Quality and Performance Evaluation of a Tank Repair Project

The project involves the repair of three tanks using a top-down budget approach with a total value of $21,920. The quality management plan ensures that the required standards are maintained during implementation and delivery of the final output. A performance evaluation summary table will be used to evaluate the project's inputs, outputs, processes, and impact. The project closure checklist will guide the process of closing the project after completion of the tanks.

Project plan 1
PROJECT WORKS IMPLEMENTATION, MANAGEMENT, EVALUATION AND
CLOSURE
Submitted by
Affiliation
Supervisor’s name

Project plan 2
Date of submission
1.0. Introduction
The plan represents methods and processes that will be employed in managing repair works of
several petroleum tanks in Western Australia. It outlines the implementation, management,
project performance evaluation and closure.
2.0. Implementation plan
The plan shows the activities, processes and functions that define the project works. It provides
the boundaries used to implement the project.
2.1. Project purpose and business case
The purpose is to plan and manage a project to bring the Western Australia storage facility up to
the required standards. The business case is repair works to be completed to reduce
environmental fines and optimize availability of fuel in all locations. The project is scheduled to
be completed within a period of three months. The 30% of company unleaded petrol storage is
on collapse in Western Australia. Large tank in Western Australia is 50 years old and outdated in
design. The company is spending $20000 per month for environmental linkages of petroleum
products.
2.2. Assumptions and constraints
The budget and time will provide constraints for the project (Burke, 2013). The project need to
be performed within budget and completed on time to avoid further fines. The assumption of the
project is that it will not be affected with government changes in legislations and policies.
2.3. Management overview
The project will employ a collaborative management approach. The approach will enhance sense
of ownership and increase sustainability of the project of all stakeholders (Hedman, 2013). The
project will employ a project matrix organization structure that it will outline a participative
approach and complexity of operations. Project team selected will be deployed according to

Project plan 3
skills, competency and knowledge towards the attributes of the project. Table 2 shows a
summary of points of contact.
Table 2 Points of contact
Job holder Role in project Attributes/skills Contact no.
Risk evaluator Evaluate and create risk
management plan
Qualitative and
quantitative skilled
investigator
Health, safety and
environmental
manager
Provide guidance on
compliance matters
Knowledgeable with
acts and legislation of
the country
Terminal manager Implement and execute
functions within the project
Administrative and
operative skilled
Water engineer Provide guidance on
installation and design of
the various tanks
Skilled and
knowledgeable on water
related functions
Mechanical
engineer
Help in design and joinery
metallic functions
Experienced metallic
engineer
Project manager Provide leadership in the
execution of the project
Skills in managing
projects
Quality surveyor Guide in measurement
analysis of equipment’s and
tools
Skilled in numeracy and
measurements
Technical plumber With technical skills in
implementing water tanks
and pipes
Technical skills
The project manager will employ a democratic type of leadership that will allow all parties to
effectively participate in operations of the project.

Project plan 4
2.4. Major tasks
They represent the key deliverables to be achieved by the project (Bello, 2016). Both tanks have
specific requirements that will need to be accomplished. The following are the key main
deliverables for implementing the project goal.
i. To repair tank 1 with a capacity of 1 million liters of unleaded petrol (ULP)
ii. To repair tank 2 with capacity of 3 million liters of unleaded petrol (ULP)
iii. To repair a tank 3 with capacity of 7 million liters of unleaded petrol (ULP)
2.5. Implementation schedule
It represents the methodology and tools employed to ensure tasks are executed. The schedule
includes use of Gantt chart and milestone schedule. Table 3 shows a milestone summary of how
activities would be implemented.
Table 3 Milestone summary
Project activities Commencement period
Designing and drafting project delivery plan Start on 12th October 2017
Sourcing for requirements and resources Two days after drafting the plan
Repair works for the 1 million liters ULP tank 1 week after sourcing
requirements
Setting up a 4 steel anchors required on top of tank for
working at heights
Starts on 23rd October 2017
Installing 4 steel patches averaging 2m2 in size One day after setting up steel
anchors
Cleaning and repainting the 1 million capacity tank After completion of installing 4
steel patches
Repairing of 3 million liters capacity ULP tank Two weeks after repairing first
tank

Project plan 5
Setting up a 4 steel anchors required on top of tank for
working at heights
Starts on 5th November 2017
Installing a 7 steel patches averaging 3m2 in size One day after setting steel anchors
Cleaning and repainting cleaning the 3 million capacity tank Completion of installing steel
patches
Repair of 7 million liters capacity ULP tank Four weeks after repairing tank
two
Setting up a 4 steel anchors required on top of tank for
working at heights
16th November 2017
Installing a 6 steel patches average1.5m2 in size 1 day after setting steel anchors
Replacement of main supply value with size 300mm
diameter stainless value
Two days after installing steel
patches
Cleaning and repainting cleaning the 7 million capacity tank After replacement of valve
Project evaluation and closure After completion all tank repairs
2.6. Acceptance and approval
Each phase of project activities will be subjected to client approval process. The project sponsor
and manager will need to sign at any respective stage.
Approval: The phase of the project has been completed as per required specifications and plan
Project manager…………………..….sign………………….date…………………….
Project sponsor……………………….sign……………….….date…………………….

Project plan 6
3.0. Management plan
3.1. Project approach
The project will managed based on project methodologies tools and techniques. It will follow a
project life cycle approach in its implementation. The methodology is suitable because it provide
a sequence in which activities are implemented (Burke, 2013). The weakness of the approach is
that it requires professional tools and knowledge to deliver it. Project management plan provides
several specific plans than can be used in management of the project.
Communication plan: Stakeholder analysis was done to identify individuals and institutions that
were affected by the project. A communication plan was factored to manage information needs
of each stakeholder (Hedman, 2013). Example of stakeholders of the project included: project
teams, state government, customers of fuels, HSE manager, and termination manager. Formal
and informal meetings were done with all stakeholders.
3.2. Communication plan
Part of the management is to ensure that information needs of individuals and institutions are
met. Stakeholder analysis will be done to establish the primary and secondary stakeholders of the
project. Example of stakeholders include: HSE manager, terminal manager, project manager,
customers, state government, fuel regulatory authorities and engineers. Proper means of
communicating information to the stakeholders will be employed.
3.3. Risk management
The implementation stage will be effective if risks of the project are mitigated fully. The team
identified two risks facing the project they include: the shape of the site is triangular which may
be difficult to implement and develop. The second risk is that there will be high flammable
vapors venting from the tanks. Proper methodology and design will be employed in order to
mitigate both risks.

Project plan 7
3.4. Time management plan
Time is a constraint in implementing a project. It needs to be managed and taken in
considerations. The project will factor in the required times to fill each of the tanks. For example
tank 1 will require 4-6 hours, tank 2 will take 8-10 hours, and tank 3 will take 18-20 hours. Time
for the project will be scheduled using Gantt chart and work breakdown structure. Both
approaches are suitable in scheduling but do require software’s in developing them (Bello,
2016). Figure 1 shows the Gantt chart and WBS of the project.

Project plan 8
Figure 1 WBS and Gantt chart
ID Task Name Duration Start Finish Predecessors
1 Designing and drafting project delivery plan 3 days Thu 10/12/17Mon 10/16/17
2 Sourcing for requirements and resources 2 days Fri 10/13/17 Mon 10/16/17
3 Repair works for the 1 million liters ULP tank 8 days Tue 10/17/17Thu 10/26/17 2
4 Setting up a 4 steel anchors required on top of tank
for working at heights
2 days Tue
10/17/17
Wed
10/18/17
2
5 Installing 4 steel patches averaging 2m2 in size 3 days Thu 10/19/17Mon 10/23/174
6 Cleaning and repainting the 1 million capacity tank 1 day Tue 10/24/17Tue 10/24/17 5
7 Repairing of 3 million liters capacity ULP tank 6 days Tue 10/17/17Tue 10/24/17 3
8 Setting up a 4 steel anchors required on top of tank
for working at heights
2 days Tue
10/17/17
Wed
10/18/17
2
9 Installing a 7 steel patches averaging 3m2 in size 3 days Thu 10/19/17Mon 10/23/178
10 Cleaning and repainting cleaning the 3 million
capacity tank
1 day Tue
10/24/17
Tue 10/24/17 9
11 Repair of 7 million liters capacity ULP tank 12 days Fri 10/13/17 Mon 10/30/177
12 Setting up a 4 steel anchors required on top of tank
for working at heights
2 days Tue
10/17/17
Wed
10/18/17
2
13 Installing a 6 steel patches average1.5m2 in size 4 days Thu 10/19/17Tue 10/24/17 12
14 Replacement of main supply value with size
300mm diameter stainless value
2 days Wed
10/25/17
Thu 10/26/17 13
15 Cleaning and repainting cleaning the 7 million
capacity tank
1 day Fri 10/27/17 Fri 10/27/17 14
16 Project evaluation and closure 1 day Mon 10/16/17Mon 10/16/1715
S M T W T F S S M T W T F S S M T W T F S S M T W
Oct 8, '17 Oct 15, '17 Oct 22, '17 Oct 29, '17

Project plan 9
3.5. Cost and resource management plan
Resources are important components in management of projects. To ensure that project
deliverables are achieved a clear estimate of resources need to be developed clearly showing
the required requirements (Bello, 2016). The project adopted top down approach budgeting to
identify specific requirements for the project. The approach is suitable when the exact value
of the work cannot be estimated accurately. The weakness is that it cannot be budgeted for at
the beginning of the project. Table 4 shows a summary of the top down budget for the
project.
Table 4 Top down budget
Element/item Unit price/cost $ Total value $
Hiring cranes (2months) 1440 hrs. 1hr=$20 2880
Salaries and wages - 6500
Patching materials assorted 2200
Pipes (variety) variety 3500
Steel materials 4500
Power - 200
Transport 560
Rubber materials assorted 230
Contingencies 1000
Paint (assorted) 150
Cleaning materials 200
Totals 21,920
Budget and cost assumptions include: the prices will not be affected by changes in scope and
economic conditions.
3.6. Quality management plan
The project will ensure that the required standards are maintained during implementation and
delivery of the final output. Quality management involves a process that ensures project
activities meet required standards and expectations. Quality approach employed will be
based on assurance and controls. Several tools and tools will be used to ensure quality is
controlled and maintained.

Project plan 10
Examples of quality tools and techniques
i. Value analysis-will is used to ensure that activities performed create value to the final
product. Unnecessary stoppages and unproductive activities will be eliminated
ii. Project audit and inspections- through a sampling technique audits and inspections
will be done to identify any faults that could occur after repairing the tanks.
iii. Project checklists-they will represent compliance list of requirements that will be
required to be met by the project. Activities and expectations will be shown on the
checklist in order to ensure that they are complied with. Table 3 shows a quality
checklist of the project that will be followed.
Table 3 Project quality checklists
No. Item Compliance Remarks
Yes No
1 Tanks were set as per plan
2 No linkages was reported
3 No damages were reported
4 All resources were utilized well
5 No variance in time
6 Legal conditions were met
7 Stakeholders were engaged
4.0. Project performance evaluation
Performance measurement and reporting is important in projects. It is critical for the
management to establish if project goals and objectives were achieved (Hedman, 2013). An
evaluation will be done before closure of the project to establish if the project was able to
meet its performance. The evaluation will be based on four elements which include: inputs,
outputs, impact, and processes. The evaluation will be based on the indicators provided for
each of the elements. The evaluation approach was chosen because it provides a
comprehensive analysis of all parts of the project. Although it is widely used there is a
problem in measuring accurately the indicators. Table 4 shows a performance evaluation
summary table.
Table 4 Performance evaluation summary

Project plan 11
Project elements Indicators for performance evaluation
Inputs -No of resources consumed
-% number of resources used
Outputs -level of performance in terms of quality
-No. of completed tasks
-No. of tanks repaired
Processes -% completed tasks
-No. of cases reported due to deficiency
Impact -reduced spillage of fuel
5.0. Project closure
The project closure is the last stage of the project life cycle (Burke, 2013). The project will be
closed after the three tanks have been completed (goals of the project). Before closure an
evaluation will be done and reported to the clients. If the client approves that the project has
met the required expectation then the process of the closure will take place. The project
manager role will change to become a termination manager. The termination manager will
then develop a project closure checklist to be used for the process. A project closure
checklist will provide guidance and steps for the closure process (Bello, 2016). The use of
checklist was used because it does not leave any activity or function during closure. Table 5
shows the project checklist for the project.
Table 5 Project closure checklist