Omagh Enhanced Local Hospital Construction Plan: Project Report

This report provides a detailed project management analysis of the Omagh Enhanced Local Hospital Construction Plan. It begins with an initiation phase, including a stakeholder register, followed by a planning phase with a work breakdown structure (WBS). The execution phase is illustrated with a Gantt chart, and the controlling phase focuses on risk management. The report concludes with a lessons learned report in the closing phase. The project management report covers various aspects, including stakeholder analysis, WBS, Gantt chart, and risk management, essential for a successful construction project. The report emphasizes the importance of stakeholder engagement, effective planning, and proactive risk mitigation throughout the project lifecycle. It also highlights the need for clear communication, documentation, and continuous monitoring to ensure project success.

Running head: PROJECT MANAGEMENT
Assignment 2: Omagh Enhanced Local Hospital Construction Plan
Name of the Student:
Name of the University:

1PROJECT MANAGEMENT
Table of Contents
Part 1: Initiation...............................................................................................................................2
1. Stakeholder register.................................................................................................................2
Part 2: Planning................................................................................................................................5
2. Work breakdown structure......................................................................................................5
Part 3: Execution..............................................................................................................................9
3. Gantt chart...............................................................................................................................9
Part 4: Controlling.........................................................................................................................11
4. Risk management...................................................................................................................11
Part 5: Closing...............................................................................................................................15
5. Lessons learned report...........................................................................................................15
References......................................................................................................................................18

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Part 1: Initiation
1. Stakeholder register
The ability to manage the project stakeholders improves the chances towards successful
execution of project work and success. It is the responsibility of project manager to agree on the
project goals and communicate the project objectives and purpose with the key project
stakeholders. It plays larger part in the project success (Eskerod and Jepsen 2016). Failure to
expose the project is caused due to project delay, missed of project opportunities, negative
financial impacts as well as potential damage to the reputation of the organization.
Stakeholder analysis for project communications
Project Name: Omagh Enhanced Local Hospital Construction Plan
Date: 12/21/2018
Created by: Project Manager
Stakeholder
Name Document Name Document Format Contact Person Due Date
Lucy Camerena Risk management report
Pdf file and
presentation Project Manager Thu 5/23/19
Ron Ryan
Project financial plan
report Spreadsheet Project Manager Mon 7/1/19
Mike Sundby Project management plan Word document Project Manager Thu 6/13/19

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document
Danny Smith
Schedule management
plan MS Project Project Manager Wed 11/13/19
Mike Hands Project charter Word document Project Manager Thu 5/30/19
Sue Moore Quality management plan Word document Project Manager Thu 2/27/20
Stakeholder analysis
Project Name: Omagh Enhanced Local Hospital Construction Plan
Prepared by: Project Manager
Date: 12/21/2018
Stakeholder 1 Stakeholder 2 Stakeholder 3
Organization Federation of Master
Builders
National Federation of
Builders
Federation of Master
Builders
Role on project Project Manager Structural Engineer Quality Manager
Unique facts about
stakeholder
The project manager leads
the team towards project
success. The manager
builds the tea comprising
the project individuals with
The engineer is involved
to design structures like
buildings.
The quality manager
checks for quality of
the products which
are selected to
construct the

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various skills. hospital building.
Level of interest High Low High
Level of influence High Low Low
Suggestions on
managing
relationships
The project manager is
able to build relations with
the project team members
so that they can
communicate the project
objectives and aim with
them.
The structural engineer
can build stronger
relations with the project
manager in which they
can bring architectural
vision among the project
team members.
The quality manager
should build
relations with the
suppliers to provide
quality services and
products to the
project clients.
The project manager is responsible to manage the stakeholders with soft skills to deal
with variety of the personalities. The stakeholders will be valuable to others and they are
required to be focused on the project phases to complete the project on time. A positive
relationship is build among the project manager and project team members so that trust is earned
throughout communication (Marchewka 2014). When the project plan will run smoothly, then it
learns to build trust among them. The project manager should encounter problems by use of
communication methods so that all the problems are solved on time. Documentation of all the
communication is done so that all requests as well as feedback are recorded (Sanchez 2015). It
allows reviewing information for accuracy of the information which are gathered and shared
with the project members for the project transparency. With the communication plan, the project
manager takes decisions regarding the problems which the project team members are facing. The

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project manager has no such formal power of authority and relied on engagement of the
stakeholder to attain the project objectives (Eskerod, Huemann and Savage 2015). The
stakeholder management is required to be improved so that all the project outputs are delivered
on time and estimated budget. With the stakeholder management, the stakeholders should update
about the project progress and faster to day-to-day workings of the project work so that all the
stakeholders are updated about the completion time of the plan.
Part 2: Planning
2. Work breakdown structure
The work breakdown structure (WBS) is key deliverable which can organize the team
work in manageable sections. It is a hierarchical decomposition of the project activities to be
executed by project team members (Kerzner and Kerzner 2017). It will define the scope of
project in manageable forms that the project team member can able to understand as each level
of WBS provides details of each of the work activities of the construction project plan.
WBS ID Work activities
0 Omagh Enhanced Local Hospital Construction Plan
1 Initiation phase
1.1 Assemble the design team
1.2 Investigate the development options
1.2.1 Compare and contrast the building new
1.2.2 Renovating the current space
2 Building the hospital
2.1 Identification of desired location based on market analysis

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2.1.1 Identification of specific site
2.1.2 Identification of project constraints
3 Planning phase for expansion of hospital
3.1 Determine the existing facility based on market growth
3.2 Investigate the existing site
3.3 Investigate the existing structure
3.4 Identification of desired locations based on market
3.5 Investigate the project feasibility
3.5.1 Identify the project size and scope
3.5.2 Meet with architect
3.5.3 Identify the construction cost
4 Balance the project cost
4.1 Identify the project cost
4.1.1 Evaluate the site acquisition
4.1.2 Compare of cost with funds
4.2 Secure the preliminary commitment
4.3 Review the project timeline
5 Initiate site purchase
5.1 Communication plan
5.1.1 Holding preliminary meeting
5.1.2 Meeting with architect
5.2 Assist the application process
6 Design phase
6.1 Initial facility design
6.1.1 Schematic floor plan

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6.1.2 Exterior appearance
6.1.3 Site layout
6.2 Development of information on existing buildings
6.3 Development of structural plan
7 Execution phase
7.1 Development of productive team
7.1.1 Project is kept on track
7.1.2 Procurement of resources
7.1.3 Direct and manage project work
7.2 Manage the project risks
7.3 Manage stakeholder engagement
8 Monitoring and controlling phase
8.1 Control changes to project work and plan
8.1.1 Investigate the mechanical and electrical work
8.1.2 Review the drawings for compliance
9 Complete the building application and bidding
9.1 Submit the final drawings
9.2 Finalize financial requirements
9.2.1 Final bid from contractor
9.2.2 Finalize the construction contract
10 Closure phase
10.1 Deliver the project scope
10.1.1 Lessons learned from project
10.1.2 Final project delivery

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From the above table format of work breakdown structure, it is seen that there are four
main activities of the project plan such as initiation phase, building the hospital, planning phase,
balance the project phase, initiate site purchase, design phase, execution phase, monitoring and
controlling phase, complete the building application and bidding and closure phase. All the
project activities are allocated to each team members based on their skills as well as expertise. It
is used to create a project plan effective and efficient (Turner 2014). Creation of the WBS is
required of active participation of the project team members as their work is to be analyzed at
each work level. The process is involved of three main steps such as:
 Identification of the functional project deliverables
 Subdivision of the project deliverables into sub-activities (Larson and Gray 2015).
 Determination of the match among the project team members as well as work packages
Each of the work packages are represented to perform the tasks which are assigned to the
project team members to complete the work in timeframe, allocation of cost, level of efforts
among the project parameters (Fleming and Koppelman 2016). The business organization is
included that the project team can able to track the performance as well as financial progress due
to cost integration from the WBS. Marchewka (2014) stated that WBS facilitates effective
identification of skills needed to complete the project work.

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Part 3: Execution
3. Gantt chart
WBS Task Name Duration
0 Omagh Enhanced Local Hospital Construction Plan 350 days
1 Initiation phase 34 days
1.1 Assemble the design team 5 days
1.2 Investigate the development options 29 days
1.2.1 Compare and contrast the building new 19 days
1.2.2 Renovating the current space 10 days
2 Building the hospital 25 days
2.1 Identification of desired location based on market analysis 25 days
2.1.1 Identification of specific site 12 days
2.1.2 Identification of project constraints 13 days
3 Planning phase for expansion of hospital 159 days
3.1 Determine the existing facility based on market growth 9 days
3.2 Investigate the existing site 25 days
3.3 Investigate the existing structure 30 days
3.4 Identification of desired locations based on market 15 days
3.5 Investigate the project feasibility 104 days
3.5.1 Identify the project size and scope 27 days
3.5.2 Meet with architect 15 days
3.5.3 Identify the construction cost 43 days
4 Balance the project cost 176 days
4.1 Identify the project cost 87 days

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4.1.1 Evaluate the site acquisition 22 days
4.1.2 Compare of cost with funds 20 days
4.2 Secure the preliminary commitment 18 days
4.3 Review the project timeline 6 days
5 Initiate site purchase 216 days
5.1 Communication plan 216 days
5.1.1 Holding preliminary meeting 20 days
5.1.2 Meeting with architect 20 days
5.2 Assist the application process 30 days
6 Design phase 232 days
6.1 Initial facility design 214 days
6.1.1 Schematic floor plan 12 days
6.1.2 Exterior appearance 32 days
6.1.3 Site layout 18 days
6.2 Development of information on existing buildings 12 days
6.3 Development of structural plan 14 days
7 Execution phase 195 days
7.1 Development of productive team 190 days
7.1.1 Project is kept on track 9 days
7.1.2 Procurement of resources 18 days
7.1.3 Direct and manage project work 16 days
7.2 Manage the project risks 5 days
7.3 Manage stakeholder engagement 12 days
8 Monitoring and controlling phase 36 days
8.1 Control changes to project work and plan 36 days

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8.1.1 Investigate the mechanical and electrical work 11 days
8.1.2 Review the drawings for compliance 9 days
9 Complete the building application and bidding 82 days
9.1 Submit the final drawings 10 days
9.2 Finalize financial requirements 72 days
9.2.1 Final bid from contractor 21 days
9.2.2 Finalize the construction contract 29 days
10 Closure phase 107 days
10.1 Deliver the project scope 107 days
10.1.1 Lessons learned from project 10 days
10.1.2 Final project delivery 8 days
Part 4: Controlling
4. Risk management
Introduction
The purpose of risk management is to identify the problems before it provides any effect
on the project success. The objectives and scope of risk management are to analyze as well as
control the project risks. Detection of project risks involves identifying the threats which can
affect the assets of business organization (Nicholas and Steyn 2017). The risk manager is
responsible for the risk management strategy.