Extreme Sports Centre Construction Project Management Plan

This project plan outlines the development of an Extreme Sports Centre, encompassing various facilities like a learner pool, sports hall, health studio, and activities such as jumping, trekking, and hand gliding. It covers project integration management, sub-project charter, deliverables, milestones, and key performance indicators (KPIs). The plan details project scope, including a scope baseline, design brief, and work breakdown structure. It addresses project schedule management with timelines, network diagrams, and Gantt charts. Project cost management includes budget, cost breakdown, and cash flow analysis. Risk management incorporates a risk baseline, risk matrix, and register. The plan also addresses project quality, resource, communication, procurement, and stakeholder management, along with environmental considerations like TBL philosophy and waste management. It includes a SWOT analysis and a bibliography. The project is scheduled from March 2020 to December 2020 with a total budget of $5 million AUD.

Running head: EXTREME SPORTS CENTRE
Extreme Sports Centre
Enter: Name of the Student
Enter: Name of the University
Author Note

1EXTREME SPORTS CENTRE
Table of Contents
Project integration management.................................................................................................5
Sub project charter.................................................................................................................5
Deliverables............................................................................................................................5
Milestones..............................................................................................................................5
Key Performance Indicators...................................................................................................6
Project scope management.........................................................................................................8
Scope Baseline (KPI variable)...............................................................................................8
Design brief............................................................................................................................8
General of the sub project......................................................................................................8
Innovative recommendation...................................................................................................9
Scope Exclusion.....................................................................................................................9
Work Break down Structure...................................................................................................9
Work Tasks..........................................................................................................................10
Standards..............................................................................................................................10
Assumptions and constraints................................................................................................11
Project schedule management:.................................................................................................11
Time (Schedule)...................................................................................................................11
Time Line.............................................................................................................................11
Network Diagram.................................................................................................................12
Gantt chart............................................................................................................................13
Task Durations.....................................................................................................................15
Project cost management..........................................................................................................15
Cost Baseline (KPI variable)................................................................................................15
Budget..................................................................................................................................15
Cost Breakdown Structure...................................................................................................16
Labour..................................................................................................................................16
Material................................................................................................................................17
Budget risk (Contingency)...................................................................................................18
Cash Flow.............................................................................................................................18
Project risk management..........................................................................................................19
Risk Baseline (KPI variable)................................................................................................20
Standard Risk Matrix...........................................................................................................20
Risk Register........................................................................................................................22

2EXTREME SPORTS CENTRE
Project Quality management....................................................................................................23
ISO standards.......................................................................................................................24
Australian Standard and Codes............................................................................................24
Quality Assurance................................................................................................................24
Reducing process complexity..............................................................................................25
Acceptance criteria...............................................................................................................25
Continuous process improvement........................................................................................25
Project resource management..................................................................................................26
Organizational breakdown structure....................................................................................26
Leadership roles and responsibilities...................................................................................26
Work task resources.............................................................................................................26
Industrial awards..................................................................................................................27
Working time.......................................................................................................................27
Labour Histogram................................................................................................................28
Accommodation and catering..............................................................................................28
Training................................................................................................................................29
Health and safety..................................................................................................................29
Project Communication Management......................................................................................29
The 3D Integration Model....................................................................................................29
Documentation Control........................................................................................................30
Change Control....................................................................................................................30
Progress Reporting...............................................................................................................31
Communication Protocols....................................................................................................31
Internal.................................................................................................................................31
External................................................................................................................................31
PMO Responsibilities...........................................................................................................31
Project Procurement Management...........................................................................................32
Supply Chain Management..................................................................................................32
Contracts..............................................................................................................................32
Sustainable Procurement Practices......................................................................................32
Material Supplies.................................................................................................................33
Warranties............................................................................................................................33
Plant and equipment.............................................................................................................33
Specialist sub-contractors.....................................................................................................33
Materials handling and storage............................................................................................34
Tools and work gear.............................................................................................................34

3EXTREME SPORTS CENTRE
Project Stakeholder Management............................................................................................34
Project Environmental Management........................................................................................37
TBL (Triple Bottom Line) philosophy.................................................................................37
Environmental Protocols......................................................................................................38
SWOT Analysis...................................................................................................................38
Materials included in waste management and recycling......................................................39
Pollution and erosion control...............................................................................................39
Clean Up...............................................................................................................................39
Bibliography.............................................................................................................................41

4EXTREME SPORTS CENTRE
Project integration management
Sub project charter
The notable determination of this construction project is the development of a new
extreme sports centre in a new recreational park in Utopia. The new sports centre will be
having diverse categories of services like learner pool, court sports hall, health and fitness
studio, stream room and other facilities like jumping, craving, trekking, and hand gliding
activities. The other facilities which will be there in the extreme sports centre are tennis
courts, canteens, welfare, tennis courts, social clubs, sports bar and Jacuzzi. This construction
project will have diverse categories of stakeholders and will be having wide range of risks
which has to be addressed in the first place.
Deliverables
The development of the new extreme sports centre will be very much useful for the
consumers of the new recreational park which is about to develop in Utopia. Both the
tangible and the intangible assets are considered among the deliverables of this project. The
other prime deliverable of this project includes the engineering reports, design drawings and
documents of the sports centre and the other business documents. Sales and marketing of the
new sports centre is the prime deliverable for the sales department of Deloitte Australia who
are the prime stakeholders of this construction project.
Milestones
Milestones are defined as the way of measuring the progress of a project using diverse
categories of tools and methodologies. Priority of each of the task can be identified using the
project milestones. The checkpoint and the deliverables of the project can be revised and
monitored using the milestones.

5EXTREME SPORTS CENTRE
The construction of a new extreme sports centre will be having diverse phases like
documentation control where the needs and expectation of the clients of the new extreme
sports centre will be evaluated. Design phase shall be considering the location of each
department of the extreme sports centre craving, trekking and hand gliding facilities. The
development phase of this sports centre is the most significant phase of this of this project as
there are diverse categories of risks associated with the development phase of this project like
operational risks and business risks.
Key Performance Indicators
Key Performance Indicators can be defined as measure which can be very much
useful to understand the performance of each of the internal as well as external stakeholders
of this project. There are diverse categories of stakeholders associated with this project like
semi-skilled labour, high skilled labours, unskilled labours and Deloitte Australia. The
measure of success of the commercial establishment can be understood using Key
Performance Indicators. The cash forecast of the project, revenue growth, market share and
the turnover can also be monitored in the first place using the Key Performance Indicators.
Scope: The prime scope of this construction project is the development of a new
extreme sports centre including the tennis courts, jumping craving, trekking, para-gliding
activities canteens, tennis courts, social clubs, sports bar and Jacuzzi. Understand the project
requirements is must require for each of the stakeholders of this project. Social Corporate
responsibility is one of the prime scope of this construction project.
Cost: The total valuation of this project is $5 million AUD.
Time: The entire project is programmed to start on March 2020 and is scheduled to
be concluded by December 2020. The national celebration of this project is scheduled to be
on 1st January 2021.

6EXTREME SPORTS CENTRE
Risk: There are diverse categories of risks associated with this project in terms of
internal risks like financial management and external risks like the remote location of the
park and adverse environmental conditions like earth quakes and cyclones.
Measure of success
Master planning and the actual plan are the prime performance indicators which will
be considered in this project.
Figure 1: Planned and Actual Value
(Source: Created by author)
Figure 2: Scope, Cost, Time and Risk of this project
(Source: Created by author)

7EXTREME SPORTS CENTRE
Project scope management
Scope Baseline (KPI variable)
The base score line of this project includes the work breakdown structure of this
project, scope management of the project, and supervision of the time and resources which
will be required in this project. Agree point of each of the stakeholders in this project like
unskilled, semiskilled and high skilled labours can be understood in a useful manner using
the scope baseline.
The KPI variables which will be considered in this project are speed of each of the
activities of this project, value of the new extreme sports centre, impact of the sports centre
on the new recreational park
Design brief
The sports centre will be a two storeyed building, the ground floor of the building will
be having the tennis courts, social clubs and gym where as the first floor of the building will
have jumping craving, trekking, and paragliding activities.
General of the sub project
The net profitability of this new recreational park in Utopia will be increased due to
the creation and development of the extreme sports centre. More facilities and features can be
added if the plan of extreme sports centre is successful.

8EXTREME SPORTS CENTRE
Innovative recommendation
The incorporation of an advanced Information System will be very much significant
to comprehend the wishes and necessities of each of the probable clients of the new
recreational park.
Scope Exclusion
This project will be having diverse scope and the responsibility of Deloitte Australia
and the project manager is very much significant in order to complete the project with in 31st
December 2020.
Only online booking modes will be there for the sports bar, gym, social clubs and
Jacuzzi so that the management team of the new recreational park. The other exclusion of this
park is the offline payment in gym and the social clubs. Thus, it can be said that extreme
sports centre will not have any sort of offline payment modes.
Work Break down Structure
All the milestones, deliverables of the project can be understood in a better way using
the work breakdown structure. This bigger project can be subdivided in two smaller segments
using the WBS which can be very much beneficial for the project manager to address the
complexities in each phase of the project. There are diverse categories of works which is
associated in each phase of the project which can be understood in a detailed manner using
the below diagram.

9EXTREME SPORTS CENTRE
Figure 3: WBS of this construction project
(Source: Created by author)
Work Tasks
Work task are the prime activities of the project which has to be managed and
analysed by the project manager who will be conducting the project starting from the
planning phase to the project closure phase. There are diverse categories of work task
associated this project like planning, designing, development and project closure phase. Each
of the activities of this project cam be understood using the project plan document.
Standards
Construction standards in Australia like the National Construction Code and the
Building Code of Australia will be maintained in each phase of the project. There are diverse
categories of building codes which are very much helpful to manage the Quality of Service
which is going to be served by the new extreme sports centre. The prime focus of the
building codes is improvement of the public health, safety of the consumers who will be
visiting the extreme sports centre and welfare of the consumers.

10EXTREME SPORTS CENTRE
Assumptions and constraints
The prime assumption of this project is the non-volatile market condition which
generally increases the rate the raw materials are about to be used in this project. However,
the prime constraint of this project is the one time investment of $5 million AUD.
Project schedule management:
Project schedule management is one of the most significant part of this project as it
will be very much useful to manage the milestones of the project within a period of 10
months starting from March 2020 to December 2020. Scheduling is very much significant in
each phase of this project so that the total allocated budget is enough to complete the project.
The speed and accuracy of each of the stakeholders of this project can be understood in a
better way using the project schedule management.
Time (Schedule)
Time schedule is one of the most significant criteria of this construction. The KPI
variables like speed of the stakeholders working in this project, value of extreme centre,
impact of the sports centre on the recreational park. Each of these can be managed in an
organized manner using project scheduling. The changes required in the schedule can also be
identified using the project scheduling method.
Time Line
Maintaining the timeline of each of the resources are very much useful in this project
as the market conditions keeps on changing every moment. At the same time each phase of
this project like identification of the resources required in this project. Identification of the
probable risks of this project can also be managed in an organized manner using the project
scheduling method. Selection of diverse categories of skilled, unskilled and semi-skilled
labours can also be changed in the first place. Preparation of the resource list is the most

11EXTREME SPORTS CENTRE
significant aspect of this project which can also be managed in the first place suing the
project scheduling technique. Finalising the raw materials which are required in this project
can also be managed using project scheduling techniques. Timeline of each of the resources
required in the construction of the extreme sports centre like the materials required to
construct the social clubs, equipment which are used in the gym, artificial grass of the tennis
court, jumping caving trekking activators of this extreme sports centre can also be managed
in an organized manner using timeline.
Network Diagram
Network Diagram can be defined as the visual representation of the network
architecture of this project. The network diagram can also be very much useful to identify the
entire network architecture. The critical path of this construction project can also be identified
in the first place using the network diagram. The designers as well as the developers of the
construction projects can be very much benefited from the deployment of the network
diagram. Most of the project activities such as selection of the location of trekking within the
sports centre, facilities required in the caving, and selection of hand gliding location.
Figure 4: Network diagram
(Source: Created by the author)