Project Management: QAHE Refurbishment Project Initiation Document

This assignment presents a Project Initiation Document (PID) and Work Breakdown Structure (WBS) for the refurbishment of QAHE London. The PID outlines the project's objectives, scope, budget (£100,000), timeline (February 20, 2020, to June 15, 2020), key personnel, and identified risks, including operational, technical, and financial challenges. It includes a detailed stakeholder analysis, assessing the influence and impact of stakeholders like the sponsor, finance director, and project manager. The document also incorporates a triple constraint analysis (time, quality, cost) and a breakdown of project costs. The assignment concludes with a Work Breakdown Structure and a list of cited references, providing a comprehensive overview of the project's planning and execution phases.

Project Initiation Document and Work
Breakdown Structure

INTRODUCTION
A project does not move because it has a specific beginning and end over time, thus identifying
expansion and resources. In addition, a modern enterprise as it is a routine task, however, has a
special arrangement of activities aimed at achieving a solitary goal. So a group of companies
regularly introduce people who are mostly non-cooperative - in some cases from different
companies and in different topographies. Adapting programs for a better business process,
structural or scaffolding development, the aid initiative after a catastrophic event, the extension
of contracts to another geographic market: these are all initiatives. And everyone has to be
competent in how they communicate the results, the expense, the learning and the coordination
in the expected times that the companies need. Adopting the board, at that stage, is the use of
information, skills, tools and methods to extend the exercises to meet business needs. Each
administration is concerned about them, of course. Be that as it may, the board includes a kind of
center created with the objectives, resources and calendar of each commitment.
QAHE (Ulst) has two plots in central London and Birmingham that offer undergraduate and
postgraduate projects in Business, Management, Marketing, Accounting and Computing. QAHE
(Ulst) says the focus is on ensuring that their former students do not have a degree, but are
extremely capable of recruiting and persuading people who are willing to to work in a particular
physical setting. In 2015-16 QAHE (Ulst) had 542 full-time substitute enrollments; The London
office had 79 per cent and 29 per cent of all lectures learned at postgraduate level. At the time of
the study visit, there were 25 full-time members of the transport staff, with QAHE (Ulst) also
using partner staff for an hourly arrangement.
The aim of this report is to establish the detailed breakdown of the stages needed for
refurbishment of QAHE London. Therefore, it includes the Project Initiation Document which
includes budget and time information, objectives, key staff and risks plus the stakeholder
analysis. At the end Work Breakdown Structure has been drawn with list of references.
1. Project Initiation Document (PID)
A project introductory document identifies the level of work, managers and generally the product
models to which the organization can return through the initiative. It contains vital company

data, such as position, rank, organization and collective effort. It is just as important as internal
guidance and for external partners. A project start-up document helps guide the team from the
start to an effective start-up without having to do too much extra work immediately. PID can be a
living relationship that the organization can swear by. Similarly, it provides protection in the
event of a change of resources or the welcome of new colleagues into the organization and is the
perfect first stage for promotion.
PROJECT INITIATION DOCUMENT
Project Name: QAHE Refurbishment
1.1. Project
Objectives
 To make more space for speakers and subscribers
 Encourage the use of existing space
 Use reparation as a promotion method to tap into future
sub-concepts
 Develop the best visions of homerooms
 Ensure a decent learning place
1.2. Purpose of the
document
The purpose of this archive is to include a structure of the
departments, methods and stages involved in the
redevelopment and renovation of the 4 apartments on the
third floor of QAHE London. In addition, it becomes the
basic rule for any development of the enterprise.
1.3. Project
information
 Project name: QA Higher Education –
Refurbishment
 Location: 10 Rosebery Ave, Holborn, London
EC14TF
 Start date: 20/02/2020
 End date: 15/06/2020
 Budget: £100,000
 Sponsor: Charlie Jane
 Project Manager: Arthur Luther
1.4. Project
Background
Since QA students are interested in sub-concepts, in this
way the subscription size expands every semester; the
college that thinks about rebuilding and redevelopment
encourages an area to improve the gaps accessible for
their business activities. Along the lines, captivating work
on the supply of acoustic and table seats. Surprisingly, the
reclining seats are ideal for space, contemplation, comfort,
superior overview and gradual pleasant viewing. - Could,
the point of the business is to meet the current needs of
substitutes and coaches and to use it for future
development to increase efforts in more substitutes.
1.5. Project
Deliverables
The main deliverables of this project are:
 Acoustic panels

 Smart boards
 Design documents
 Furniture
 Product quality development
 Reports for progression
 Equipment warranties
1.6. Project Scope The scope of refurbishment is to make more quality space
for agents and teachers that include expanding the list of
things to come.
1.7. Key
Assumption
 Not all classrooms will be renovated as there are
limitations in time and budget
 Develop a plan of the sequenced activities in case
on running up against time to rearrange some
activities
 The building company is working to Monday to
Friday from 9Am to 6Pm with 1 hour lunch break.
 The time times is used efficiently
 There is cleaning staff within the campus available
 There will be running classes as usual and there will
be enough space for the students
1.8. Key executive
members
Sponsor/ Managing Director
Director of Operation
Project Manager
Finance Director
1.9. Key Risk  Human risks: health and safety, illness, loss of
interest during refurbishment
 Operational issues regarding delay or cancellation
of material suppliers and delivery, construction team
 Technical failure during refurbishment
 Power cut
 Shortage of fund
 Delay in project duration
1.10. Key Success
Factors
 Efficient risk management
 Management of budget
 Pre-planned project planning
1.11. Key
Constraints
Definition
Triple constraints factors:
1.11.1. Time
- Must contain Triple Constraint table
Process Start Date End Date
Initiating 20/02/2020 10/03/2020
Planning 11/03/2020 10/04/2020
Executing 11/04/2020 28/05/2020

Closing 29/05/2020 15/06/2020
Controlling 20/02/2020 15/06/2020
1.11.2. Quality
Quality is the pre subscribed standard of work delivers by
project manager.
1.11.3. Cost
- Must contain budget table
Segment Cost (£)
Refurbishment
Companies
£7000
Materials £60000
Electricity fitting £2000
Removal furniture £3000
Project manager £5000
Staff wages £19000
Other costs £4000
Total 100000
1.12. Stakeholder
Analysis
Stakeholder analysis is a way to differentiate these people
before the campaign starts; it is grouped according to the
levels of cooperation, the guide price and the impact of the
activity; and decides on the best way to incorporate and
manage all these partner organizations.
1.13. Approvals

Stakeholder Analysis Matrix
Stakeholder
Name/Champi
on (Category
of stakeholder)
Contact
Person
Phone,
Email,
Website,
Address
Impact
How
much
does
the
project
impact
them?
(Low,
Mediu
m,
High)
Influenc
e
How
much
influenc
e do
they
have
over the
project?
(Low,
Medium
, High)
What is
important
to the
stakeholder
?
How could
the
stakeholde
r
contribute
to the
project?
How could
the
stakeholder
block the
project?
Strategy for
engaging the
stakeholder
1.. Sponsor Julia
Robert
High High Providing a
quality
learning
commitmen
t for
students
and
teaching
staff.
The
managing
director is
responsible
with
providing
the key
investment
decisions
regarding
budget,
changes in
project.
She can cut
the budget
available for
refurbishmen
t or hold the
funds if
wanted.
Daily email
reports;
weekly
meeting
regarding
each stage of
the project
and any
amendment
in the same.
2. Timetable
Manager
Nicolas Mediu
m
Medium Providing
accurate
timetable
and proved
enough
space for
the class
hours
By
providing
the
timetable
for the
project
Can influence
through
creating
proper
timetable
taking into
consideration
about project
deadline of
refurbishmen
t
Informing at
the beginning
of the project
and at the
end. Emailing
report with
consultation.
3. Finance
Director
George High High Project is
within
allocated
budget
Can
support in
overspendi
ng situation
He can also
refuse
project
overspending
.
Email the
reporting in
every 2
weeks.
4. Operations
director
Fisher Mediu
m
Medium To develop
and keep
expenses
under
To allow
using the
Its services
and
By not
allowing the
use of
campus
Weekly email
reports

Stakeholder
Name/Champi
on (Category
of stakeholder)
Contact
Person
Phone,
Email,
Website,
Address
Impact
How
much
does
the
project
impact
them?
(Low,
Mediu
m,
High)
Influenc
e
How
much
influenc
e do
they
have
over the
project?
(Low,
Medium
, High)
What is
important
to the
stakeholder
?
How could
the
stakeholde
r
contribute
to the
project?
How could
the
stakeholder
block the
project?
Strategy for
engaging the
stakeholder
control. cleaning
and
maintaining
connection
s.
resources.
5. Project
Manager
Arthur
Luther
High High To achieve
successfully
of QAFE in
accordance
with the
managing
director’s
enquiries.
Achieving
the project
scope with
available
budget.
Inefficient
communicati
on with other
stakeholders.
Having
meeting with
project
members on
weekly bases.
6. IT
department
Eyan Lewis Mediu
m
Low To ensure all
the IT
equipments
are working
By smart
boards
installation,
computers
and
projectors.
Refusing to
corporate
and lack of
knowledge
Technical
reports
required
7. Building
Company
ABC
Constructi
on limited
High High To ensure
refurbishme
nt in running
project
By
providing
high quality
material
Delay of the
competence
Communicati
on regularly
8.
9
10

Part B

REFERENCES
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Reinhold.
Schwalbe, K., 2008. Information Technology Project Management, Reprint. Cengage Learning.
Kerzner, H., 2017. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Meredith, J.R., Mantel Jr, S.J. and Shafer, S.M., 2017. Project management: a managerial
approach. John Wiley & Sons.
Kerzner, H., 2002. Strategic planning for project management using a project management
maturity model. John Wiley & Sons.
Meredith, J.R., Mantel Jr, S.J. and Shafer, S.M., 2017. Project management: a managerial
approach. John Wiley & Sons.
Highsmith, J., 2009. Agile project management: creating innovative products. Pearson
education.
Heagney, J., 2016. Fundamentals of project management. Amacom.