Comprehensive Project Status Report: Vella IT Office Fit-Out

This project status report, prepared by a project management consultant, details the progress of the Vella IT office Fit-out project, highlighting the challenges faced due to the departure of the project manager, Tony Faultier. The report analyzes the project's schedule and cost variances, revealing that the project is behind schedule and over budget. It examines the leadership behaviors of the former project manager using the Zoo model, identifying areas for improvement. The report also assesses the existing team environment and provides recommendations for the new project manager, including risk management strategies, the importance of team alignment, and the need for a flexible approach to changes. The report emphasizes the need for a new project manager to understand the project's risks, milestones, and metrics. The report concludes with a call for a new project manager who is honest, humble, and dedicated to produce the best results.

PRINCIPLES OF PROJECT MANAGEMENT 1
PRINCIPLES OF PROJECT MANAGEMENT
By (Name)
Course
Instructor’s Name
Institutional Affiliation
The City and State
The Date
Link to power point presentation
http://jmp.sh/jKws9ki

PRINCIPLES OF PROJECT MANAGEMENT 2
Executive summary
The report discusses the status of the project carried out by the Vella IT Office Fit Outs on the
Sydney Suburb Medium-Rise Office Building. The Objective of the Project was to carry out fitting within a
Period of Four months using Fit out Budget of $1.2 million. By the end of 1 May, the ground floor of the
building was to be completed, the second and first floors 50% complete. And the top floor not
commenced. The Project Manager of the project was Tony Faultier who quit for another job.
Surprisingly the schedule was not completed as expected. The report describes the status of the project
and how the new project manager will be in the position to run the project sufficiently.

PRINCIPLES OF PROJECT MANAGEMENT 3
Table of Contents
Introduction............................................................................................................................................4
Project Progress Summary......................................................................................................................4
The four Key elements in the report......................................................................................................5
Additional Information that is needed by the new Project Manager....................................................6
Risk register.............................................................................................................................................7
The overview of Leadership behaviors on the Project...........................................................................8
The existing team environment............................................................................................................10
Conclusion.............................................................................................................................................11
Recommendation(s)..............................................................................................................................11

PRINCIPLES OF PROJECT MANAGEMENT 4
Introduction
This project status report organized by a project management consultant at ProCon services
Australia identifies the progress of the Fit out project undertaken by the Vella IT office Fit outs led by
Tony Faultier as a project manager. It also consists of the description of the required corrective actions
as well as the advice for the replacement of the project manager. The report also covers the findings of
the performance of the different team members. These findings are reported to the board of Vella IT
office Fit-outs. It consists of the brief summary of the present status of the project, consisting of
schedule and cost variance. It also describes the leadership behaviors during the project using the Zoo
model so as to describe the behaviors of the project manager. It also describes the team environment
existing while carrying out the project along with the recommendations for this work policies and
processes.
Project Progress Summary
According to the Project Schedule, the allocated total fit-out cost for the overall project is $1.2
million and the total completion time allocated to the project is four months and by the end of May 1,
the first floor and second would be completed while the ground floor should be completed and top floor
not commenced. The project is not progressing as expected, On May 1, the ground floor is 75%
complete, the second floor and first floors are both 25% complete. The top floor is also 50% complete
and this was not expected. The cost for the project so far is $675K out of the $1.2million for the general
project. It's sad that the project manager Tony Faultier left the company abruptly, he went and took
other position within a different company. Therefore it unfortunate that the project has not taken the
course as it was planned. There were complaints by the Vella office Fit outs staff that the Staff of the
contract used was not adequate because they never received adequate training on how to apply

PRINCIPLES OF PROJECT MANAGEMENT 5
specialized data cabling; therefore there was reworking on the cables and this became costly. Cost
variance refers to the difference between the planned or budgeted amount and the actual cost amount.
Therefore the cost variance for the project is expected to be higher at the end of the project. This is
because almost three-quarters of the cost of the implementation of the project were spent on the
project not even halfway. Schedule variance also refers to a situation where the schedule of the project
is lagging or leading compared to the actual plan. The schedule variance for the project is calculated as a
difference in cost of Budgeted work scheduled (BCWS) and cost of budgeted work performed (BCWP)
(Legace 2008).
Rating the work carried out by the team members on a scale of 100 to 1000, the completion of
ground floor by 1 May would be given a score of 640, the completion of first and second floor compared
to the schedule would be allocated a score of 600 while the top floor a score of 600. The average grade
for the overall project is 620 (Lawrie & Cobbold 2004). Therefore the overall grade of the project will be
average.
Figure 1: Scorecard to grade the project
The four Key elements in the report
The four key elements in the report to be discussed in the report are explained as below. They include
the following, additional information required by the new project manager, the risk register, Leadership

PRINCIPLES OF PROJECT MANAGEMENT 6
behaviors on the Project and lastly the existing team environment. They are further discussed in the
details as per the following sections.
Additional Information that is needed by the new Project
Manager
Additional information to the new project manager is very vital, it will help him to understand
how possibly he could as the manager carryout the project in order to avoid the same problems and
challenges that could cause fail of the project. The needed information to the project manager is
illustrated below;
The New project manager should be in a position to understand the different risks that are
rising during the course of the project and also find the different ways of resolving these risks and issues
(Kim 2005). They should also be in a position to find the impact of these risks and issues on the overall
project (Tom 2003). Some of the risks that could possibly happen include: A team member leaving
abruptly (David 2007). The initial stage in the start of any project is just similar to starting an
organization. It is important for the leader of the project to come up with the necessary project
infrastructure. The infrastructure is an important aspect of the project design as well as its overall
execution. It is also important that the project administration team must come up with an alignment
strategy to bind all the stakeholders’ together (Tom 2003). This alignment should include all the people
that have a given interest in share within the project. It is always important for the project manager to
consider conducting a number of meetings in the course of project implementation. There is also need
to schedule alignment sessions to get various parties to the project on the same wavelength. Such
efforts would lead to the development of a strong cohesion as well as team efficiency over the project
period.

PRINCIPLES OF PROJECT MANAGEMENT 7
When starting up, the project management team should take up the responsibility of refining
the project scope. Undertaking the refinement of the project scope forms the basis upon which
preliminary project schedule, as well as the conceptual budget, can be developed (Kijpokin 2016). The
team is tasked with coming up with a plan for the execution of the project and this should be based on
the profile of the project. It is also important for the project manager to figure out a plan to use for the
development and tracking of a clear and appropriately detailed schedule. The manager should also
come up a definite procurement plan and the related costs. It is also important for the manager to
develop plans for information and communication technology. The communication plans should include
plans for tracking satisfaction of the client. It is also important for the manager and the entire project
team to identify tools necessary for the development of Flowcharts, diagrams as well as responsibility
milieus. These tools would be useful in the capturing of the work processes associated with the
execution of the project plan.
Risk register
The risk register contains the key risks that may affect the overall project.
Id. Description Mitigation plan (what
can be done to avoid the
risk)
A contingency plan
(what can be done in
case the risk occurs)
Likelihood
of it
occurring
Potential
effect (dollar
/ schedule /
quality etc.)
1 Relevant team member
leaving the team
Motivating the team
members.
Replacing him/her
immediately.
High Causes
project
delays and
time lag
2 High cost than Allocate the high Allocate more financial Low Affects the

PRINCIPLES OF PROJECT MANAGEMENT 8
expected or allocated. amount of money in
miscellaneous.
resources. budget
The new project manager should be in the position of knowing the different milestones within
the project. Milestones are the major phases of the project. They are very important in breaking up
larger projects into digestible parts. Therefore the new project manager should be in a position to meet
these milestones as were suggested. The milestone of this project was using the allocated fit-out cost of
$1.2 million and on May 1, there should be the completion of the ground floor as well as the first and
second floor should be 50% complete. This was not met by the existing team due to poor management.
The new project manager should be in a position to denote the different project metrics (Mark 2008).
These metrics include scope, Time, and scope of the project. These are very helpful in measuring the
progress of the project, it will be useful for the new project manager to report the project as its
progressing (Douglas 2007). The project is to be completed within a period of four months.
The overview of Leadership behaviors on the Project
This section describes the analysis of the leadership environment during the carrying out of the project
having Tony Faultier as the project manager. It gives thorough explanation and analysis of Tony.
The performance of Tony Faultier and the new preferred leadership behavior were analyzed
using the Zoo model (Verzuh 2008). The Zoo philosophy defines organizations like Zoos where
individuals are compared to bees, ants, and other creatures.
Figure 1: illustration of the Zoo philosophy.

PRINCIPLES OF PROJECT MANAGEMENT 9
This is very helpful in recognizing the weaknesses and strengths of each animal and compares it to
workers within the organization (Bach 2010). Tony Faultier a former Project manager was as belligerent
as a cape buffalo or an African Hippo, even bullying as a wild boar (Bouckaert & Peters 2004). He treated
his subordinates as little swine by being intolerant and impatient yet he was as lazy as an Opossum. He
was unwilling to listen from advice from other team members and also quite autocratic, for example
some members of the team where quite aware that there should not be commencement of work on the
top floor as suggested by the project schedule but instead he continued with the work which caused a
delay (Vittal 2015). Therefore a new project manager to be used by the company should be honest and
humble as a dove, social like an ant and also dedicated to the work to produce the best out of it (Marly
& Roque 2017). This is because a humble leader will be in the position of portraying all the qualities of a
good project manager which include the ability to delegate tasks, integrity, competence, empathy, good
communicator, a good listener and respectful, as well as being cool when under pressure. It is also
notable that given that fast-paced nature of the tech world, changes are always inevitable. These
changes cut across in various sections including the processes, the standards as well as technologies. It

PRINCIPLES OF PROJECT MANAGEMENT 10
is therefore critical that the project managers and team engage in early planning. There is also need for
the team members to develop flexible mindsets in preparation for changes that are constantly taking
place. Members should be equipped with a special ability for quickly changing when the situation at
hand absolutely demands a change of course for project success (Marly & Roque 2017).
The existing team environment
The different existing team environments before and after the departure of tony Faultier as the
project manager is characterized by a number of aspects as described below;
The existing team environment is not favorable for the better commencement of the project.
Before the abrupt quitting of the project manager, it was characterized by improper and inadequate
team management where the team manager never obtained advice from the subordinates. The existing
environment is characterized by poor communication among themselves, there is no balanced
participation among the team members, there is no effective decision making among the team members
because of a poor leadership, the goals and roles of each member of the team are not effectively
defined, there is no a positive atmosphere for better commencing of the project, also the leadership is
not participative (Ana et al. 2017). The goals and roles of each member on the team may be effectively
stated so that each team member is in position to understand his vision and purpose on the team but
because of poor team management, there is a failure of team members to meet their roles and goals
(David et al. 2015). Therefore to create a conducive team environment, the following activities should be
considered; there should be a balance of participation among the different team members, similarly, the
new project manager should support clear and open communication (Kijpokin 2016). The organization
should support participative leadership when conducting the project such that failure of one leader
would not affect the entire team. A positive and conducive environment that inspires and encourages
the team members should be established so as to facilitate project development.

PRINCIPLES OF PROJECT MANAGEMENT 11
Conclusion
The report covered the progress status of the project carried out by the Vella IT office Fit-outs
and the performance of the team members. It was analyzed that the new project manager needs
information of the different milestones within the project, the project metrics, and the different risks
while carrying out the project. Tony Faultier leadership was characterized with belligerency, bullies,
laziness, and at the same time intolerance and impatience to subordinates. This created a team
environment which was unfavorable for both the team members and commencement of the project.
This led to the time lagging of the project and also high costs thus not meeting the expected schedule.
Therefore care should be taken when making choice of a project manager. The classification of project
accomplishment is often dependent on the completion of the project within the specified time frame.
The development, as well as management of the schedule of the project, is the primary responsibility of
the project manager. It is therefore important the project manager understand that the completion and
development of a project schedule requires a realistic plan. It also requires a management plan which is
effective enough. For an effective project schedule to be developed, it is important for the proper
analysis of the project scope, the contract as well as other information critical for the team to perform
the project deliverables.
Recommendation(s)
The team led by Tony Faultier lagged the project, they never worked as they were expected. Currently,
the project is late and has used a lot of resources. Some of the team members are not competent and
lack skills. Therefore, these are some of the recommendations for better carrying out the project;
 Making a better choice for a new project manager with prior knowledge and experience in
managing project especially IT projects.

PRINCIPLES OF PROJECT MANAGEMENT 12
 Since there is no time for educating the team members, it's advisable to adjust the budget and
recruit skilled manpower to handle the project.
 The board of the company should actively involve the progress of the project so as to fully
accomplish it this time around.
 It is important that the project manager should conduct thorough training to equip all the team
leaders with the necessary skills to oversee and ensure the coordination of all the project tasks.
 It is also important that the project manager is equipped with the required skill set to quickly
investigate data or a given difficult situation. He should be able to make the best decisions and
shoulder the final burden for every action undertaken in the course of project implementation.