Report on Project Planning, Reporting, and Completion at SAHMRI

This report provides a comprehensive analysis of project planning, reporting, and completion for the South Australian Health and Medical Research Institute (SAHMRI) construction project. It begins with an examination of project contracts, including lump-sum, cost-plus-fee, and design-build contracts, evaluating their legal challenges and benefits. The report then delves into project pre-planning, addressing primary concerns before construction, effective approaches for on-time delivery, and the use of Gantt charts and Work Breakdown Structures (WBS). Furthermore, the report investigates communication management, including the development of a communication plan and the use of reports for stakeholders. Finally, it concludes with a discussion of project closeout, explaining the role of key elements and assessing methods for incorporating lessons learned. The report provides valuable insights into the complexities of managing a large-scale construction project, emphasizing the importance of contract selection, effective planning, stakeholder communication, and thorough project closure.

Running head: PROJECT PLANNING, REPORTING AND COMPLETION
Project planning, reporting and completion
(SAHMRI, South Australia)
Name of the student:
Name of the university:
Author Note

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Executive summary
The SAHMRI or “South Australian Health and Medical Research Institute” is a leading health and
medical research institute, located in South Australia. It is seen that the South Australian
Government is found to be committed to implementing the SAHMRI. Apart from this, the institute
has been faced the housing the iconic eponymous and purpose-built building. In this report, different
contracts of projects are evaluated. Next, the phase of project pre-planning is analyzed. At last, the
ways in which communication is maintained is investigated. At last, project closeout is demonstrated
in the study.

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Table of Contents
Introduction:..........................................................................................................................................3
1. Part A: Project Contracts:..................................................................................................................3
1.1. Identifying and analyzing the legal challenges and benefits to be experienced by the projects:3
1.2. Types of contracts to be recommended for the project:.............................................................5
2. Part B: Project Pre-Planning (Module 4)...........................................................................................6
2.1. Analyzing the primary concerns required to address before starting the construction:.............6
2.2. Evaluating the effective approach to meet-on-time delivery of the project:..............................7
2.3. Type of cost breakdown projects costs:......................................................................................8
2.4. Levels of details for the WBS:....................................................................................................9
3. Part C: Controlling Communication................................................................................................10
3.1. Developing a communication management plan providing the proper status of the project for
stakeholders:....................................................................................................................................10
3.2. Demonstrating how to use the reports for denoting the expectations of stakeholders:............11
3.3. Analyzing the level of detail needed for regularly making stakeholder reports:..............11
4. Part D: Project Close-out:................................................................................................................12
4.1. Explaining the role each of the following elements in the close-out of your project:..............12
4.2. Assessing the ways to coordinate the components of the lessons learnt:.................................13
Conclusion:..........................................................................................................................................14
References:..........................................................................................................................................15

3PROJECT PLANNING, REPORTING AND COMPLETION
Introduction:
The “South Australian Health and Medical Research Institute” is one of the popular medical
and health research institute. This is located at Adelaide in South Australia. Further, the institute has
been housed in the purpose-built and iconic eponymous building. This is situated at biomedical
precinct and health of South Australia on North Terrace of Adelaide.
The South Australian Government has been committed to deploying the SAHMRI, during
2008. This also involves the Federal Government that is allocated in to a hundred million dollars to
create the facility of research. It has been notably raising the capacity of Australia to lead scientific
research.
In the following study, various project contracts are analyzed. Then the project pre-planning
is evaluated. Moreover, the manner in which communication is controlled is assessed. Lastly, the
project closeout is demonstrated.
1. Part A: Project Contracts:
1.1. Identifying and analyzing the legal challenges and benefits to be experienced by the
projects:
Lump-sum or stipulated contracts:
Here, the cost-plus-fee is to be deployed. Within this cost-plus contract, the owner agrees
with the paying of a contractor for various costs incurred. Further, this involves the agreed-upon fee.
This includes the fixed amount of fee. However, the variable fees have been based on the overall
expenses that are used many times.

4PROJECT PLANNING, REPORTING AND COMPLETION

5PROJECT PLANNING, REPORTING AND COMPLETION
Cost of work plus fee contract:
For SAHMRI, the costs involve the materials and labours. This also comprises of the
expenses that are incurred in the overall task. Here, the owners have preferred the contracts
regarding costs as they meet the flexibility in making changes whenever the project progresses
(Walker 2015). As SAHMRI’s business lack any sort of experience with the project on construction,
a tight budget is operated. They should better off with the lump-sum prices. This is because there are
unavoidable uncertainties regarding the utmost expense of the project that is priced on the basis of
cost-plus.
Cost of work plus fee with a guaranteed maximum price (GMP) contract:
The contractors must tender a higher price for SAHMRI’s project. Efficiently they have been
pricing the risks that are considered. Thus they have been accepted to the client as there is the
priority of certainty. This is instead of the probable east cost (Sears et al. 2015). For instance, as the
client of SAHMRI has a particular amount of funding available, the cost can never be exceeded.
Nevertheless, as the client requests for additional costs, and the working scope rises, then the
contract should be provided for the cost to be raised. In the same manner, as the task gets omitted,
the cost can be decreased. Rather than the term “guaranteed maximum price” the clients of SAHMRI
must be assured that they possess sufficient amount of contingency.
Construction management or CM contract:
Here, the builder of SAHMRI is liable to engage the sub-contracts and then directing the
activities. Thus it provides the owners with various warranties as to the working quality. Within
particular contracts of construction management, there are also third-party denoted s the CR or

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Client’s Representatives. This has been common for the owner for appointing the architect in this
position.

7PROJECT PLANNING, REPORTING AND COMPLETION
DMC or Design-build or design-and-construct contract:
For SAHMRI, it is helpful to communicate in an instantaneous manner. Thus they can make
effective communication with instantaneous speeds. This involves the overall method that develops
the schedule of the project (Harrison and Lock 2017).
Ways to mitigate changes in contract types:
There is the probability of priding the steps that are helpful for the project managers with
effective management of contractors.
Contract planning:
For starting with the contract of the proper way, this is needed to reserve sufficient time or
preparing the process of contracting.
Contractor selection:
This involves the documentation of the employees and companies with good references of
previous tasks. Then, there is company structure and prices.
Contract administration:
Then, they should be assuming that sufficient planning is needed to be done. Here, the project
managers must be following the performance of the contractors nearly. This can be compared to
various contractual requirements (Burtonshaw-Gunn 2017).
1.2. Types of contracts to be recommended for the project:
The different contract types recommended for the project of SAHMRI include the following.
 The fixed cost along with financial price adjustment

8PROJECT PLANNING, REPORTING AND COMPLETION
 Specific price fee of incentive
 The particular fixed price
2. Part B: Project Pre-Planning (Module 4)
2.1. Analyzing the primary concerns required to address before starting the construction:
They are identified below.
Changing scope:
It is one of the greatest issues for construction project management. This arises due to the
lack of defined goals.
No Accountability:
This generates the problems for construction project management due to lacking
accountability. Here, the project managers are liable to lay out the aims of projects and then
assigning them (Shen et al. 2015).
Lack of Risk Management:
It is vital for SAHMRI as their risks are higher. It is much more costly than before.
Stakeholder Indifference:
It can kill the projects. This is the lack of stakeholder participation as a common challenge in
the sector of constriction project management. As the stakeholders have been indifferent to the
activities at the site, they result in delays and reworks. Here, one of the simplest manners for
construction project management can be done with the help of the software of construction
management (Qazi et al. 2016). For instance, eSUB’s mobile-first, project management based on

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clouds has been focusing on the necessity of subcontractors. Through capturing the data in the area
of the initiating tasks, the software can bridge the space present between the office and the area. This
is helpful to provide visibility to job site tasks.
2.2. Evaluating the effective approach to meet-on-time delivery of the project:
The different closing points helpful for delivering the projects successfully are provided
below.
 Articulating the primary learning prior to closing the project and use the learning for further
usage.
 Keeping the primary stakeholders informed and found the buy-in as necessary.
 Reviewing the progress of the project and initiative proper activities very fast for stopping
the projects from failing.
 Assuring the team members with sufficient data for undertaking the tasks and making them
be accountable.
 Getting clear project requirements to possess a simple analysis of the requirements
 Have an eye on the detailing regarding risks, communications, issues, tasks and
requirements.
For instance, kick-off projects can be used. This can be used through high quality and low costs.
All the team members, vendors, customers must be informed and must be made aware of the
expectations regarding the time when a particular task can start. Next, the time of performances and
the time of completion and information to be kept upgraded like deliverable, documents, costs and
timesheets are to be included (Martínez-Rojas, Marín and Vila 2015).

10PROJECT PLANNING, REPORTING AND COMPLETION
2.3. Type of cost breakdown projects costs:
Task Name Duration Start Finish
Baseline schedule for SAHMRI's
project
1 day Mon 4/1/19 Mon 4/1/19
Schedule management for
SAHMRI's project
6 days Tue 4/2/19 Tue 4/9/19
Creating Contingency Plans 4 days Wed 4/10/19 Mon 4/15/19
Communicating & Collaborating 4 days Tue 4/16/19 Fri 4/19/19
Monitoring & Documenting
Progress
6 days Mon 4/22/19 Mon 4/29/19
Schedule management of
different scope changes
2 days Tue 4/30/19 Wed 5/1/19
Approval of Schedule Milestones 6 days Thu 5/2/19 Thu 5/9/19
Figure 1: “Gantt Chart for the construction project at SAHMRI”
(Source: Created by Author)

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0
Project planning,
reporting and
completion for
construction project of
SAHMRI
1
Baseline schedule for
SAHMRI's project
2
Schedule management
for SAHMRI's project
3
Creating Contingency
Plans
4
Communicating &
Collaborating
5
Monitoring &
Documenting Progress
6
Schedule management
of different scope
changes
7
Approval of Schedule
Milestones
29d 0%
4/1/19 5/9/19
1d 0%
4/1/19 4/1/19
6d 0%
4/2/19 4/9/19
4d 0%
4/10/19 4/15/19
4d 0%
4/16/19 4/19/19
6d 0%
4/22/19 4/29/19 2d 0%
4/30/19 5/1/19
6d 0%
5/2/19 5/9/19
Figure 2: “Work Breakdown Structure of construction project at SAHMRI”
(Source: Created by Author)
Firstly, there must be variable costs. This change during the life-cycle of the projects and
they have longer duration and span for various years. In 1987, the Channel or Euro Tunnel project
started. As the construction was going on, there were many variable costs like labour rates and fuel
costs. Again for SAHMRI, the fixed costs never alter across the project’s life-cycle. Here, for
instance, as one is constructing the roads, the bulldozers and excavators are the fixed expenses
(Ogunde et al. 2017).
2.4. Levels of details for the WBS:
The first level is the project summary WBS. This summarizes the complete project and
comprises of work definition with three levels. It has been serving as the beginning for the
contractors in developing the individual WBS that is contract specific. Secondly, there is a contractor
WBS. It is created through distinct project contractors on the basis of contract tasks. They are liable
for extending the summary of the projects. Further, it has been based on the deliverables and scopes
that have been in contract (Mok, Shen and Yang 2015).