Project Management Assignment 2: Beachside Cottage Renovation

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PROJECT MANAGEMENT - ASSIGNMENT -2

Contents
List of Figures..................................................................................................................................3
List of Tables...................................................................................................................................4
Introduction......................................................................................................................................5
Part 1................................................................................................................................................6
Work Breakdown Structure.............................................................................................................6
RACI Chart......................................................................................................................................6
Gantt chart.......................................................................................................................................6
AON.................................................................................................................................................7
Resource Overloads.........................................................................................................................7
Budget..............................................................................................................................................8
Progress Reporting Timelines..........................................................................................................8
Progress Reporting (EVM)..............................................................................................................8
Risk Management............................................................................................................................9
Change Management.......................................................................................................................9
Stakeholder identification & communication..................................................................................9
Project Closure...............................................................................................................................10
Part 2..............................................................................................................................................11
Work Breakdown Structure (pp. 220-223)....................................................................................11
 Charter Signed Off..............................................................................................................11

 First Milestone: Pre-renovation Planning...........................................................................12
First Work Package required for completing the first milestone...........................................12
Second Work Package required for completing the first milestone......................................12
 Second Milestone: Renovation and post-renovation stage.................................................13
First Work Package required for completing the second milestone......................................13
Second work package required for completing the second milestone...................................13
RACI Chart (pp. 260-265).............................................................................................................16
Schedule 1 Gantt chart (pp. 268-275)............................................................................................17
Schedule 2 AON (pp. 248-252).....................................................................................................21
Resource Overloads (pp. 300-303)................................................................................................22
Budget (pp. 332-340).....................................................................................................................23
Progress Reporting (Timelines) (pp. 466-468)..............................................................................24
Progress Reporting (EVM) (pp. 477-480).....................................................................................25
Risk Management (pp. 365-376)...................................................................................................26
Change Management (pp. 230-232)..............................................................................................28
Stakeholder identification & communication (pp. 180-182).........................................................30
Identification of the stakeholders...............................................................................................30
Communication Plan.................................................................................................................31
Project Closure (pp. 502-505)........................................................................................................31
Quality Tool...............................................................................................................................31

Conclusion.....................................................................................................................................33
Reference.......................................................................................................................................34

List of Figures
Figure 1: Work Breakdown Structure............................................................................................14
Figure 2: Gantt chart......................................................................................................................19
Figure 3: AON Diagram................................................................................................................21
Figure 4: Resource Management...................................................................................................22
Figure 5: Budget Planning.............................................................................................................23

List of Tables
Table 1: General Information..........................................................................................................9
Table 2: WBS Schedule.................................................................................................................11
Table 3: RACI Chart......................................................................................................................14
Table 4: Gantt chart Schedule........................................................................................................15
Table 5: AON Schedule.................................................................................................................19
Table 6: Resource management.....................................................................................................20
Table 7: Progress Reporting..........................................................................................................22
Table 8: Progress Reporting..........................................................................................................24
Table 9: Risk Management Plan....................................................................................................25
Table 10: Stakeholder Identification.............................................................................................28
Table 11: Communication Plan.....................................................................................................29
Table 12: Quality tool Analysis.....................................................................................................29
Table 13: Project closure document..............................................................................................30

Introduction
This report is based on the renovation project of a Beachside cottage. The project will discuss the
different project management tool that will be used for the planning of the project that includes
the Gantt chart, WBS, RACI chart, etc.

Part 1
Work Breakdown Structure
The deliverables of the project are successively divided unto small components through a work
breakdown structure. The major project deliverables are first identified. WBS basically provides
a framework for future planning, control, and execution of the project, not just a listed
organizational chart or a work schedule. It is an important tool for the planning of the project that
utilizes the hierarchical concept of decomposition of the works into small deliverable elements.
WBS is created once the scope of the project is defined. The major deliverable of the project is
listed first and then the sub deliverable is created. It provides proper visibility and discipline in
the completion of the project (pp. 220-229).
RACI Chart
A RACI chart is a responsibility assignment matrix (RAM) that demonstrates the different
packages of works on the project and different responsibilities that are assigned according to the
different packages of work. RACI is basically a firm of OAM that represents the stakeholder’s
roles in the project that is defined as Accountable (A), Responsible (R), Inform (I) and Consult
(C) that is represented in a form of a matrix. RACI chart is helpful in assigning work and
responsibilities to the core members of a project team, the manager of the project and the experts
of the subject matter. RACI chart is useful in the management of different project
communications (pp. 297-299).
Gantt chart
Gantt chart is a representation of a bar chart that is horizontally aligned demonstrating each of
the project deliverables in a separate line placing the bar from the start date of a project task to
the early finishing date of a project task that is shown on a timescale. Gantt chart is basically a
tool that is for communicating the schedule of a project that is easily understood. Gantt chart
helps in sorting the critical and the noncritical activities of a project. Time units are also shown

in the Gantt chart schedule that is the time schedule that is required for creating the schedule of
the project by the team involved in the project (pp. 268-276).
AON
This is a method of critical analysis of the project schedules in which nodes are used that are
logically connected to each other in connection with each other graphically that establishes a
logical relationship between the task that is involved in the project. This serves to be the
backbone if different large projects. The modes in the AON diagram of a project represent the
main activities and the arrows join this main task for depicting the dependencies among the
different task. It is also known as Activity on Node methodology of critical analysis of the
project. This is a precedence method of management of project management that uses boxes for
denoting the activities of the project (pp. 246-256).
Resource Overloads
Generally, the workers in a project are overloaded with lots of works at the initial stage of the
work. There are several techniques for the scheduling of the project in that case project
scheduling software help in the determination of the activities in the project that aware
contributing to the overloading of the project and also pinpoint the workers who were overloaded
during the initial stage of the project. There are several methods for solving the resource
overloading in a project:
Assigning some of the works to other workers.
Spitting the activities into smaller components with priority basis.
Reordering of the project activities.
Extending the needs of the project and reducing the scope of the project.
Resource leveling of the person overloaded with work is another strategy to solve
resource overloading (pp. 296-303).

Budget
The budget of a project is related to the aggregation of the costs and determining the cash flow in
the project. A budget is prepared after the completion of the estimation of the total cost of the
project. Budgeting helps in the estimation of the necessary efforts that are required in a project
the cost, work packages and the activities that are involved in the management of the project.
There are several methods for the estimation of cost in the project Analogous estimating,
parametric estimating and Bottom-up estimation. Creating a budget is important as the project
enters the detailed stage of the project (pp. 329-344).
Progress Reporting Timelines
Progress reporting is conducted among the functional managers of the project and the team of the
project in a meeting form. This reporting is conducted for getting all the deliverables of the
project reported by the team such that the risk register can be updated related to the activity log.
In reviewing the project progress report the functional managers of the project prepare a report
regarding the changes that are approved by them with timing, responsibilities, and activities
assigned. Three timelines determine the performance of the project, past time period, present
time period and the future time period (pp. 466- 467).
Progress Reporting (EVM)
Earned Value Management is a quantitative and objective method for integrating the schedule
objectives, technical working scope and cost drawn in a single contract plan of the baseline that
is known as the Performance Measurement Baseline for tracking the performance of the contract.
This helps the team of the project to understand the progress of the project regarding the
schedule and controlling the cost of the project until the completion of the project. EVM is a tool
for decision making in project management. Schedule and cost are considered independently
during the calculation of EVM (pp. 476-480).

Risk Management
Risk management refers to the prioritization, evaluation, and identification of the risk that is
followed by the application and the coordination of the resources in order to reduce or minimize
the probability of any type of unfortunate event that may occur during or after the completion of
the project. This involves the prioritizing of the risk for differentiating the minor and the major
risk that ate related to the project. After the successful identification of the risk that is related to
the project, the managers of the project prepare a risk management plan involving the risk
management responses according to the intensity of the risk (pp. 360-377).
Change Management
There is always an environment of uncertainty during the panning of a project. The planning of
the project is dependent upon the most relevant information that is related to the project and that
is available during the project but changes may occur during the project. So the operational
environment changes during a project is dealt by the project managers by creating a system for
the change management that is regarding the reviewing the change proposals and either rejecting
or accepting the proposals of the changes based on the impact that they can create to the schedule
and the cost of the project (pp. 229-232).
Stakeholder identification & communication
Stakeholders are the group of people who can impact the overcome of the projector can be
impacted by any changes in the schedule or cost of the project. Stakeholders can be internal or
external based on their influence and roles in the management of the project. Stakeholder
analysis is important for understanding the emphasis of the stakeholders involved in the project.
The stakeholders in a project are generally prioritized based on their legitimacy, power, and
urgency of the project. The communication between the stakeholders in a project is important for
the efficient working of the project schedule and effective delivery of the project outcome (pp.
179- 200).

Project Closure
This is the last phase in the lifecycle of the project. This phase involves the delivery of the
project to the customers according to the requirements of the project. The project closure
depends upon the quality tools of the project. Project closure is important for confirming that all
the objective of the project is fulfilled and met the client requirements that provide the client with
an accomplishment and closing of the project (pp. 502).