VIC Roads Infrastructure Development: Project Management Plan Analysis

This project management plan (PMP) outlines the framework for the VIC Roads Infrastructure Development project. It encompasses various aspects of project management, including the purpose of the PMP, executive summary, scope management (work breakdown structure, deployment plan, change control), schedule/time management (milestones, project schedule), cost/budget management, quality management, human resource management, communications management (communication matrix), risk management (risk log), issue management (issue log), procurement management, and compliance-related planning. The plan defines project management, the project plan itself, and the steps involved in developing the project plan. It also includes details from the project charter, assumptions, and constraints. The document emphasizes the importance of effective project management in delivering results on time and within budget, highlighting key processes such as project initiation, planning, execution, monitoring and controlling, and project closure. It also details the roles and responsibilities of project partners and stakeholders, risk and issue management, and change control procedures. The plan is designed to serve as a comprehensive guide for all project partners, facilitating communication and ensuring consistent project management practices.

VIC ROADS INFRASTRUCTURE DEVELOPMENT
PROJECT MANAGEMENT PLAN
Version <1.0>
<08/10/2017>
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VIC Roads Infrastructure Development
VERSION HISTORY
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UP Template Version: 11/30/06
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TABLE OF CONTENTS
1 INTRODUCTION.....................................................................................................................4
1.1 Purpose of Project Management Plan........................................................................4
1.1.1 Definition of Project management........................................................................4
1.1.2 Definition of Project plan.....................................................................................6
1.1.3 Steps for developing the project plan...................................................................7
1.1.4 Defining purpose of the PMP...............................................................................8
2 EXECUTIVE SUMMARY OF PROJECT CHARTER.....................................................10
2.1 Purpose of project charter........................................................................................10
2.2 Assumptions/Constraints..........................................................................................14
2.2.1 Assumptions.......................................................................................................14
2.2.2 Constraints..........................................................................................................14
3 SCOPE MANAGEMENT......................................................................................................15
3.1 Work Breakdown Structure......................................................................................19
3.2 Deployment Plan......................................................................................................23
3.3 Change Control Management..................................................................................27
4 SCHEDULE/TIME MANAGEMENT..................................................................................31
4.1 Milestones................................................................................................................32
4.2 Project Schedule.......................................................................................................33
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4.2.1 Dependencies......................................................................................................45
5 COST/BUDGET MANAGEMENT......................................................................................56
6 QUALITY MANAGEMENT.................................................................................................68
7 HUMAN RESOURCE MANAGEMENT.............................................................................77
8 COMMUNICATIONS MANAGEMENT............................................................................79
8.1 Communication Matrix............................................................................................79
9 RISK MANAGEMENT..........................................................................................................82
9.1 Risk Log...................................................................................................................84
10 ISSUE MANAGEMENT........................................................................................................85
10.1 Issue Log..................................................................................................................85
11 PROCUREMENT MANAGEMENT....................................................................................85
12 COMPLIANCE RELATED PLANNING............................................................................87
13 REFERENCES........................................................................................................................89
APPENDIX A: PROJECT MANAGEMENT PLAN APPROVAL........................................98
APPENDIX B: REFERENCES..................................................................................................99
APPENDIX C: KEY TERMS...................................................................................................100
APPENDIX D: SUMMARY OF SPENDING........................................................................101
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1 INTRODUCTION
1.1 PURPOSE OF PROJECT MANAGEMENT PLAN
1.1.1 Definition of Project management
The target group of the VIC Roads Infrastructure Development PMP is all project partners
including the task support, senior initiative and the project group. Project administration
manages the arranging, sorting out and actualizing of a project. A task is an endeavor with
particular begin and end parameters intended to deliver a characterized result, for example,
another PC framework. A project is not the same as progressing forms, for example, an
administration program or a benefit administration program (Schwalbe 2015). The project
administration design is relied upon to viably and effectively manage all parts of a task
from beginning to end, with the perfect objective of conveying the result on time and on
spending plan. A task design regularly starts with a project contract, and it is required to
distinguish potential difficulties ahead of time and handle any barriers as they emerge so as
to keep the project on plan. Project Management is the craft of dealing with every one of
the parts of a project from origin to conclusion utilizing a logical and organized approach.
The term project might be utilized to characterize any attempt that is transitory in nature
and with a start or an end. The project must make something extraordinary whether it is an
item, administration or result and should be dynamically expounded (Kerzner 2013). As
the definition suggests, only one out of every odd errand can be viewed as a project. It is
advantageous to remember this definition while arranging projects and concentrate their
part in the accomplishment of the association.
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Project Management Institute, Inc. (PMI) characterizes project administration as "the use
of learning, aptitudes, instruments and methods to an expansive scope of exercises keeping
in mind the end goal to meet the prerequisites of a specific task." The way toward
coordinating and controlling an undertaking through and through might be additionally
separated into 5 fundamental stages:
1. Project origination and start: A thought for an undertaking will be painstakingly
analyzed to decide if it benefits the association. Amid this stage, a basic leadership group
will recognize if the task can reasonably be finished.
2. Project definition and arranging: An undertaking design, project sanction and
additionally project extension might be explicitly stated, delineating the work to be
performed (Larson and Gray 2013). Amid this stage, a group ought to organize the project,
ascertain a financial plan and plan, and figure out what assets are required.
3. Project dispatch or execution: Resources' undertakings are conveyed and groups are
educated of obligations. This is a decent time to raise imperative project related data.
4. Task execution and control: Project managers will contrast extend status and advance
with the real arrangement, as assets play out the planned work. Amid this stage, project
directors may need to modify plans or do what is important to keep the undertaking on
track.
5. Undertaking close: After project assignments are finished and the customer has endorsed
the result, an assessment is important to feature extend achievement as well as gain from
project history.
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Undertakings and task administration forms fluctuate from industry to industry; be that as
it may, these are more conventional components of a project. The general objective is
normally to offer an item, change a procedure or to take care of an issue so as to profit the
association.
1.1.2 Definition of Project plan
A project design is a formal record intended to manage the control and execution of a
project. A project design is the way to an effective project and is the most vital report that
should be made when beginning any business project. In IT, the term project design alludes
to a Gantt outline or whatever other record that showcases project exercises along a
timetable (Larson and Gray 2013). In any case, considering these reports alone as a project
design is erroneous. These specific reports can be all the more accurately named as project
plans, and might be viewed as just a piece of the real task design. Task start requires nitty
gritty and crucial documentation to track extend prerequisites, functionalities, planning and
spending plan. Poor documentation can prompt heartbreaking outcomes for all project
partners. Formal project designs build up point by point project prerequisites, including
human and money related assets, interchanges, anticipated courses of events and risk
administration. A project design is a formal assertion between the project procurer and
engineer. It records and guarantees shared task partner endorsement while helping
administration and specialized groups with project tracking.
The project director makes the task administration design following contributions from the
undertaking group and the key partners. A project administration design is a formal,
affirmed archive that characterizes how the task is executed, observed, and controlled. It
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might be a synopsis or a definite archive and may incorporate baselines, auxiliary
administration designs, and other arranging records. This record is utilized to characterize
the approach project group takes to convey the proposed project administration extent of
the task.
As the work continues, the execution of the task is measured against the execution
estimation pattern incorporated into the undertaking administration design. The degree
benchmark, plan standard, and the cost pattern are all in all alluded to as the execution
estimation gauge. In the event that there is a deviation from the standard while the work is
being done, the undertaking manager manages them by making acclimations to adjust the
deviation (Leach 2014). Besides that these modifications neglect to revise the deviations, at
that point formal change solicitations to the baselines wind up noticeably important.
Task managers invest a generous measure of energy guaranteeing baselines are
accomplished, guaranteeing the project support and the association get the full advantages
of their undertakings. Other than legitimate arranging, a task administrator's capacities
likewise lie in productively controlling the project and guaranteeing project expectations
are on time and that the undertaking is finished per the project administration design.
1.1.3 Steps for developing the project plan
As indicated by McNeil, Frey and Embrechts 2015, the accompanying exercises are related
with the advancement of the project administration arranging report:
Stage 1 - Providing a clarification of the task want to the partners: The initial step related
with the improvement of the project design report is to incorporate the subtle elements of
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the project, as the need of the task, the foundation points of interest of the project, the
project limitations and the baselines related with the same.
Stage 2 - Defining the parts and obligations of the project colleagues: Experts Svejvig and
Andersen 2015, are of the conclusion that the subsequent stage related with the
advancement of the project design is to recognize the assets chipping away at the task and
the distinguishing proof of the parts that they would play amid the life cycle of the project
(Burke 2013).
Stage 3 - Developing the Scope explanation: As specialists Mir and Pinnington 2014, that
the Scope articulation goes about as an assertion of between the project administration
group and the project supports, with the end goal that both the gatherings stay in agreement
in regards to what's in store from the task (Lock 2014).
Stage 4 - Identifying the timetable, Scope and cost baselines of the project: The
recognizable proof of the Scope administration methods would basically be trailed by the
action of distinguishing the calendar, Scope and cost baselines of the task.
Stage 5 - Identifying the risks and issues of the project: According to scientist Turner 2016,
the last snippet of data that must be incorporate into the task arranging record would
basically incorporate the risk investigation of the project.
1.1.4 Defining purpose of the PMP
All the expert bodies offer rules on the level and sort of data that ought to be characterized
in the beginning times of the project as a Project Management Plan. The motivation behind
such an archive is to give a complete benchmark of what must be accomplished by the
project, how it is to be accomplished, will's identity included, how it will be accounted for
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and measured and how data will be conveyed (Heldman 2015). It ought to be utilized as a
source of perspective for any choice that is made on the task and for elucidation of misty
ranges. Such an archive ought to be utilized as a kind of perspective all through the project
to guarantee that the administration of the task is done reliably and in accordance with
approach and techniques. In spite of the fact that the PMP is created as a major aspect of
the project start and definition, it ought to be a living report that develops as the task
advances and is refreshed with the most recent important data as required (Fleming and
Koppelman 2016). The PMP ought to be accessible to all extend individuals as it can give
basic project data and can be utilized to acquaint project individuals with the project. The
project administration design is most likely the principle correspondence record for the
project.
The motivation behind the task administration design (PMP) is a report that can be utilized
by everybody required with the project to help impart and detail data and depict forms that
the project will embrace. It will detail the degree, expectations, timescales and parts and
duties of people included and be gotten in frame from the business case made by the
Sponsor. It likewise frames part, or can be utilized as a part of the agreement between the
undertaking administrator and support, and if not utilized as a part of the contract, it
represents an agreement. Four designs/strategies inside the PMP are point by point
underneath:
1. Hazard Management Plan: It is utilized to detail the procedures and different techniques
for recognizable proof, appraisal, design reaction and execute reactions. It is utilized to
relieve any hazard to the undertaking and partners and recognize who the hazard has a
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place with and how it is to be overseen. The hazard enlist (log) would likewise be point by
point in the PMP.
2. Partner Management Plan: It is utilized to help distinguish, asses, impart and by and
large deal with the partners of the task. A partner examination would be definite to
recognize which partners are the most persuasive and position them in a various leveled
arrange.
3. Change Control Procedure: It is utilized to distinguish the procedures and techniques
that are to be attempted to oversee (control) and execute change. It will contain change ask
for structures and detail the required information, for example, cost, program and kind of
progress.
4. Correspondences Plan: The interchanges design clarifies what correspondence will be
attempted encompassing and amid the undertaking. It will feature techniques, for example,
reports and the normality of these, and furthermore rattle off the different structures
correspondence classifications that are acknowledged, for example, sorts of composed or
verbal.
2 EXECUTIVE SUMMARY OF PROJECT CHARTER
2.1 PURPOSE OF PROJECT CHARTER
A task contract (PC) is a record that expresses a project exists and furnishes the
undertaking administrator with composed specialist to start work. The record encourages
the task supervisor to convey his power and disclose to extend members and partners why
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the project is required, who it includes, to what extent the undertaking will take to finish,
the amount it will cost, what assets are required and how fruitful culmination of the
undertaking will help the association (Ma, Gu and Li 2015). Once made, the report is once
in a while (if at any point) changed. The Project Management Body of Knowledge
(PMBOK) characterizes a project sanction as a report that formally approves an
undertaking. The project contract is not made by the Project Manager. Rather, it is issued
by the support to engage the Project Manager with the expert to start the project and
acquire assets for project exercises. The project sanction ought to incorporate at the very
least the accompanying:
 business requirement for the undertaking which connects the project to the
association's general methodology
 stakeholders and their underlying prerequisites
 objectives or quantifiable criteria that must be met for the project to be viewed as
effective
 definition of what is in scope (at any rate at an abnormal state), and in addition out
of extension for the task
 constraints and presumptions
The target group of the VIC Roads Infrastructure Development PMP is all project partners
including the project support, senior authority and the task group. The project contract is a
report that formally begins a project or a stage. It formally approves the presence of the
project and gives a reference source to what is to come. The contract gives a heading and a
feeling of reason to the administration from begin to end (Maenhout and Vanhoucke
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