University Project Management Report: Gordie Howe International Bridge

This report provides a comprehensive analysis of the Gordie Howe International Bridge project, addressing key aspects of project management. It begins by examining the impact of changes in project constraints, specifically focusing on how scope changes affect cost, schedule, and quality. The report then identifies and analyzes the stakeholders involved in the project, including their roles, interests, influence, and management strategies. A detailed work breakdown structure (WBS) is developed to organize project tasks, followed by a comprehensive activity list. The report outlines five key milestones for the project, along with their expected start dates. Furthermore, it explores three cost estimation techniques: analogous estimation, parametric estimation, and bottom-up estimation, evaluating their advantages and disadvantages. Finally, a quality management plan is presented, outlining quality standards and metrics across various categories. This report offers valuable insights into project management principles through the lens of a real-world infrastructure project, providing a practical understanding of the complexities and strategies involved in successful project delivery.

Running head: PROJECT MANAGEMENT
Gordie Howe International Bridge project
Name of the Student:
Name of the University:

1PROJECT MANAGEMENT
Table of Contents
Question 1: Highlighting time during project where one of the six constraints changed..........2
Question 2: Identification of project stakeholders and stakeholder management plan..............2
Question 3: Develop work breakdown structure........................................................................5
Question 4: Activity list.............................................................................................................6
Question 5: Five milestones for the project...............................................................................8
Question 6: Three cost estimation techniques............................................................................8
Question 7: Quality management plan.......................................................................................9
References................................................................................................................................11

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Question 1: Highlighting time during project where one of the six
constraints changed
The six project constraints in “Gordie Howe International Bridge project” are cost,
schedule, scope, quality, risk and resource. At the time of planning of the project work, if
there is change in the project scope, then it leads to cost impacts on project schedule, cost and
quality of the project. The scope of the bridge project is delivering transportation
improvements over international travellers. Therefore, any change in project deliverables, and
project features lead to cause extra cost for the project with project causes delayed (Izmailov,
Korneva, & Kozhemiakin, 2016). Change in the client needs and improper project planning
affects the project quality to be delivered through public private partnership.
Question 2: Identification of project stakeholders and stakeholder
management plan
Stakeholder
Role
Interest Influenc
e
Important goal of
stakeholder
Stakeholder
contribution
Stakeholder
management
Project
Owner
High High Conveying clear
vision and mission
of the project plan
Ensuring that
the project team
understand the
activities on
accurate project
features
Weekly emails
and update on
high level
project
milestones
Project
Manager
High High Facilitating the
productivity of the
bridge project
Controlling and
minimizing of
project
Monthly
meetings with
the project

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uncertainties milestones
Project
Sponsor
High Low Managing regular
operations of the
project (Oppong,
Chan, & Dansoh,
2017).
Taking
accountability
of entire project
work and
gathering
project funds
Weekly emails
Team
Member
Low High Succeeding in
accomplishing the
goals of the project
Better
interpersonal
interaction skills
and motivating
each other’s
Daily meetings
with the
project
milestones
Facility
Manager
Low High Ensuing that each
one should meet
with requirement
of people working
in project
Ensuring that
the environment
is suitable for
working
(Johnson-
Cramer,
Berman, &
Post, 2017).
Weekly
meetings with
the project
milestones
Designers High Low Producing of visual
work of the bridge
Modifying
designs for the
construction
work with extra
details and
Weekly emails

4PROJECT MANAGEMENT
specifications
Subcontracto
r
High Low Providing
equipment for
project tasks
Performing
work under
specific contract
Weekly
meetings and
emails
Suppliers Low High Delivering
materials and
equipment required
for construction
Ensuring about
the product
quality (Epstein
et al., 2017).
Emails and
presentation
Community
members
Low High Establishing peace
among the society
of construction
place
Established with
healthy and
cooperative
working
environment
Emails

5PROJECT MANAGEMENT
Question 3: Develop work breakdown structure
Gordie Howe
International Bridge
project
Pre-execution phase
Pre-tendering of the
project
Notice to proceed
with the project
Setting of construction
site office
Survey of the site
Issue of good for the
construction
Geo technical
investigation of site
Mobilization of the
machinery
Setting up of steel
cutting
Setting up of labor
camp
Phase 1: Construction
planning
Isssue of the
materials for the
construction
drawings for
foundation
Foundation work
Identification of
utility
Project requirements
Understanding the
project goals and
benefits
Allocation of the
project team
members
Identify the project
cost
Identify project cost
Phase 2: Foundation work
Pile boring including
concreting work
Issue for goods for
the construction
work
Shallow foundation
Individual footing
work
Combined footing
work
Pile foundation
Phase 3: Substructure
work
Pier and pier cap
portal pie frames
Issue for goods for
the construction
work
Phase 4: Superstructure
work
Steel colums beams
Bracing
Exterior walls and roof of
the bridge
Working for the
finished materials
Steel railings for the
bridge
Phase 5: Commissioning
work
Actual testing
Installation of
equipment
Continued with
bridge connections
Figure 1: Work Breakdown Structure
(Source: Created by author)

6PROJECT MANAGEMENT
Question 4: Activity list
WBS Activity Name
0 Gordie Howe International Bridge project
1 Pre-execution phase
1.1 Pre-tendering of the project
1.2 Notice to proceed with the project
1.3 Setting of construction site office
1.3.1 Survey of the site
1.3.2 Issue of good for the construction
1.3.3 Geo technical investigation of site
1.4 Mobilization of the machinery
1.5 Setting up of steel cutting
1.6 Setting up of labor camp
2 Phase 1: Construction planning
2.1
Issue of the materials for the construction drawings for
foundation
2.2 Foundation work
2.3 Identification of utility
2.4 Project requirements

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2.4.1 Understanding the project goals and benefits
2.4.2 Allocation of the project team members
2.4.3 Identify the project cost
2.4.4 Identify project cost
3 Phase 2: Foundation work
3.1 Pile boring including concreting work
3.2 Issue for goods for the construction work
3.3 Shallow foundation
3.3.1 Individual footing work
3.3.2 Combined footing work
3.4 Pile foundation
4 Phase 3: Substructure work
4.1 Pier and pier cap
4.2 portal pie frames
4.3 Issue for goods for the construction work
5 Phase 4: Superstructure work
5.1 Steel columns beams
5.2 Bracing
5.3 Exterior walls and roof of the bridge

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5.3.1 Working for the finished materials
5.3.2 Steel railings for the bridge
6 Phase 5: Commissioning work
6.1 Actual testing
6.1.1 Installation of equipment
6.1.2 Continued with bridge connections
Question 5: Five milestones for the project
Milestone Activities Expected Start Date
Pre-execution phase 09/11/2018
Phase 1: Construction planning 05/04/2019
Phase 2: Foundation work 16/07/2020
Phase 3: Substructure work 19/06/2021
Phase 4: Superstructure work 25/05/2022
Phase 5: Commissioning work 09/06/2023
Question 6: Three cost estimation techniques
Analogous estimation: By means of using this cost estimation technique, the Canadian
companies take the past project data of similar project so that they can take a better analysis
of the project cost. It is used for estimation of effort and time required for individual project
activities. The advantage is that using this method, the organization is at high rate of success

9PROJECT MANAGEMENT
rate as it is based on history of old similar project (Simion-Melinte, 2016). One of the
disadvantage is that cost estimation is not always accurate.
Parametric estimation: The project manager and financial officer estimated the project
cost based on its unit length of the bridge. The total length of the bridge will be 2.5 km and
853 metres long. These two variables are to be considered to estimate the total project cost.
The advantage is that it is estimated by planned units of deliverables focused on actual units
delivered (Rauzana, 2018). One of the disadvantage is that this method requires mathematical
formula to determine cost and difficult to calculate.
Bottom-up estimation: Based on details of the project scope to leverage the
infrastructure for getting positive economic as well as social results and work breakdown
packages, the cost estimation is done. Advantage is that it provides with accurate form of the
cost details based on high level work breakdown structure work packages (Simion-Melinte,
2016). Disadvantage is that it is required of detailed project scope as well as schedule
information to estimate the cost.
Question 7: Quality management plan
Quality standard
category
Quality
Standards
Quality Metrics
Design ISO 9001  Design and document control
 Contract review
 Product identification
AS9100 Risk and configuration management (Gutierrez-
Gutierrez, Barrales-Molina, & Kaynak, 2018)
ISO 13485  Production needs for cleanliness of the

10PROJECT MANAGEMENT
products
 Documentation requirement for the
medical devices for the site
Health and safety ISO 45001  Management system audit
 Health and injuries audit
Quality ISO
14001
 Rate of emissions of greenhouse gases
 Resource usage (Rumane, 2016).
 Rate of emissions to land- metal
emissions, waste, radioactive waste

11PROJECT MANAGEMENT
References
Epstein, E., Freeman, R. E., Jensen, M. C., Laplume, A. O., Sonpar, K., Litz, R. A., ... &
Tung, V. (2017). The future of stakeholder management theory: A temporal
Perspective. Business Ethics Quarterly, 10(1), i-xiii.
Gutierrez-Gutierrez, L. J., Barrales-Molina, V., & Kaynak, H. (2018). The role of human
resource-related quality management practices in new product
development. International Journal of Operations & Production Management.
Izmailov, A., Korneva, D., & Kozhemiakin, A. (2016). Effective project management with
theory of constraints. Procedia-Social and Behavioral Sciences, 229, 96-103.
Johnson-Cramer, M. E., Berman, S. L., & Post, J. E. (2017). Re-examining the concept of
‘stakeholder management’. In Unfolding Stakeholder Thinking 2 (pp. 145-161).
Routledge.
Oppong, G. D., Chan, A. P., & Dansoh, A. (2017). A review of stakeholder management
performance attributes in construction projects. International Journal of Project
Management, 35(6), 1037-1051.
Rauzana, A. (2018). Uncertainty variables on cost estimation in project construction. IOSR
Journal of Business and Management, 20(1), 80-86.
Rumane, A. R. (2016). Quality management in construction projects. CRC Press.
Simion-Melinte, C. (2016). Factors influencing the choice of cost estimates types and the
accuracy of estimates for construction projects. In Proceedings of the International
Management Conference.