Project Management of the 39AA Geelong Redevelopment Project

This project analyzes the redevelopment of the 39AA building in Geelong, focusing on the application of project management principles and methodologies. The project utilizes the PRINCE2 methodology, emphasizing structured stages and control. The scope of the project includes building demolition, new construction, and handover. The assignment details the use of tools such as Gantt charts and Work Breakdown Structures (WBS) created using MS Project, and project documentation like stakeholder, communications, scope/change, risk, and quality management plans to ensure the project's success. The project incorporates the ten PMBOK knowledge areas, including scope, schedule, cost, quality, resource, communication, risk, and stakeholder management. The analysis also covers the management of project risks, procurement, and stakeholder expectations, ensuring that the project meets its objectives and deliverables. The project follows phases of initiation, planning, execution, control, and closure, adhering to PMI guidelines.

The 39 Alexandra Avenue in Geelong (Project 39AA)
Name
Date

Introduction
The 39AA is a redevelopment project in which the sections of the existing 39 AA Victorian
building will be demolished and rebuilt and purpose fit to get a new look and fulfill different use
purpose. In undertaking the project, project management principles and concepts will be used to
successfully meet the project deliverables and project objectives. This paper begins by briefly
describing the scope of the 39AA project and then proposes a project management methodology
that will ensure the objectives and deliverables are met. A project management technique that
incorporates the ten PMBOK (Project Management Book of Knowledge) knowledge areas is
then proposed and the major impacts of the proposed project management methodology and
tool(s). One chosen tool is then evaluated on the delivery of the 39AA project
Project Scope/Summary
 To acquire the 39AA building
 Survey the building and the area and develop a new design for the building
 Demolish sections of the building safely
 Fresh construction of the demolished sections of the building to client satisfaction
 Handover of the completed project to the owner and have it accepted
Proposed Project Management Methodology
The proposed methodology for managing the 39AA project is the PRINCE2 Method. PRINCE2
stands for Projects IN Controlled Environments) (Adler, 2018). This project management
methodology places emphasis on the division of the project into stages that can be managed and
controlled easily (Tuttle, 2012). PRINCE2 has seven principles that include;
 Continued justification of the business
 Learning from experience
 Roles and responsibilities definition
 Managing by stages
 Focus on Products
 Managing by Exception
 Tailoring a project to suit the environment (Tuttle, 2012)
The method has seven themes that include; business case, quality, organization, plans, changes,
risk, and progress. The PRINCE2 methodology has seven processes that include;

Starting up the project where the project team is appointed and all stakeholders
Project initiation where project initiation document is put together
Directing the project where how the project will be overseen is defined
Controlling project stages and work packages
Management of project delivery and placing formal acceptance requirements
Managing boundaries of each stage
Project closure where the project is formally decommissioned
The project followed the following main phases; project initiation, project planning, project
execution, project control, and project closure (Tuttle, 2012)
Project management techniques/tools
The tools to be used include the Gantt chart (and WBS), and the Project Documentation
Gantt chart and WBS
This is a chart illustrating the schedule for a project and defines the project start and finish dates
for the project, along with the project elements in a summarized form (Kendrick, 2010). The
summary and terminal elements makeup the project’s Work Breakdown Structure (WBS). The
Gantt chart along with its elements and resources for tasks was developed using MS Project (see
Appendix I and II). The project was initiated through a project integration management where a
project management methodology (PRINCE2) and project management tools (Gantt and the
Project Documentation) were selected as the process and framework that would identify,
combine, define, coordinate, and unify all the project management process groups (Posner and
Applegarth, 2014). The methodology and tools would ensure that all the ten PMBOK areas of
knowledge in project management and best practices would be incorporated into the 39 AA
project (Ruhe and Wohlin, 2014). Once these were done, the scope of the project was set and
defined and then managed as per PMBOK guidelines (Dietmar W. Sokowski., 2015). This was
done to ensure all the required tasks and works were undertaken; only the required works to
successfully complete the project are included in the scope management (Roseke, 2014). These
are detailed in the Gantt Chart (Appendix I) and the scope is briefly shown in the task sheet
shown below;

The schedule of the project was managed using the Gantt chart in order to ensure the timely
completion of the project. The cost for the project is managed through the project cost
management in which budgeting s done to estimate the financial costs that will ensure the
successful completion of the project and the delivery of its objectives and deliverables (Ruhe and
Wohlin, 2014). The budget was done through obtaining up to date quotations for works and
materials as well as equipment and labor to ensure accurate project budget. An allowance was
provided in the budget (10%) to take care of any emergencies and contingencies. A quality
management plan was used to set the quality standards for the 39AA project. The quality
document includes all activities and processes that determine the quality objectives, policies, and
responsibilities so that the project objectives and deliverables are met to the satisfaction of the
project owner. The project was undertaken with a recognition of the triple constraints of time,
scope, and resources, and as such the resources were judiciously allocated and used within the
limits of constraints (Wilson, 2015). The human resources were managed effectively as shown in

the Gantt chart, with specialists given responsibilities for tasks where they could exercise their
expertise. The project team was effectively organized and managed, under the leadership of the
project manager to ensure project objectives were fully met (Ruhe and Wohlin, 2014).
Successful projects require effective and timely communication; communication of progress,
instructions, reporting, and tackling challenges. This was taken into consideration in the 39AA
project through a communications plan to manage the project communications. The
communications management is the process required to ensure appropriate and timely planning,
creation, collection, distribution, management, storage, retrieval, control, monitoring, and
ultimately, the disposition of the project information (Taylor and Dow, 2013). All projects have
inherent risks; as such, project risk management was undertaken through a risk management
plan. The risk management entails conducting risk management planning, where risks are
identified, evaluated, responses planned, risks controlled, and monitoring of the risks done
(Landau, 2016). To ensure value for money, procurement for the project was managed for cost
effective and quality acquisition of products, resources, and materials. Suppliers and contractors
were selected following the project procurement management principles to source contractors,
manage contracts, and close out the contracts. The procurement management was achieved
through procurement planning, source selection, solicitation, and solicitation planning, and
contract administration (Pinto and Venkataraman, 2013). As with any project, the 39 AA project
also had stakeholders, whose management is crucial in the success of the project. Stakeholder
management is the process required to identify all parties of interest to a project, stakeholders
expectations, impact, and influences are evaluated, and appropriate management strategies
developed to engage the stakeholders effectively in the project decision making and execution.
This was undertaken using the stakeholder management document. These processes were
followed, in accordance with the PMBOK and PMI (Project Management Institute) guidelines to
ensure the success of the project (Young, 2013).
Project Documentation
This entails creating specific documents that are used for the overall management of the project
(Carstens, Richardson and Smith, 2013); for this project, the documentation includes a
stakeholder management document, a communications management, a change / scope
management document, risk management document, and a quality management document
Stakeholder Management Plan
Project Name 39 AA Geelong Project
Version 01
The Signatures Indicate Approval of the Stakeholder management Plan Document

Approved By Project manager
Approved By Project Executive Sponsor
Prepared By Project Manager
Revision History
Date Version Description Author
Purpose
The purpose of this document is to identify the stakeholders, analyze the expectations of the
stakeholder as well as their influence and impact on the project. This project further details how
the stakeholders will be communicated with. It also details how stakeholders will be managed
while undertaking the 39AA project.
Stakehold
er
Descriptio
n and
Attributes
Impac
t on
Projec
t
Impacte
d by
project
Present
State
Desired
State
Issues,
Risks,
Opportunit
ies
Strategies
for
Mitigation
and Action
Project
Owner
Owner of
building
Very
High
Yes,
very
high
Supporting
project
Full
support and
cooperation
for project
Communicat
e regularly
face to face
meetings,
memos,
telephone
Get
approvals,
Communica
te weekly,
report
progress
every week
Project
Team
Team
engaged in
project
Very
High
Yes Very
High
Just getting
started with
project
Full
involvemen
t in task
Familiarizati
on with laws
and
Sensitize on
workplace
health and

execution execution regulations
on labor,
safety, anti
discriminati
on
safety, anti
discriminati
on laws
Contractor
s
Main and
sub
contractor
s to
execute
works
High Very
high
Contracted,
understand
project
deliverable
s
Delivery of
quality
work
within time
and budget
Procurement
, work
health and
safety,
monitoring
progress
Ensure
compliance
with
workplace
health and
safety
Monitor
works
progress
closely
Local
authorities
Approving
plans and
issuing
permits
High High Kept
abreast of
project
Issue
permits and
licenses on
time
Approval of
environment
al impact
assessment
Communica
te with them
and have
them inspect
works

Communications Management Plan
This is the plan that will guide information sharing and communication to the identified affected
stakeholders in the project. It defines the information to be communicated, the intended
recipients, the means of communication, the frequency of communication, and the person
responsible for delivering the communication.

Communications management plan
Project Name 39 AA Geelong Project
Project Manager
Executive Sponsor
Principal Stakeholder
Date
Version
Version Modified By
Date of Modification
Deliverable
information
(What)
Recipients
(Who)
Methods of
Delivery (How)
Frequency of
Delivery (When)
Owner (Person
Responsible)
Information on
the project
Project team
Contractors
Verbal during
team meetings
Share Point
Memos
As required, once
project starts,
every week
Project manager
Status and
progress of the
project
Executive
sponsor/ main
stakeholder
E-mail
Memo
e Portfolio
By noon, every
Friday
Project Manager
Updates on time
lines
Executive
sponsor
E-mail
Memo
By noon, every
Friday
Project Manager
Agenda and
minutes of
Project team E-mail Every Friday at Project manager

meetings Executive
sponsor
Contractors
Share Point
Verbal during
Team meetings
0400 HRS
Action item status
project updates
Project manager E-mail
team meetings
As needed Project Team
Project Risks Executive
Sponsor
Project Team
Contractors
Project risk
management
document
Minutes of
meetings
As needed, but
minimum once
every week
(Friday by noon)
Project manager
Challenges and
problems faced
by any member
Project Team
Contractors
Verbal during
team meetings
Meeting minutes
Every Monday
Morning at 0900
HRS
Project manager

Scope/ Change Management Plan
This plan will be used in managing changes to the scope of the project; scope changes are
inevitable in projects so it is essential that scope changes are carefully managed in order to
ensure project objectives are met
Scope Management Plan
Project Name 39 AA Geelong project
Prepared By
Date
The scope of the project will be managed based on the scope statement and the project
schedule; however, changes may occur and this document is used for managing any changes to
the project scope
Classification of Scope Change
Scope Change Initiated By
Detailed Description of Scope Change
Reason for Scope Change
Effect on Overall project progress and
budget
What the Scope intends to achieve
Reviewed By
Approved/ Rejected
Approved/ Rejected By (Signed)
Date
Remarks

Risk Management Plan
Project name 39 AA Geelong project
Developed By
Date
Version
Risk Description Effect Likeliho
od
Impact Mitigation
Strategies/ Control
Measures
Risk
Profile
After
Mitigation
Budget
overshoot
ing
The budget
being
overshot
Project being
abandoned
Loss of
support by
executive
sponsor
High Very
High
Effective budgeting
Strict scope control
Medium
Time
overrun
Failure to
deliver
project on
time
Increased
project costs
Loss of
support for
project by
executive
sponsor
Very
High
Very
High
Strict adherence to
project schedule
Use project
management tool
project evaluation
and reporting
Medium
Poor
workman
ship
Poor quality
structure
and/ or
Owner fails
to accept
High Very
High
Detailed scope
definition
Low