Project Management Report: Transforming Industrial Building to College

This report details the project management of transforming an industrial building into a college for the London School of Science and Technology (LSST) by Sraymax London Builders. It covers the project cycle management, including initiation, planning, execution, monitoring, and closure phases. The report presents a project charter, NPV calculations, and a resource management plan, outlining necessary resources like products, facilities, and human resources. It also analyzes the organizational structure using a responsibility assignment matrix and discusses project closure stages. The report further includes a detailed project management plan, budget plan, stakeholder mapping, Gantt chart, network diagram, and work breakdown structure, offering insights into project control, performance analysis, and change control procedures. Overall, the report provides a comprehensive overview of the project's various aspects, from initiation to closure, including resource management, organizational structure, and control techniques.

Project Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Project Cycle Management ..............................................................................................1
1.2 Failures and success of the proposed project...................................................................6
1.3 Resource management......................................................................................................6
1.4 Closure stages of project..................................................................................................7
TASK 2............................................................................................................................................8
2.1 Organisational structure....................................................................................................8
2.2 Coordination and controlling techniques used in project.................................................9
2.3 Leadership skills and qualities of project manager........................................................10
2.4 Human resource in project management........................................................................11
TASK 3..........................................................................................................................................11
3.1 Project Management Plan...............................................................................................11
3.2 Project controlling techniques........................................................................................16
3.3 Project performance analysis techniques........................................................................17
3.4 Change control procedure for project evaluation...........................................................17
CONCLUSION..............................................................................................................................17
REFERENCES..............................................................................................................................19

Index of Tables
Table 1: Project Cycle Plan..............................................................................................................2
Table 2: Project Charter...................................................................................................................5
Table 3: NPV calculations...............................................................................................................6
Table 4: Responsibility Assignment Matrix....................................................................................9
Table 5: Project management Plan................................................................................................12
Table 6: Budget Plan......................................................................................................................14
Table 7: Stakeholder Mapping.......................................................................................................16
Illustration Index
Illustration 1: Project Cycle Management ......................................................................................1
Illustration 2: Gantt Chart..............................................................................................................13
Illustration 3: Network Diagram....................................................................................................13
Illustration 4: Work Breakdown Structure.....................................................................................14
Illustration 5: Budget Plan.............................................................................................................15
Illustration 6: Stakeholder Analysis...............................................................................................16

INTRODUCTION
Project management is the discipline of initiating, planning, executing, controlling, and
closing the work of a team to achieve specific goals and meet specific success criteria at the
specified time (Walker, 2015). In this context, the following report will demonstrate the activities
that occur in the project. Sraymax London Builder Limited is the company that specialises in a
professional construction project which has been working in the construction project for 8 years.
The company has taken a project of transforming an industrial building into a college building
for London School of Science and Technology. In this context, the report will show the project
management cycle plan which includes project initiation, planning, execution and monitoring of
project. The resource management plan will be produced that shows the types of resources that
will be required for construction. In addition to this, the organisational structure that shows the
key responsibilities of the stakeholders related to the project will be analysed in this report.
Eventually, a detailed project management plan will be prepared that will show the activities
related with project along with the time line.
TASK 1
1.1 Project Cycle Management
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Illustration 1: Project Cycle Management
(Source: Project Management, 2017)

Project cycle management is the process of project which helps in identifying the
activities that will be conducted in the project. There are five phases of project which are
initiation, planning, execution, monitoring and closure. These phases help in determining the
project scope and activities that are going to be conducted in the project (Kerzner and Kerzner,
2017). In this context, the project cycle management plan for the current project of transforming
an industrial building into college building for LSST by Sraymax builders is described below:
Table 1: Project Cycle Plan
Aspect Requirement
Initiation  This is the very first step of the project
management plan (Grover and Froese,
2016). Here, the project manager
prepares project charter that helps in
defining the vision, mission and
objectives of the current project. Project
charter describes the team members of
project, their roles and responsibilities,
project description and schedule.
 In initiation phase of the project, the
activities and schedule will be shown
by the project manager.
 Key stakeholders who are related with
the project will be described in project
initiation.
Planning  The planning phase of project is
important where the project
management plan has been developed
by the project manager.
 In the same way, the project
management plan shows the discussion
and analysis made between parties to
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project and project manager. Risk
which is associated with the project will
be identified.
 Project manager will gather vital data
and information related with the project
which helps in accomplishing the set
goals and objectives of project (Brioso,
2015).
 The project manager will prepare the
work breakdown structure in this phase.
 The project manager of Sraymax will
describe the series of activities in order
to reduce any risks and uncertainties.
Execution
 This is the third stage or phase in
project management cycle where the
project manager will execute the
project. The quality assurance check
will be performed by the project
manager in order to ensure the quality
of project and resources.
Monitoring and Controlling
 This is the fourth phase of project
where, the project manager will
monitor and control the construction
project effectively and efficiently.
 Integrated change control will be
performed by project manager (Sears
and et.al., 2015).
 After that validation of project,
controlling will be done.
 This is the last phase of project where
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Closing the project manager will terminate the
project and deliver all the deliverables
to the project client.
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Project Charter
Table 2: Project Charter
Project Charter
Project Name Construction Project
Project
Description
The London School of Science and Technology desires to transform an
industrial building to fully equip college building.
Project
Manager
Alex Mason Date Approval 22/02/18
Project Client London School of Science and
Technologies.
Signature
Business Case Expected Goals
London School of Science and Technologies
desires to convert nearby industrial building to
college building which have high tech
classrooms, library, conference facilities and
staff room. They assigned the project to
Sraymax builders and the total budget of
project is £1,500,000.
 To transform the industrial building to
fully functional college building.
 To use quality resources and materials
in order to enhance the effectiveness of
the project.
 To guide team in right direction in order
to avoid conflict and chaos.
 To complete the project before or on the
set deadline.
Team Members Milestones
Name Role Key
Milestones
Start Date End Date
John Harper Supervisor Starting
project
24/02/18 28/02/18
Raul Manendez Services Engineers Business
Requirement
01/03/18 31/03/18
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Frank Woods, John
Hudson
Financial Advisor Design 01/04/18 01/05/18
Kelly Bell The Architect Development 02/05/18 15/06/18
John Woods, Michael
Clark
Information and
Technology Expert
Testing 20/06/18 27/07/18
Deployment 28/07/18
1.2 Failures and success of the proposed project
Table 3: NPV calculations
Year Cash Flows (£’ 000) PVF @ 5% Present value
0 -1500 1 -1500
1 500 0.95 476
2 400 0.91 362.8
3 450 0.86 388.8
4 550 0.82 452.65
5 400 0.78 313.6
Net Present Value 493.85
Internal Rate of Return 16.43%
From the above table, the Net Present Value found to be 493850 pounds. Thus, as it is the
positive value, there is a high possibility of the success of the project (Mir and Pinnington,
2014). Thus, the project manager should accept the project. Furthermore, the internal rate of
return is 16.43 per cent which comparatively higher and thus, the project can be undertake
effectively and efficiently.
1.3 Resource management
Resource management is the process of managing and allocating the resources that will
be used in the particular project. Managing resources are critical part of project and it is the duty
and responsibility of the project manager to prepare precise project management plan that will
demonstrate the types, uses and applicability of the resources (San Cristóbal, 2015). As there are
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various resources that have been employed in the project, the project manager needs to focus on
managing them effectively and efficiently. For the construction project taken by the management
of Sraymax, following resources will be required by the project manager:
1. Products and raw materials
2. Facilities
3. Machineries and equipment
4. Construction plant
5. Human Resource
6. Financial resource
7. Sub-Contractors
The principles which are behind adjustment of systems and procedures for effective resource
management is described below: Effective management of project: According to this principle, the project manager is
accountable for managing the project and the resources which are used in the project
effectively (Kim and et.al., 2016). Operation of factors: The project activities and operations must be allocated in the way
so that the set goals and objectives of the project can be accomplished on time. Selection of resources: As discussed earlier, in construction project, various types of
resources are required (Fleming and Koppelman, 2016). It is the duty and responsibility
of the project manager to adequately select the resources. Monitoring and control: The project manager and supervisor controls and monitor the
resources employed in the project. In this way, they can ensure the adequate use of
resources.
 Risk Management: Risk management is essential part of the project. The project
manager of Sraymax is responsible for managing risk which is associated with the use
and application of resources effectively.
1.4 Closure stages of project
Project closure is the last stage of the project management plan. There are four stages of
project closure which the project manager needs to follow (Schwalbe, 2015). These stages help
in guiding him to accomplish the goals and objectives of the project. In this context, the key
stages which are related with the project closure are described below:
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 Stage 1 – Closure stage: This is the first stage where the project manager terminates the
project and ceases all the activities related with the project (Budayan, Dikmen and
Birgonul, 2015). The inspection is done by the project manager and client in order to
gather the information about the success of project. Here, the project manager of
Sraymax, analyse the construction site in order to seek relevant information. Through this
he evaluates whether the set goals, objectives and project requirements got fulfilled or
not. Stage 2 – Verifying scope requirement: Before shutting down the systems, the project
manager verifies the scope requirement of the project. He ensures that whether the project
successfully delivers what the client requires (Walker, 2015). It is very essential and
crucial process that helps the project manager to appraise and evaluates the project. Stage 3 – Submitting final report: The final report including all the activities done in the
project, its evaluation is been submitted by the project manager to the project
organisation. Here, the project manager will submit the final report to the Sraymax. The
report will present all the things done in construction project for LSST.
 Stage 4 – Conducting post project appraisal: This is the last stage of project closure
where the project manager conducts post project appraisal. This is done in order to check
if anything skips in the project (Kerzner and Kerzner, 2017). The project manager check
for any maintenance required at the site or not. In the case of Sraymax, 5 years contract
has been signed for maintenance of building.
TASK 2
2.1 Organisational structure
Organisational structure shows the structure of activities such as task allocation,
coordination, supervision which helps in accomplishing the goals of project (Grover and Froese,
2016). In order to commence any project, the project manager prepares precise organisational or
project structure by placing team members according to their roles and responsibilities. In the
present case, the project manager of Sraymax prepares brief organisational structure with the
help of responsibility assignment matrix. It has been described below:
Table 4: Responsibility Assignment Matrix
R- Responsible John Raul Frank John Kelly Bell John Woods Michael
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C- Consulted
A- Accountable
I- Informed
Harper Manen
dez
Woods Hudson Clark
Task Name
The Architect R I I I I
Information and
Technology
Expert
R A I C C C
Financial Advisor I I R I
Supervisor R
Services
Engineers
C,A I,A C I R R R
 The architect: Architect plays essential role in the construction project (Brioso, 2015).
In the current project, Kelly Bell is the chief architect. She is having enormous
experience in the construction projects. She is responsible for implementing the plan,
designing the building and coordinating with other employees of project. Information and technology expert: As the client wants high tech classrooms,
conference and staff rooms, IT experts have been appointed for the project. John Woods
and Michael Clark are responsible for setting up information and technological systems
in the new building. This will help in accomplishing the project objective. Financial Advisor: Financial advisor recommends the best and possible solutions for
managing budget and financial condition of the project (Sears and et.al., 2015). In this
context, Frank Woods and John Hudson are accountable for managing financial situations
in the project. They have immense experience and qualified enough to provide precise
advice related with finance. Supervisor: Supervisor will aid in providing strict and appropriate supervision of project.
The supervisor for the current project is John Harper. He will help in controlling and
monitoring the team who are associated with current project.
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