Comprehensive Project Completion Report: AX Eagle Farm Relocation

This project completion report assesses the successful relocation of AX to Eagle Farm, highlighting achievements against project objectives, financial performance, quality standards, and team contributions. The report indicates that while the project successfully enhanced the company's brand i...Read More

PROJECT COMPLETION REPORT
Project title Version Date File name
AX Eagle Farm Relocation
Project
1.0 2nd May 2019 Project Completion Report
Project Sponsor Project Manager Project Client
Sponsor Name Project Manager Name Project Client name
Prepared by
Document owner(s) Project/organisation role
Ben Russell CEO
Ashok Tadulker General Manager – Project Management
Project Manager Name Project Manager
Document version control
Version Date Author Change description
1 2nd May
2019
Project Manager Document created – First draft
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TABLE OF CONTENTS
1 PROJECT MANAGER’S REPORT 3
2 REVIEW OF THE BUSINESS CASE 3
2.1 Benefits achieved to-date 3
2.2 Residual benefits expected 3
3 REVIEW OF PROJECT OBJECTIVES 3
4 REVIEW OF FINANCIAL PERFORMANCE 4
5 REVIEW OF PROJECT QUALITY PERFORMANCE 4
6 REVIEW OF TEAM PERFORMANCE 4
7 LESSONS LEARNED REPORT 4
8 REVIEW OF DELIVERABLES 6
9 DELIVERABLE HANDOVER SUMMARY 7
10 SUMMARY OF FOLLOW-ON ACTION RECOMMENDATIONS 7
11 PROJECT REVIEW SIGN OFF 9
12 References 10
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1 PROJECT MANAGER’S REPORT
The AX Eagle Farm Relocation project is completed successfully and all the project
deliverables are accepted by the project client and the project stakeholders. The new office
premise is designed as per the latest architectural and technical parameters and offers the
employees with utmost worker safety. All the project phases are executed and there are no
pending activities. There are also no open risks in any of the risk categories and types. The
defect report also shows that all the defects have been closed and handed by the members
of the project team. There were changes requested during the project timeline in terms of
scope changes, time changes, cost changes, and resource changes. The handling of these
changes was done with minimal impact on the project tasks and activities. The project team
succeeded in maintaining quality compliance throughout the project timeline.
2 REVIEW OF THE BUSINESS CASE
2.1 Benefits achieved to-date
There is increase in the revenues and customer base after the relocation of the AX office to
Eagle Farm. This is because the clients residing in the areas closer to the new office location
can now easily commute and interact with the business executives. There is also a
competitive edge that is observed in the market with successful relocation of the office. The
resources that were engaged with the project have also been able to enhance their
professional skills which are being utilized by the organization.
2.2 Residual benefits expected
The internal rate of return and the overall return on investment will increase in the months to
come. The benefits recorded are from the first phase after the project closure. With the
passage of time, there will be more and more customers and market entities that will get to
know about the relocation1.
3 REVIEW OF PROJECT OBJECTIVES
There were three major objectives that the project had to achieve. The first was to reduce
the financial difficulty of tight-fit doors. The objective is achieved by the project with the
relocation of the office to the Eagle Farm. The second objective was to establish enhanced
brand image in the market. The relocation of the office to Eagle Farm has brought up several
new business opportunities for the organization. The reachability and accessibility for the
clients has become easier and the company has a competitive edge in the market. The
customer engagement levels are improving along with the improvement in the market
shares. The brand image and the third project objective as increased market share is
achieved by the project.
1 Sandra Matos and Eurico Lopes, "Prince2 Or PMBOK – A Question Of Choice" (2013) 9 Procedia
Technology.
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4 REVIEW OF FINANCIAL PERFORMANCE
The total budget that was estimated for the project was $250,000.The actual costs that were
spent in the project were $315,763.54. The project budget exceeded the estimated value by
$65763.54.
The reasons behind budget overrun were issues in the budget estimation and risk
consideration processes that could be improved upon. The supplier was also under-
estimated and the costs that got involved were higher than the estimated values. There were
market risks that appeared during the project along with operational risks that were not
considered during the process of budget estimation.
5 REVIEW OF PROJECT QUALITY PERFORMANCE
The project quality objectives were to adhere to the quality norms and standards and provide
the customers with no-defect product as an outcome of the project.
The project team succeeded in maintaining quality compliance throughout the project
timeline. There were quality assurance and control activities that were conducted on a
regular basis for continuous project improvement. The relocation of the office to Eagle Farm
provides the employees with advanced facilities, integrated workstations, and complete
safety2.
The project performed well in terms of the quality and compliance.
6 REVIEW OF TEAM PERFORMANCE
The project team performed well and as per the project requirements and specifications. The
team made sure that it complied with the ethical, legal, regulatory, and quality standards at
all times. The absenteeism rate of the members of the project team during the project
timeline was also low.
The level of team collaboration and team cohesion was high and there were only a handful
of conflicts that appeared during the project. The major conflicts were among the two IT staff
members3.
7 LESSONS LEARNED REPORT
What went right?
The project deliverables provided by the project team members and management were accepted
by the project client and all the stakeholders. The sign off on these deliverables could be achieved
with minimal re-work.
2 Fred Eldridge Fanning, "Adapting Pmbok Guidance To Public Sector Projects" (2014) 6(3) Organization,
technology and management in construction: An international journal.
3 Robert Joslin and Ralf Muller, "Relationships Between A Project Management Methodology And Project
Success In Different Project Governance Contexts" (2015) 33(6) International Journal of Project
Management.
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The project team members complied with the quality, legal, ethical, and regulatory standards
applicable on the project. There were no gaps and loopholes observed in this area.
The absenteeism rate and conflict rate of the resources was low and the team collaboration level
was high.
The waste management process followed in the project was streamlined to make sure that minimal
amount of waste was generated and the process for waste elimination was also followed to have
no harmful impact(s) on the environment.
The project integration was streamlined as all the project components were strongly integrated with
each other during the advanced stages of the project which resulted in project success and the
ability to achieve the project objectives.
What went wrong?
There were issues in the budget estimation process which resulted in the overrun of the estimated
budget by $65763.54. The reasons behind budget overrun were issues in the budget estimation
and risk consideration processes that could be improved upon. The supplier was also under-
estimated and the costs that got involved were higher than the estimated values.
The project schedule also went over by three weeks which was primarily due to poor
communication between the members of the project team and the external stakeholders. The
goods were to be shipped from China to save on the costs that also contributed in the delay. The
senior management also delayed the response on Request for Information (RFI) on two occasions
during the project timeline4.
There were issues in the risk management and estimation processes. There were risks that
appeared during the project timeline that were not estimated by the management. It resulted in the
inability to handle the risks adequately that led to an impact on the schedule, costs, and
resources5.
The project resources were over-burdened at various instanced of the project timeline. There was
tight schedule that the resources had to follow due to poor estimation which resulted in the
requirement to incorporate additional resources.
The project communication mechanism was not laid out properly and there were issues in the
internal and external communications that cropped up as a result. There were confusions and
ambiguities among the resources that had negative impact on the project.
What are the key learnings from this project?
It is necessary that the project estimations in terms of schedule, budget, scope, and effort are
carried out with detailed planning. There shall be consideration of the risks and changes that shall
be done during the estimation processes. It shall also be ensured that the use of forecasting
techniques, such as cost-benefit analysis and payback period is also done to understand the
project benefits and the value that it may add to the business.
The use of analysis techniques, such as Earned Value Analysis shall be done to determine the
cost and schedule variance levels at different instances of the project. The variances shall be
handled during the project timeline to make sure that the issues of schedule overrun and budget
4 Kenneth H. Rose, "A Guide To The Project Management Body Of Knowledge (PMBOK® Guide)-Fifth
Edition" (2013) 44(3) Project Management Journal.
5 Prasanta Kumar Dey and Jason Kinch, "Risk Management In Information Technology Projects" (2011)
9(3) International Journal of Risk Assessment and Management.
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overrun are not observed.
There are risks and uncertainties that may appear in the project and the project team shall be
ready to deal with such occurrences. There shall be risk management plans set up in the project
that shall be followed to deal with the risks and the suitable strategies shall be implemented to
avoid the impact of such issues on the project.
Project communications are extremely essential for project success and for streamlining the project
activities. The communication plan that is developed for the project shall be mapped with the
project scenarios and requirements. The communication guidelines and mechanisms shall
consider the internal as well as external stakeholders and members of the project6.
There shall be discussions and informal meetings conducted with the project team to make sure
that the work environment for the resources are easy and comfortable. There shall be exercises
carried out to improve the collaboration and cohesion levels among the resources. The resource
interactions with the management shall also be improved upon.
8 REVIEW OF DELIVERABLES
Deliverable Quality activities Approvals
Planned Completed
Project Activity
Schedule
To carry out the
project tasks and
activities as per the
estimated schedule
and to conduct
Earned Value
Analysis (EVA) to
determine the actual
schedule levels.
The project schedule
went over by three
weeks in comparison
with the estimated
values.
The project schedule is
approved by the
internal and external
stakeholders with
recommendation that
the delays and overrun
shall be avoided in the
future.
Project Cost
Estimations
To carry out the
project tasks and
activities as per the
estimated costs and
to conduct Earned
Value Analysis (EVA)
to determine the
actual cost levels.
The project costs went
over by $65763.54 in
comparison with the
estimated values.
The project costs are
approved by the
internal and external
stakeholders with
recommendation that
the overrun shall be
avoided in the future.
Project Plan To carry out
document review and
make sure that all the
project areas are
covered in the
document.
The deliverable
included the required
areas and information.
The deliverable is
approved by the project
client and
management.
Relocated Office To review the office in
terms of WHS
regulations, supplies,
legal policies, security
compliance, and
quality standards
The new office
premises met all the
requirements and
standards.
The deliverable is
approved by the project
client and
management.
6 Fereshtheh Tavan and Mokhtar Hosseini, "Comparison And Analysis Of PMBOK 2013 And ISO 21500"
[2016] (10) Journal of Project Management.
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Deliverable Quality activities Approvals
Planned Completed
Change Management
Report
To carry out
document review and
make sure that all the
change details are
covered in the
document.
The deliverable
included the required
areas and information.
The deliverable is
approved by the project
client and
management.
Performance
Evaluation Report
To carry out
document review and
make sure that the
performance details of
the resources, project
team, and the project
as a whole is covered
in the document.
The deliverable
included the required
areas and information.
The deliverable is
approved by the project
client and
management.
Closure Report To carry out
document review and
make sure that all the
closure details are
present in the
document in terms of
the project activities
conducted, reflection
& lessons learned,
areas of
improvement, and
further actions.
The deliverable
included the required
areas and information.
The deliverable is
approved by the project
client and
management.
9 DELIVERABLE HANDOVER SUMMARY
The deliverables were handed over to the project client and the project CEO at the end of
every phase of the project. The Project Manager conducted the internal review of these
deliverables and made the changes, if necessary. The deliverables were then handed over
to the project client and CEO for their approvals.
10 SUMMARY OF FOLLOW-ON ACTION RECOMMENDATIONS
Follow-on actions Responsibility Completion Date
To analyze the project benefits
and the value added by the
project for the business in
terms of the Internal Rate of
Return and Return on
Investment.
The action shall be carried out
by Ben Russell
1st July 2019
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To prepare a detailed account
of the project issues and
challenges that came up during
the project timeline and map
them with the actions that
could have been taken in the
project to avoid such issues.
To prepare a formal document
for the same.
Project Manager shall carry out
the activity along with the
documentation of the results
1st June 2019
To prepare a detailed account
of the project issues and
challenges that came up during
the project timeline in terms of
the project budget and map
them with the actions that
could have been taken in the
project to avoid such issues.
To prepare a formal document
for the same.
Lisa Hudson shall carry out the
activity along with the
documentation of the results
1st June 2019
To analyze and list down the
gaps that were experienced in
the area of project schedule
management and map them
with the suitable actions that
could have been taken during
the project timeline to resolve
and avoid the same. To
document these findings in a
formal document for reference
in the future.
Amanda Jones shall carry out
the activity along with the
documentation of the results
1st June 2019
To conduct reviews and
inspections on the new office in
the areas as legal compliance,
security compliance, WHS
regulations compliance, quality
compliance, and compliance
towards the internal policies
and organizational norms.
Ben Russell shall conduct
these reviews and inspections.
Ben may also invite the
external experts or the
members of the project team to
assist him in the process.
1st July 2019
To conduct market surveys
and analysis to determine the
impact of the relocation on the
market and the competitors. To
develop the market strategies
and plans as per the results
and conduct marketing and
advertising of the new office for
the clients.
Members of the project team
shall collectively work on this to
achieve enhanced market
shares.
1st June 2019
To collect the feedback of all
the project team members and
the project stakeholders and
analyze the same to determine
the project strengths,
Project Manager shall carry out
the activity along with the
documentation and
communication of the results
10th May 2019
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weaknesses, and areas that
could be improved upon. To
communicate the results to the
CEO and the senior
management.
11 PROJECT REVIEW SIGN OFF
Prepared by: Name & Signature of the Project
Manager
Project Manager
Approved by: Name & Signature of the Project Sponsor
Project Sponsor
Name & Signature of the Executive
Sponsor
Executive Sponsor
Name & Signature of the Client Sponsor
Client Sponsor
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12 References
Dey, Prasanta Kumar and Jason Kinch, "Risk Management In Information Technology Projects"
(2011) 9(3) International Journal of Risk Assessment and Management
Fanning, Fred Eldridge, "Adapting Pmbok Guidance To Public Sector Projects" (2014) 6(3)
Organization, technology and management in construction: An international journal
Joslin, Robert and Ralf Muller, "Relationships Between A Project Management Methodology And
Project Success In Different Project Governance Contexts" (2015) 33(6) International Journal of
Project Management
Matos, Sandra and Eurico Lopes, "Prince2 Or PMBOK – A Question Of Choice" (2013) 9
Procedia Technology
Rose, Kenneth H., "A Guide To The Project Management Body Of Knowledge (PMBOK®
Guide)-Fifth Edition" (2013) 44(3) Project Management Journal
Tavan, Fereshtheh and Mokhtar Hosseini, "Comparison And Analysis Of PMBOK 2013 And ISO
21500" [2016] (10) Journal of Project Management
Page 10 of 10