Noosa Convention & Performing Arts Centre: Project Plan - PRM701

This document presents a project charter and management plan for the Noosa Convention and Arts Centre, developed as part of the PRM701 course. The project aims to construct a convention and art centre in Noosa, driven by the CCIQ's pre-feasibility analysis and the Council of AEC Group Pvt. Ltd.'s review. The plan outlines project objectives, including developing a project plan for effective construction activities, creating the convention and art centre, and aligning activities for user-specific operations. Scope management details deliverables, inclusions, and exclusions, while assumptions, constraints, potential issues, and opportunities are identified. Integration management follows a six-step methodology, and time management provides a detailed schedule with milestones. Cost management includes a framework, project budget, and financial projections. Human resource management defines roles and stakeholders, and communications management outlines communication protocols. Procurement and contracts management are addressed, along with risk and quality management. The document includes appendices with supporting information, such as the charter presentation, detailed scope development, communication and stakeholder identification, financial assessment, and risk prioritization. Desklib is your go-to for similar project plans and solved assignments.

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Table of Contents
1.0 SUMMARY PROJECT CONCEPT.............................................................................................4
1.1 BACKGROUND...................................................................................................................4
1.2 DRIVERS FOR THE PROJECT...............................................................................................4
1.3 PROJECT OBJECTIVES........................................................................................................4
1.4 PROJECT CONCEPT............................................................................................................4
1.5 ALIGNMENT TO BUSINESS OBJECTIVES............................................................................4
2.0 SCOPE MANAGEMENT..........................................................................................................5
2.1 DELIVERABLES...................................................................................................................5
2.2 BUSINESS HUB...................................................................................................................5
2.3 SCOPE INCLUSIONS...........................................................................................................6
2.4 SCOPE EXCLUSIONS...........................................................................................................6
2.5 ASSOCIATED WORKS.........................................................................................................6
2.6 HANDOVER........................................................................................................................6
3.0 PROJECT ASSUMPTIONS.......................................................................................................6
3.1 ASSUMPTIONS...................................................................................................................6
3.2 CONSTRAINTS....................................................................................................................7
3.3 POTENTIAL ISSUES.............................................................................................................7
3.4 OPPORTUNITIES................................................................................................................7
4.0 INTEGRATION MANAGEMENT..............................................................................................7
4.1 METHODOLOGY................................................................................................................7
4.2 CHANGE CONTROL............................................................................................................8
4.3 PERFORMANCE REPORTING.............................................................................................8
4.4 AUDIT................................................................................................................................8
4.5 DEPENDENCIES..................................................................................................................8
5.0 TIME MANAGEMENT............................................................................................................8
5.1 SCHEDULE..........................................................................................................................8
5.2 MILESTONES....................................................................................................................11
6.0 COST MANAGEMENT..........................................................................................................11
6.1 COST MANAGEMENT FRAMEWORK...............................................................................11
6.2 PROJECT BUDGET............................................................................................................12

6.3 SOURCE OF FUNDS..........................................................................................................14
6.4 FINANCIAL PROJECTIONS................................................................................................14
6.5 FINANCIAL FEASIBILITY OUTCOMES...............................................................................14
7.0 HUMAN RESOURCE MANAGEMENT...................................................................................15
7.1 ROLES..............................................................................................................................15
7.2 STAKEHOLDERS...............................................................................................................16
8.0 COMMUNICATIONS MANAGEMENT..................................................................................17
8.1 INTRODUCTION...............................................................................................................17
8.2 CONSTRAINTS..................................................................................................................17
8.3 STAKEHOLDER COMMUNICATIONS................................................................................17
8.4 PROJECT TEAM DIRECTORY.............................................................................................17
8.5 COMMUNICATION FLOWCHART.....................................................................................17
8.6 COMMUNICATION MATRIX............................................................................................18
8.7 COMMUNICATION ESCALATION PROCESS.....................................................................18
8.8 KEY STAKEHOLDERS........................................................................................................18
9.0 PROCUREMENT AND CONTRACTS MANAGEMENT............................................................18
9.1 PROCUREMENT MANAGEMENT.....................................................................................18
9.2 CONTRACTS MANAGEMENT...........................................................................................19
10.0 RISK MANAGEMENT...........................................................................................................20
11.0 QUALITY MANAGEMENT....................................................................................................20
12.0 AUTHORISATION.................................................................................................................20
REFERENCE LIST.............................................................................................................................21
APPENDICES...................................................................................................................................23
APPENDIX A: CHARTER PRESENTATION....................................................................................23
APPENDIX B: DETAILED SCOPE DEVELOPMENT.........................................................................24
APPENDIX C: COMMUNICATION AND STAKEHOLDER IDENTIFICATION...................................26
APPENDIX D: FINANCIAL ASSESSMENT......................................................................................27
APPENDIX E: IDENTIFICATION AND PRIORITISATION OF RISKS.................................................29

1.0 SUMMARY PROJECT CONCEPT
1.1 BACKGROUND
The project is developed for forming the effective and improved construction activities for building
convention and art centre for Noosa. The construction activities would result in forming the
development of the art and convention centre for Noosa. The project would consider the location,
construction, and operation of the Noosa Convention and Art Centre. The development of the centre
would help the business organization for listing the development of the operations for the alignment of
the operations.
1.2 DRIVERS FOR THE PROJECT
The CCIQ has initiated the project pre-feasibility analysis for development of the building for Convention
and Art Centre of the improved functional and development model. The Council of AEC Gropu Pvt. Ltd.
has been undertaking the review for the CCIQ’s feasibility analysis of Noosa Convention and Art Centre.
The Council has taken the decision for initiating the plan development for the implication of the
effective and improved functional development.
1.3 PROJECT OBJECTIVES
The objectives of the project is aligned for ensuring that improved communication is aligned for listing
the development of the activities of the operations. The objectives of project include,
 To develop a project plan for listing the facilities of the effective construction activities
 To develop the convention and art centre for the alignment of the specific activities
 To form the development of successive alignment activities for the user specific
operations
1.4 PROJECT CONCEPT
The project of construction of Noosa Convention and Art Centre is based on the implication of the
project management principles and Information Technology development. The formation of the
effective and improved construction activities would ensure that the required centre construction is
built at the required location. The feasibility study is formed for installing the development of the
improved activities.
1.5 ALIGNMENT TO BUSINESS OBJECTIVES
The business objectives for the deployment of the effective and improved communication are helpful for
listing the deployment of the effective business operations. The alignment of the improved activities
would allow the formation of the convention and art centre for Noosa. The use of the centre would be
helpful for renting it and getting the total cost recovery for the project development. The site
development is successive with the implementation of the effective development process. The business
objective for Noosa is to increase the operating revenue of $2,481,339.00 so that it exceeds the
operating expenditure of $4,166,251.00. The total earnings of the organization must be a positive
expected value due to the project.

2.0 SCOPE MANAGEMENT
2.1 DELIVERABLES
The deliverables for the project of construction of Noosa Convention and Art Centre are arranged
chronologically in the following table,
Serial
No Deliverable End Date
D1 Procurement Documentation for the project Wed 2/21/18
D2 Charter Documentation Mon 2/26/18
D3 Project Initiation Documentation Wed 2/28/18
D4 Project Scheduling Fri 3/2/18
D5 Accumulating material resources and machineries Fri 3/16/18
D6 Setting site office Mon 4/2/18
D7 Excavating site foundations and elevator pit Tue 5/1/18
D8 Windows and Doors are Constructed Tue 6/5/18
D9 Drainage and Plumbing is done Fri 6/22/18
D10 Partition of site for Convention and Art Centre Wed 7/4/18
D11 Convention Section is carved out Tue 7/10/18
D12 Art centre is carved out Fri 7/27/18
D13 Fire Safety and First Aid is installed in abundance Wed 8/22/18
D14 Final Furnishing of the Centre Thu 8/30/18
D15 Convention and Art Centre is Inaugurated Thu 9/13/18
2.2 BUSINESS HUB
The business hub for the project includes the development of the effective operational center for
developing improved operations for the organization. The Noosa Convention and Art Center require the
use of the supportive development factor. The deployment of the effective and improved functional
analysis is helpful for the deployment of the sufficient integration model.

2.3 SCOPE INCLUSIONS
The project scope for the project of construction of Noosa Convention and Art Centre includes the
following items,
Documents: Project Charter, Project Initiation, Procurement, Contractor Agreement, Final Report, and
Approval Documentation
Works: Site construction (clearing, pillar works, cementing, leveling, and concreting), Infrastructure
construction (walls, floors, window, doors, and roofs), Interior Construction (power line, electricity,
paintings, furniture, fixtures, and other works), and final construction (medical kit installation and fire
safety installation)
2.4 SCOPE EXCLUSIONS
The project of construction of Noosa Convention and Art Centre excludes the development of
communication plan, risk management plan, and development of transportation activities. The project
manager would not have to take care of the operations of the contractor and the alignment of the
effective change management plan.
2.5 ASSOCIATED WORKS
The associated works of the project include the development of the office site at the location of the site
for ensuring effective communication. The formation of the Noosa convection and art center would be
helpful for listing the deployment of the construction activities. The allocation of the successive
modification of the construction is dependent of the integration of the construction management with
the principles of project management. The activity of applying for electricity power, external power for
the construction works, alignment of the communication at the work site, and machinery management.
2.6 HANDOVER
The project handover would be done when the government officer would inspect and approve the
project operations for the alignment of the effective and improved project integration activities. The
formation of the supporting documentation would allow the formation of the effective and improved
functional development modification. The handover of the projects would be supplied for forming the
occasional development of the convention and art centre for Noosa.
3.0 PROJECT ASSUMPTIONS
3.1 ASSUMPTIONS
The assumptions of the project of construction of Noosa Convention and Art Centre are,
Expected outcome of pre-feasibility study: The pre-feasibility study for the project of construction of
Noosa Convention and Art Centre would yield expected results for CCIQ.
Completion of construction: The completion of the construction works for the Noosa Convention and
Art Centre must be done in the expected time and duration.

Profit generation: The business objective for Noosa is to increase the operating revenue of
$2,481,339.00 so that it exceeds the operating expenditure of $4,166,251.00 for generating profit for
the organization.
3.2 CONSTRAINTS
The constraints of the project of construction of Noosa Convention and Art Centre are,
Time: The time duration acts as the major constraints for the project since the project of construction of
Noosa Convention and Art Centre is a construction project. The project is expected to complete in
duration of 6-7 months of time.
Cost: The resource utilization is a feasibility analysis factor that also acts the constraint for the project of
construction of Noosa Convention and Art Centre. The overall budget of the project must be confided to
$200,000 so that the organization can overcome this amount in short period of time.
Construction Factors: Some factors like weather, quality of raw materials, machine performance, and
skill of workers also act as the constraints of the project.
3.3 POTENTIAL ISSUES
The potential issues of the project of construction of Noosa Convention and Art Centre are,
Lack of construction materials: The raw materials like sand, brick, clay, cement, pillars, and concrete are
the primary raw materials required for the project of construction. The lack of these raw materials
results in forming the major issue in forming the improvement of the operations.
Delay in construction: The delay in project activity completion results in forming the management of the
profound system development. The alignment of the operations had resulted in listing the number of
resources and probability of occurrence of the issues.
3.4 OPPORTUNITIES
The opportunities of the project of construction of Noosa Convention and Art Centre are,
Integration of the principles: The integration of the principles of project management and construction
activities would be implied for the development of the operations. The analysis of the operations and
linking the development of the operations would be possible for listing the deployment of the activities.
Increase in revenue: The revenue generation of the activities would be helpful for listing the
development of the effective development model. The modification of the operations would align the
modification had aligned the operational development of the operations.
4.0 INTEGRATION MANAGEMENT
4.1 METHODOLOGY
The methodology for the integration management for the project of construction of Noosa Convention
and Art Centre include the following 6 steps,
Step 1: Initiating- The initiation phase is helpful for starting the integration management for the project
operations

Step 2: Planning- The planning phase lists out the required activities for the implementation of the
integration management of the construction projects
Step 3: Executing- The execution of the project activities would help in implying the activities of the
implementation management
Step 4: Monitoring and Controlling- The monitoring and controlling would imply the modification of the
occasional activities of the project
Step 5: Closing- The closing phase is formed for forming the effective and improved closure checklist for
the project
4.2 CHANGE CONTROL
The change control is developed for ensuring that the project of construction of Noosa Convention and
Art Centre would imply expected project outcomes from the project. The implication of the change
control is helpful for listing the development of the effective and improved functional changes in the
project. The change control can be implied by the help of 7QC tools and Six Sigma implementation.
4.3 PERFORMANCE REPORTING
The performance reporting for the project of construction of Noosa Convention and Art Centre is based
on the project progress evaluation report that is made for ensuring that project activities are being
carried out successfully as expected.
4.4 AUDIT
Project audit is done for analyzing the monetary benefits of the project of construction of Noosa
Convention and Art Centre for developing effective and improved outcomes of the project. The audit
can be done by analyzing the resource usage document, NPV analysis, and progress checklist.
4.5 DEPENDENCIES
The project dependencies are analyzed by considering the project plan in form of methodology and the
relation of the tasks are the dependency for the project plan. The project plan is developed following
the traditional waterfall methodology and it would help in forming the project timeline.
5.0 TIME MANAGEMENT
5.1 SCHEDULE
The project schedule for the project of construction of Noosa Convention and Art Centre is shown in the
table below,
WBS Task Name Duration Start Finish
0 NOOSA CONVENTION AND PERFORMING ARTS CENTRE 157
days Thu 2/8/18 Fri 9/14/18
1 Preliminary Study 10 days Thu 2/8/18 Wed 2/21/18

1.1 Preparing Submit Bond and Insurance Documents 3 days Thu 2/8/18 Mon 2/12/18
M1 Obtaining Approval for Proceeding and Building Permits 2 days Tue 2/13/18 Wed 2/14/18
1.3 Feasibility Analysis of the Construction Requirements 3 days Thu 2/15/18 Mon 2/19/18
1.4 Procurement Documentation for the project 2 days Tue 2/20/18 Wed 2/21/18
2 Project Initiation 8 days Thu 2/22/18 Mon 3/5/18
M2 Project Kickoff meeting 1 day Thu 2/22/18 Thu 2/22/18
2.2 Charter Documentation 2 days Fri 2/23/18 Mon 2/26/18
2.3 Project Initiation Documentation 2 days Tue 2/27/18 Wed 2/28/18
2.4 Project Scheduling 2 days Thu 3/1/18 Fri 3/2/18
2.5 Submission of documents 1 day Mon 3/5/18 Mon 3/5/18
3 Site Development 41 days Tue 3/6/18 Tue 5/1/18
3.1 Clearing site 4 days Tue 3/6/18 Fri 3/9/18
M3 Accumulating material resources and machineries 5 days Mon 3/12/18 Fri 3/16/18
3.3 Installing power source 6 days Mon 3/19/18 Mon 3/26/18
3.4 Setting site office 5 days Tue 3/27/18 Mon 4/2/18
3.5 Cutting and Filling land of site as required 7 days Tue 4/3/18 Wed 4/11/18
3.6 Storm Drainage and Exterior Fire line development 6 days Thu 4/12/18 Thu 4/19/18
M4 Construction foundation for the site 3 days Fri 4/20/18 Tue 4/24/18
3.8 Excavating site foundations and elevator pit 5 days Wed 4/25/18 Tue 5/1/18
4 Construction of Convention and Arts Centre 87 days Wed 5/2/18 Thu 8/30/18
4.1 Floor and Wall Construction 25 days Wed 5/2/18 Tue 6/5/18
4.1.1 Steel Pillars are eradicated 4 days Wed 5/2/18 Mon 5/7/18
4.1.2 Concrete and Brick Walls are developed 6 days Tue 5/8/18 Tue 5/15/18
4.1.3 Concrete Flooring 7 days Wed 5/16/18 Thu 5/24/18
4.1.4 Developing Roofs 5 days Fri 5/25/18 Thu 5/31/18

M5 Windows and Doors are Constructed 3 days Fri 6/1/18 Tue 6/5/18
4.2 Electricity and Drainage works 21 days Wed 6/6/18 Wed 7/4/18
4.2.1 Power lines and electric supply is installed 7 days Wed 6/6/18 Thu 6/14/18
4.2.2 Drainage and Plumbing is done 6 days Fri 6/15/18 Fri 6/22/18
4.2.3 Painting and Other Carpentry Works are done 5 days Mon 6/25/18 Fri 6/29/18
M6 Partition of site for Convention and Art Centre 3 days Mon 7/2/18 Wed 7/4/18
4.3 Convention Section Development 13 days Thu 7/5/18 Mon 7/23/18
4.3.1 Convention Section is carved out 4 days Thu 7/5/18 Tue 7/10/18
4.3.2 Seating Arrangements and Interior Works are done 5 days Wed 7/11/18 Tue 7/17/18
4.3.3 Necessary Furniture and fixtures are formed 4 days Wed 7/18/18 Mon 7/23/18
4.4 Art Section Development 13 days Tue 7/24/18 Thu 8/9/18
4.4.1 Art centre is carved out 4 days Tue 7/24/18 Fri 7/27/18
4.4.2 Interior is lavishly developed 5 days Mon 7/30/18 Fri 8/3/18
4.4.3 All required tools and art equipments are installed 4 days Mon 8/6/18 Thu 8/9/18
4.5 Other Installation 15 days Fri 8/10/18 Thu 8/30/18
4.5.1 Matching Furniture, Fixtures, and Drapes are made 4 days Fri 8/10/18 Wed 8/15/18
4.5.2 Fire Safety and First Aid is installed in abundance 5 days Thu 8/16/18 Wed 8/22/18
M7 Final Furnishing of the Centre 6 days Thu 8/23/18 Thu 8/30/18
5 Inspection and Approval 10 days Fri 8/31/18 Thu 9/13/18
5.1 Development of final completed project report 5 days Fri 8/31/18 Thu 9/6/18
5.2 Submission of reports 1 day Fri 9/7/18 Fri 9/7/18
5.3 Government Officer Inspection 1 day Mon 9/10/18 Mon 9/10/18
M8 Approval from the officer 2 days Tue 9/11/18 Wed 9/12/18
5.5 Convention and Art Centre is Inaugurated 1 day Thu 9/13/18 Thu 9/13/18
M9 Project is Closed 1 day Fri 9/14/18 Fri 9/14/18

5.2 MILESTONES
The milestones for the project of constructing the Noosa Convention and Art Centre are given below,
M1. Approval for project initiation- 2 days- Tue 2/13/18-Wed 2/14/18
M2. Project Kickoff meeting- 1 day- Thu 2/22/18-Thu 2/22/18
M3. Accumulating material resources and machineries- 5 days- Mon 3/12/18-Fri 3/16/18
M4. Construction foundation for the site- 3 days- Fri 4/20/18-Tue 4/24/18
M5. Windows and Doors are Constructed- 3 days- Fri 6/1/18-Tue 6/5/18
M6. Partition of site for Convention and Art Centre- 3 days- Mon 7/2/18 -Wed 7/4/18
M7. Final Furnishing of the Centre- 6 days- Thu 8/23/18-Thu 8/30/18
M8. Approval from the officer- 2 days- Tue 9/11/18-Wed 9/12/18
M9. Project is Closed- 1 day- Fri 9/14/18-Fri 9/14/18
6.0 COST MANAGEMENT
6.1 COST MANAGEMENT FRAMEWORK
The cost management framework that would be used for the project of constructing the Noosa
Convention and Art Centre is TCM or total cost management framework. The total cost management
framework can be divided into four major sections namely basic process of cost management, functional
process of strategic asset management, functional processes of project control and enabling process of
total cost management.

Figure 1: TCM framework for project
(Source: Azizi 2015, pp-189)
6.2 PROJECT BUDGET
The project budget comprise of using both material and human resources for the development of the
final project deliverable. The project budget is developed for ensuring that the overall cost of the project
should not exceed $200,000.00. The detailed cost budget is given below,
Resource Name Type of Resource Work Standard Rate Cost
Documenter Human 128
hrs $80.00/hr $10,240.00
Project Manager Human 80 hrs $125.00/hr $10,000.00
Analyst Human 24 hrs $70.00/hr $1,680.00
Planner Human 16 hrs $75.00/hr $1,200.00
Contractor Human 248
hrs $115.00/hr $28,520.00
Electrical Engineer Human 192
hrs $120.00/hr $23,040.00
Workers Human 264 $105.00/hr $27,720.00