Integrated Management Report for Riverside Shopping Mall Refurbishment

This report presents a comprehensive analysis of project management activities related to the refurbishment program of Riverside Shopping Mall. It delves into three key project tasks: the Riverside Multi-Storey Car Park, focusing on planning and critical path analysis, including network diagrams, Gantt charts, and initial budget considerations; the Riverside NHS Practice and Walk-in Centre, examining planning, budgeting, and optimization, including revised project plans and cost analysis; and the resource management and smoothing of security and surveillance environments (CCTV), addressing resource allocation and rescheduling challenges. The report provides detailed diagrams, charts, and calculations to support its findings, offering insights into project duration, cost management, and resource optimization, and it concludes with recommendations based on the operational and project management performance required.

Integrated management
report
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Executive Summary
This report undertakes project management activities related to refurbishment programme
of Riverside Shopping Mall. In the report, three project tasks have been identified and
information out of them have been analysed to make recommendations in accordance with the
operational or project management performance required. Tasks identified are related to
Riverside Multi-Storey Car Park for which planning and critical path analysis has been drawn,
Riverside NHS Practice for which planning, budgets and optimisation have been taken care of
and finally resource management and smoothing of security and surveillance environments
CCTV has been undertaken.
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Table of Contents
Executive Summary.........................................................................................................................2
Introduction......................................................................................................................................4
Main Body.......................................................................................................................................4
Project Task 1: Planning and Critical Path Analysis Riverside Multi-Storey Car Park.........4
Project Task 2: Planning, Budgets and Optimisation Riverside NHS Practice and Walk-in
Centre.....................................................................................................................................7
Project Task 3: Resource management and smoothing Security and Surveillance
Environments CCTV............................................................................................................12
Conclusion.....................................................................................................................................15
References......................................................................................................................................16
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Introduction
Project management is undertaking all the activities that are related to managing a project
(Heldman, 2018). In this report, projects related to Riverside Shopping Mall are considered. Mall
is undergoing a refurbishment programme and context provided is that management of mall and
several other current and prospective tenants are looking for related consultancy. Three projects
have been undertaken and various planning and operational activities have been considered to
draw up conclusions, that can form basis of the project being considered for management.
Main Body
Project Task 1: Planning and Critical Path Analysis Riverside Multi-Storey Car Park
Task Scenario: A new multi-storey car park is being considered to be constructed in
order to meet the demand of additional on-site parking from car users. Said new multi-storey car
park will be constructed as the part of the current ground level car park, with a new covered link
into the centre.
1. Network diagram
Network diagram is a tool that is used to map out the schedule and work sequence for the
project being undertaken as well as enable tracking its progress through each stage from
beginning up to and including completion (Kerzner, 2018). In the multi-storey car park project, it
can be illustrated that in the early feasibility study, a sequence of the tasks to complete the
project has been drawn which bifurcates the task into fifteen steps that starts from site clearance
and set-up to completion. Below mentioned is the related network diagram of the project:
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2. Critical path and planned duration of the project
Critical path refers to that longest sequence of tasks that is necessary to be completed in
order to successfully conclude a project from start to finish (Kerzner, 2019). Based on the
sequencing provided of the project, below mentioned is the critical path of the multi-storey car
drive project:
Project duration refers to the total time taken to compete a project. It is measured in either
working period like working days, working hours or work weeks. Below mentioned is the
calculation of project duration according to the working days in the project sequence mentioned:
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3. Gantt Chart
Gantt chart is a project management tool that is aimed at assisting in planning and
scheduling of project (Nicholas and Steyn, 2017). It is used to simplify complex project planning
activities sequence. Below mentioned is the Gantt chart for the multi-story car drive project.
4. Initial Project Budget
Project budget refers to the statement that combines costs of all activities, tasks and
milestones that the project is required to fulfil (Meredith and et. al., 2020). In other words, it
contains information about total amount of money or finances required to finish the project. It
must be in agreement with all the stakeholders of the project. However, this is always a risk of
the unknown. Therefore, to set aside an emergency fund is a good idea. In the car park project, a
contingency risk of 5% is taken to account for the unexpected delays or intermediate changes in
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the project which requires budget revisions. Least the project team requires to take up
contingency reserve, more successful the project will be known as.
Initial Budget
(Riverside Multi-Storey Car Park)
Capital Cost £675,000
Other Cost:
Project Management team (£5750 per week)
=5750*34
£195,500
Piling and concrete rig hire (£75000 per week)
= 75000*4
£300,000
Road Paving Machine Hire (£15000 per week)
=15000*4
£60,000
Piling rig crew (£900 per day)
=900*5*4
£18,000
Road Paving crew (£500 per day)
=500*5*4
£10,000
Total other costs £583,500
Estimated Project cost £1,258,500
Project contingency @5% £62,925
Total project cost £1,321,425
Project Task 2: Planning, Budgets and Optimisation Riverside NHS Practice and Walk-in Centre
Task scenario: The present building of the Riverside NHS Practice is currently based in a
very old building which is dilapidated and not to fit to use anymore. Therefore, practice wants to
move into one of the larger units in Riverside mall. In addition, practice manager wants to install
a new Patient Record System (PRS) which would require an IT project. This project would
require to undertake analysis, designing and implementation of a new system. For it, a budget of
£100,000 maximum has been approved. In a discussion with concerned people, it was decided
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that purchase of customised off-the-shelf package solution would be best approach. Rather than
going the way of inviting the quotes, practice manager decided to buy the hardware from
suppliers themselves and undertake development work using a small team of developers by
themselves according to a project plan drawn up by Head of IT at the practice.
1. Calculation of cost under initial project plan
In the initial project plan drawn up, the project was divided into eleven tasks which
ranged from one week taken up to decide requirement definition to 6 weeks taken up for
application configuration. It is considered that team of developers would be paid according to the
number of days they have worked (Padalkar and Gopinath, 2016). Below mentioned is the
network diagram and Gantt chart for the initial project plan to understand the project planning
and sequencing.
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From the above activity chart, it can be seen that working days under initial project
planning is going up to 120 days which comes to more than 17 weeks (17.14 weeks ~ 18 weeks
in working). Further, below mentioned is the statement of cost under initial project planning:
Statement of cost
Patient Record System, Riverside NHS Practice
Particulars Cost per week Total weeks Amount (in £)
Fixed cost of PRS package 34,500
Fixed cost of hardware upgrade 6,000
Cost of IT manpower 5,000 18 90,000
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Total 130,500
2. Calculation of revised project duration and cost statement
Board members have provided budget for £100,000 and in order to avoid incurring extra
maintenance cost wanted the project to be completed within 12 weeks. However, it can be seen
from above statement of forecasted cost that it surpasses the budget provided of £100,000 and
the project duration is crossing 17 weeks. Therefore, it becomes mandatory to revisit the project
plan and determine the options that are capable of saving either time, money or both. Certain
options were considered to re-design the project plan with an aim to either save cost or decrease
activity time and the following options were finalised to be taken up.
Option Details Cost changes Time saving
A
Creation of simpler user guide and system
reference manual while fulfilling
documentation.
No cost saving Time saving of 2 weeks
on Task 10
B Hiring of a specialist consultant to help
with the configuration work.
Extra fixed
cost of £5,500
Time saving of 3 weeks
on Task 3
C
The system to be constructed as a
standalone system without the benefit of an
internet connection.
Saving of
£3,800.
No time saving
D
Second hand desktop computers from a
local school to be used instead of the
hardware upgrades specified by the PRS
supplier.
Saving of
£5,000
Time saving of one
week on Task 6
There was one more option of performing works of Task 8 as over-timing, out of normal
working hours which would have incurred extra cost of £2,500 but would had been able to save
one-week time in return. However, in this option cost incurred outweighs the benefits therefore,
it has not been considered (Kerzner, 2017). Based on the above developments, revised project
plan, project duration and statement of cost is drawn up below:
ID Task Duration
(weeks) Predecessor/s
1 Requirements definition 1w -
2 Systems analysis 2w 1
3 Application configuration 3w 2
4 User workshops 2w 3
5 Unit testing 2w 2
6 Hardware upgrades 2w 5
7 Data migration 1w 5
8 Integration work 2w 4,6,7
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9 System testing/handover 1w 8
10 Documentation 2w 1
11 Project completion 0d 9,10
It can be seen further that revised project duration comes to 90 days which still exceeds
period of 12 weeks by six days making the revised project period 13 weeks of working.
However, in the revised duration, project would be able to be completed by August as desired by
board members. Below mentioned is the revised statement of forecasted cost based on revised
project duration.
Statement of cost
Patient Record System, Riverside NHS Practice
Particulars Cost per week Total weeks Amount (in £)
Fixed cost of PRS package 34,500
Fixed cost of hardware upgrade 6,000
Fixed cost of specialist consultant 5,500
Cost of IT manpower 5,000 13 65,000
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Total cost incurred 111,000
Less: Cost saved on constructing
standalone system
(3,800)
Less: Cost saved on using second-hand
desktop computers
(5,000)
Total 101,700
After carrying out the suggested modifications in the cost statement, it can be observed
that overall cost has been reduced from earlier but still the project fails to be carried out under
£100,000 and exceeds the budgeted cost by £1,700. Hence, it can be concluded that project
cannot be completed under the budget of £100,000 in 12 weeks (Cicmil and et. al., 2017).
Project Task 3: Resource management and smoothing Security and Surveillance Environments
CCTV
Task scenario: Upgradation of CCTV surveillance and security system is another project
that has been decided to be undertaken as part of refurbishment of Riverside Mall. This project
has been allocated to the Security and Surveillance Environments (SSE) company under the
tender process. In the tender submitted, company has submitted Gantt chart which had supposed
delivery of project at the end of the 13th week. It had divided the project in 7 tasks which were to
be performed by different engineers in the number as shown below:
However, as the company was preparing to start work, two engineers got injured and
were not expected to return in the planned project period. This left the company with maximum
five engineers available for the Riverside project.
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