modifications and potential risks. Apart from this, the stakeholder attention has required the controlling of various expectations whenever the tasks are fund to be done. In this manner it can develop the resolving conflicts, securingconcerns,conflictsanddevelopmentoftrusts.Thishasbeenhelpfultoraisethe belongingness of the project stakeholders. Moreover, the project managers have been viewing the documents of projects such as issue logs, plan of managing communications, the strategy of stakeholder management along with a register of stakeholders (Książek et al., 2015).
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13PROJECT PLANNING, REPORTING AND COMPLETION 3.3. Investigation of the details of levels for making the reports of stakeholders regularly: Different types of reports of performances have involved the report of status. This has been the current performance of the process against the performance measurement baseline. Then, the progress report has been highlighting the entire task to be performed. Again, the report is useful or determined whether this has been upward or downward. Apart from this, the project managers have been found to be spending time at the previous stages of the current project of SAHMRI. It is found that all the stakeholders been undertaking a structured measure regarding communications. It can be performed by developing a communication management plan. In this way through planning communications, the techniques are helpful. Then, the initial one of the stakeholder matrix engagement analysis. It has been showing the current and desiredengagementstakeholderlevels.Inthisway,ithasbeenhelpfultodeterminethe communication of requirements. At last, there are style analyses of communication. It has included analyses of the style of stakeholder communication. It has helped tailor communications. 4. Investigating project close-out: 4.1. Discussion on the roles of various elements during the project close-out: Project acceptance: The acceptance of the task of construction is the vital and ultimate phase for construction. It refers to the project ending and includes the transferring of the project owners with guaranteeing periods and beginning the insurances. It is seen that a couple of acceptances has been present. Here, the initial one is the provision to have reservations. Next, there is the last one without the reservations. Further, since the acceptance, it accompanies with a different list of provisional acceptanceandreservations.Sincethisisdonethroughadifferentlistofreservationsand
14PROJECT PLANNING, REPORTING AND COMPLETION provisional acceptance. Further, the client has been given the laying off half of the expense. Apart from this, the project manager has needed the repairing of harms to get restricted to a time schedule. Close out of the contract: For SAHMRI, it has been occurring as the contact has been meeting all the terms of administrative tasks. Further, the contracts are found to be ended. Moreover, every all the disputes getting settled and the final payment is made. This has been including all the activities of administrations that are needed in a contractual manner. It involves the properties, securities, patents and royalties. Turnover of document and archiving: Here, the time of closeout has been varying according to the project. Apart from this time of processing has been ranging from about 2 to 20 months. In the current project, it has included different aspects such as reports of inspections, operation manuals, maintenance agreements, roof warranty (Clevenger et al., 2017). Appraisal of team performances: In the current project, the appraisal of team performances is analyzed with the performances of team works on organizational performances. This has ranged from determining of performance of peopleandcontributiontowardsthoseoutcomes.Itanalyzesorganizationalperformances (Olafsdottir et al., 2019). Since the performance of SAGMRI is analyzed, there has been different appraisal to be ended and people are never found to achieve the performance ratings. Demobilization schedule and team reassignment:
15PROJECT PLANNING, REPORTING AND COMPLETION It has been indicating the release and return of resources. This is never needed further. Besides, the planning of demobilization is useful to assure the maintained, secured and effective and cost-effective release. 4.2. Analyzing the methods of coordinating with the components of the understandings: As the schedule is properly structured, the WBS is needed to be developed. Next, the different deliverables are required to be framed with the CSFs of critical success factors (Oppong, Chan & Dansoh, 2017). Conclusion: The report helps in analyzing the construction sector project management of SAGMRI. This also effectively evaluates its market and environment in a critical manner. It has been useful to find the complicated aspects that have been putting the overall measures of global project management. Here, the study is useful to know the implementation of tools of the techniques and project management. This is within the broad range of complicated project management. Apart from this, the demonstration helps in evaluating the contractual roles of the cost of projects. Further, the report has effectively addressed the stakeholder necessities. Besides, the communication plan has also turned into an integral part of the project management’s plan.
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16PROJECT PLANNING, REPORTING AND COMPLETION References: Brioso, X. (2015). Integrating ISO 21500 guidance on project management, lean construction and PMBOK.Procedia Engineering,123, 76-84. Clevenger, C. M., Brothers, H., Abdallah, M., & Wolf, K. (2017). Initial assessment of a newly launched interdisciplinary construction engineering management graduate program.Journal of Professional Issues in Engineering Education and Practice,143(3), 04017001. Dave, B., Kubler, S., Främling, K., & Koskela, L. (2016). Opportunities for enhanced lean construction management using Internet of Things standards.Automation in construction,61, 86-97. Demirkesen, S., & Ozorhon, B. (2017). Measuring project management performance: Case of construction industry.Engineering Management Journal,29(4), 258-277. Dykstra, A. (2018).Construction project management: A complete introduction. Kirshner Publishing Company. Grover, R., & Froese, T. M. (2016). Knowledge management in construction using a SocioBIM platform: A case study of AYO smart home project.Procedia Engineering,145, 1283-1290. Halpin, D. W., Lucko, G., & Senior, B. A. (2017).Construction management. John Wiley & Sons. Igwe, C., Nasiri, F., & Hammad, A. (2017). Evaluating the Impact of Buildability Assessment and Value Management on Construction Project Delivery.Methodology,2, 2.
17PROJECT PLANNING, REPORTING AND COMPLETION Książek, M. V., Nowak, P. O., Kivrak, S., Rosłon, J. H., & Ustinovichius, L. (2015). Computer- aided decision-making in construction project development.Journal of civil engineering and management,21(2), 248-259. Martínez-Rojas, M., Marín, N., & 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), 04015064. Migliaccio, G. C., & Holm, L. (2018).Introduction to Construction Project Engineering. Routledge. Mubarak, S. A. (2015).Construction project scheduling and control. John Wiley & Sons. Olafsdottir, A. H., Sverdrup, H., Stefansson, G., & Ingason, H. T. (2019). Using system dynamics to better understand quality management in the construction industry.International Journal of Productivity and Quality Management,26(2), 223-245. Oppong,G. D., Chan,A. P., &Dansoh, A.(2017). Areviewofstakeholdermanagement performance attributes in construction projects.International journal of project management, 35(6), 1037-1051. Saunders, P., Gharaie, E., Chester, A., & Leahy, C. (2017). Improving the student experience with learning analytics in construction project management courses.EPiC Series in Education Science,1, 505-515. Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015).Construction project management. John Wiley & Sons. Siew, R. Y. J. (2016). Integrating sustainability into construction project portfolio management. KSCE Journal of Civil Engineering,20(1), 101-108.
18PROJECT PLANNING, REPORTING AND COMPLETION Ulhaq, I., Khalfan, M. M., Maqsood, T., & Le, T. (2017). Development of a conceptual framework for knowledge management within construction project supply chain.International Journal of Knowledge Management Studies,8(3-4), 191-209. Zheng, X., Le, Y., Chan, A. P., Hu, Y., & Li, Y. (2016). Review of the application of social network analysis (SNA) in construction project management research.International journal of project management,34(7), 1214-1225. Zhou, Z., Goh, Y. M., & Li, Q. (2015). Overview and analysis of safety management studies in the construction industry.Safety science,72, 337-350.