Detailed Audit Report: Construction Project Management Using PMBOK

This audit report assesses a construction project's adherence to PMBOK standards, covering key areas such as project integration, scope, schedule, cost, quality, resource, communications, risk, procurement, and stakeholder management. It details the tasks involved in each knowledge area, analyzes the project sponsor's practices, and highlights the lessons learned. The report identifies key measures considered during project charter development, the approach to project management, and methods for directing and managing project activities. It also addresses scope creep, resource allocation, risk identification, and stakeholder engagement, providing a comprehensive overview of project management practices within the construction context. Desklib offers this and many other solved assignments and past papers for students.

Audit Report:
Construction project

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1. Executive Summary
I. Objectives of this report
The objectives of this audit report related the construction project is based on PMBOK standards.
The report summarizes PMBOK standards which provide project guidelines, rules plus
characteristics for the project work. Those standards help the construction industry to achieve of
professional excellences.
II. Purpose of Sponsor Project
The purpose of this construction project is to gain insights knowledge related to PMBOK
standards required by the development manager and add efficiency of the development
management in the business environment. The aim of this study is to add knowledge based
related to the project management in the construction project.
III. Audit Approach Results & Lessons Learned
The lessons learned are related to have knowledge of project management standards which help
the project manager accomplish the project goals. The goals are related to deliver of successful
project and build capabilities. It ensures that the knowledge areas updated are similar with the
work performed to define the processes and project inputs plus outputs.
IV. Key Findings
The findings is based on defining the knowledge areas to success for the project management and
it explains best practices required for successful implementation of project work. Each of the
knowledge areas represent a completed area of the project specialization included tools and
concepts. It is required to complete the project plan for successful project management.
V. Key Recommendations
It is recommended to go in-depth understanding of PMBOK standards so that the project manager
can work to meet with scheduled time and estimated budget. The project manager uses of suitable
tools and techniques for completion of construction work.

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1.1 Project Integration Management
The tasks involved in the project integration management are:
Develop project charter: The project manager is involved to develop the charter based on the business
case for the construction project. It is done so that the development team members should appreciate
the construction development requirements.
Develop the project management plan: The project manger develops the project management plan
based on project charter plus outputs from the planning procedures (Kerzner & Kerzner, 2017).
Direct and supervise project work: The project supervisor directs in addition to manages the
execution of construction work based on project implementation plan. Approval of project changes is
done after than the project work is preceded.
Perform the change control: The project manager monitors and controls the entire plan to make sure
that the project should on track (Fleming & Koppelman, 2016). The project management plan is
reviewed so that there are no changes in the project work after approval.
Close the project work: The project owner requires determining of the project is completed on
scheduled time.
1.2 Project Scope Management
The tasks involved in the project scope management are:
Project requirements: The project manager assembled as well as documented the project work. The
project team members and stakeholders requirements are listed.
Understand project objectives: The project objective is identified such as construction of a building.
The project manager makes sure that the project team can deliver results based on features (Heagney,
2016).
Identify scope creep: The project manager identifies scope creep caused due to change in the market
trends, lack of resources, neglecting of customer’s needs and poor management to control project
changes.
1.3 Project Schedule Management
The tasks involved in the project schedule management are:
Breakdown of phases: The project manager divided the construction project in manageable activities
based on the project requirements (Harrison & Lock, 2017). The activities are defined are defined to
make estimation of time for each individual activities.
Establishment of milestones: It is included deliverables of the project schedule. In the project charter,
the milestones are summarized with its respective start date. It is done by the project planner.
Determine critical path: The project planner determines the critical path of the project using Gantt
chart. It is used to determine longer path through entire project network (Kerzner, 2018).
1.4 Project Cost Management
The tasks involved in the project cost management are:

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Resource planning: The resource manager determines the resources such as people, equipments and
materials and quantities used to carry out the project activities.
Cost estimation: The financial officer develops the charge of the project properties required to finish
the project related actions.
Cost budgeting: The financial officer allocates the total cost for the project based on individual work
items (Turner, 2016).
Cost control: The project manager controls the project changes with respect to project budgets. The
cost management plan determines how the cost variances are required to manage.
1.5 Project Quality Management
The tasks involved in the project quality management are:
Quality planning: The quality manager spots quality standards which are related to the project work
furthermore determine how to suit with the client’s requirements.
Quality assurance: The quality manager evaluates entire performance of construction project work on
daily basis to offer confidences that the project work will satisfy with quality standards (Binder,
2016).
Quality control: The quality manager monitors the results of the project to determine quality
standards and identify channels to prevent from the causes of unacceptable performance of the project
team members (Lock, 2017).
1.6 Project Resource Management
The tasks involved in the project resource management are:
Resource allocation: The resource manager allocated the resources in the project based on the project
requirements. There is identification and documentation of project roles and their responsibilities.
Acquire the resources: The resource manager determines the resources required based on their
expertise and skills required to work in a construction project (Milosevic & Martinelli, 2016).
Resource control: The resource manager allocates the resources in controlled way and creates a
comprehensive plan to make sure that the resources required to complete the construction work are
identified (Sears et al., 2015).
1.7 Project Communications Management
The tasks involved in the project communications management are:
Communication planning: The project manager determines the information plus communications
which are required for the project stakeholders. The communication plan determines how requires
what information, when they require it and how (Heldman, 2018).
Distribution of information: The project manager makes required information which is available to
the construction project stakeholders in appropriate method.

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Performance reporting: The quality manager collects and disseminates performance related
information of the project stakeholders (Joslin & Muller, 2015). It is included status reporting,
development measurement furthermore project forecasting.
Administrative closure: The project manager generates gathers and disseminates information for
formalization of the project phases along with project completion.
1.8 Project Risk Management
The tasks involved in the project risk management are:
Risk identification: The risk manager identifies the project construction risks which can affect the
development of project work (Walker, 2015). The identified construction risks are schedule, budget,
and lack of project resources, scope creep and lack of management support.
Risk analysis and assessment: The risk manager involves analyzing and prioritizing the risks which
are assessed based on risk categorization (Harrison & Lock, 2017). The risks are assessed and
analyzed based on severity level and based on it’s, the risks are prioritized.
Risk control: The risk manager controls and prevents the risks based on its individual priority so that
they can achieve desired results.
1.9 Project Procurement Management
The tasks involved in the project procurement management are:
Plan procurements: The procurement manager documents the construction project purchasing
decisions, specifies the construction project approaches and then identifies the potential sellers for the
project work (Zhang, Liang, & Gao, 2017).
Conduct and control the procurements: The procurement manager obtains seller response, selects the
seller and award the construction related contract (Ferri et al., 2016). The manager also manages
procurement relations, monitors the performance of contract and makes possible changes in the
construction project plan.
Close the procurements: The procurement manager completes the procurement processes by updating
the project records to the project manager with project results (Fleming et al., 2019). They can
achieve information to finalize open claims as per terms and conditions stated into the contract
documents.
1.10 Project Stakeholder Management
The tasks involved in the project stakeholder management are:
Stakeholder identification: The project manager identifies the project stakeholders those are
concerned in the project to update the project management plan.
Stakeholder analysis: The project manager determines the interests of the project stakeholders
through qualitative and quantitative analysis through the construction project (Barnett, Henriques, &
Husted, 2018).

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Stakeholder engagement: The stakeholders are engaged in the construction project work to improve
decision making and project responsibility. They are engaged in the construction project to achieve
accepted project outcomes.

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Knowledge
Area
Process
Group
Process
Number &
Name
Powerful Question Answers
1.0 Project
Integration
Management
Initiating 1.1 Develop
project charter
What are the key measures that
were considered while
developing the project charter?
The key measures are identifying the
vision of project, project scope and
deliverables, execution and
construction implementation plan.
Planning 1.2 Develop a
project
management
plan
What was the approach
adopted to manage the project
throughout its course?
Agile construction approach was
adopted to manage the project which is
adapted in development and
implementation stage to meet with
client’s demands (Nicholas & Steyn,
2017).
Executing 1.3 Direct and
manage project
work
How did you direct and
manage different activities
throughout the life cycle of the
project? Also, mention the
tools and techniques you used
for handling those activities.
The project manager develops project
ideas based on organizational goals.
Gantt chart is used to improve as well
as optimize efficiency of the
construction project processes.
1.4 Manage
project
knowledge
How did you acquire the
knowledge which you didn’t
have while executing the
project?
Knowledge is acquired by
understanding personal
experimentation plus deeper reflection
(Hermano & Martín-Cruz, 2019).
Monitoring
and
Controlling
1.5 Monitor and
control project
work
How did you track and review
the performance of the project
and how often did you use the
methods that were placed to
measure and control the
processes?
The project performance is tracked by
use of project scheduling tool which
can determine whether the project
timeline should meet with its
scheduled plan or not. On weekly
basis, the methods are placed.
1.6 Perform
integrated
change control
How did you adopt and
implement the changes you
were requested in your project?
The change requests are reviewed
approved the changes and managed
those changes to project deliverables
(Heldman, 2018). Changes to part of
construction project are requested
throughout project closure phase.
Closing 1.7 Close
project or phase
What were the closing actions
performed before declaring the
various activities of the project
complete?
The actions which are performed at
project closure phase such as handle the
deliverables over the customer, passing
the project documentation, cancellation
of supplier contracts and inform the
stakeholders about the project closure.
2.0 Project
Scope
Management
Planning 2.1 Plan scope
management
What was the basis taken into
consideration while planning
the scope of the project?
The scope management plan of
construction project is consisted of how
the project scope is defined, validated
in addition to control. It provides
guidelines on how the scope is
managed through the project.
2.2 Collect
requirements
How did you analyze and
collect the requirements of the
project to meet the project
objective?
There is required to conclude,
document as well as supervise
requirements of the project
stakeholders to assemble with project
related objectives.
2.3 Define
scope
How did you set the
boundaries for the scope and
what all did you include in it?
How will you evaluate the
success of your project?
A high level scope is defined in the
project charter. The project boundaries
determined what is included into the
project and what is not included
(Muller, 2017).
The project success is measured to
determine if the project scope is
meeting with project requirements.
2.4 Create WBS What were the techniques used
to break down the project tasks
into smaller executable
activities?
WBS is used to organize the team
activities in manageable sections. It
defines the project activities in
hierarchical decomposition of the work

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