ProCon Services Australia: Vella IT Offices Fitouts Project Report

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Added on  2023/06/11

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This report examines the Vella IT Offices Fitouts project, managed by ProCon Services Australia, a project management consultancy. It assesses the project's current status, noting delays on some floors and progress on others. The report analyzes cost and schedule variances, highlighting the need for additional information for effective project management. It also evaluates the organizational structure using the Zoo Model, describing the previous project manager's leadership style and the existing team environment. The report concludes that while the team is collaborative, the sudden departure of the project manager poses challenges. Students can find similar reports and solved assignments on Desklib to aid their studies.
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PRINCIPLES OF PROJECT MANAGEMENT
Name of the Student
Name of the University
Author Note:
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Table of Content
Introduction
Current Status of the project
Cost Variance
Schedule variance
Additional information required by project manager
Organization Zoo Model
Existing team environment
Conclusion
References
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Introduction
ProCon Services Australia,
which is a project management
consultancy
Vella IT offices Fitouts, who is
mainly undertaking a large
number of fit outs of medium
size office buildings in Sydney
suburb
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Current status of the project
The original schedule was for completion in a
total of four months, commencing on 1 March,
and completing on 30 June.
On investigation, it is found that the work on
the ground floor is only 75% complete, the first
floor is 25% complete and the second floor is
25% complete. Also, the top floor is 50%
complete, ahead of schedule.
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Cost Variance
A standard cost variance can be easily defined as
the difference between baseline cost and actual
cost. The variance is mainly used for monitoring
the total value of cost which is incurred by a
given.
It is the duty of management to take responsibility
when a material negative variance is incurred. The
standard from which variance can be calculated is
mainly derived in large number of ways.
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Schedule variance
Schedule variance can be easily calculated by
subtracting budget cost of work schedule from budget
cost of work performed.
Budget cost of work performed generally measures
the total budget of the entire project. Schedule
variance percentage in project management KPI
mainly provides an idea regarding how much the
manager stick to the terms of percentage
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Additional information required by project
manager
There are large number of additional information which
is required by project manager like status report, risk
report, board or executive report, resource report.
The report can be considered to be outcome which is
seen after risking various kinds of reviews.
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Organization Zoo Model
The person at the top of the organization may be
considered as a poor kind of leader. They can easily
occupy good kind of job position but it does not relate
to the fact that they are good leader.
The project manager of this case study Tony Faultier
was considered to be belligerent, even bullying,
project manager. The whole team noticed him as
somewhat lazy in nature in his work..
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Existing team Environment
The existing team environment of this project
is considered to be good. It is considered to be
brainstorming, collaborative and also tend to
focus joining various kinds of projects.
This type of dynamics is considered to be
beneficial and rewarding for large number of
people who can easily communicate with the
project
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Conclusion
From the above discussion it can be easily
concluded that this report is all about ProCon
Australian which is a project management
consultancy. Vella IT offices mainly Fitouts the
undertaking of medium size building in Sydney
suburb. A team along with project managers is
much focused on performing the given work. The
Fitout is a part which needs to be completed in the
given time and the project manager that is Tony
Faultier have just left the organization suddenly
without providing any kind of notice.
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References
Binder, J., 2016. Global project management: communication, collaboration and
management across borders. Routledge.
de Carvalho, M.M., Patah, L.A. and de Souza Bido, D., 2015. Project
management and its effects on project success: Cross-country and cross-industry
comparisons. International Journal of Project Management, 33(7), pp.1509-1522.
Dong, Y.H. and Ng, S.T., 2015. A life cycle assessment model for evaluating the
environmental impacts of building construction in Hong Kong. Building and
Environment, 89, pp.183-191.
Eastman, C.M., 2018. Building product models: computer environments,
supporting design and construction. CRC press.
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