Final Project

1.0 Executive summary

2.0 Background Information

3.0 Chosen methodology

4.0 Analysis and interpretation of results

5.0 Conclusions and recommendations

6.0 Appendix

Final Project - 1

1.0 Executive summary

1.1 Basic overview of the Woody 2000 project

It is assumed that an agreement was reached with the Directors and key management

personnel of the Custom Woodworking Company in order to devise a project

management plan to support their Woody 2000 project, aimed at expanding their

manufacturing facilities.

1.2 Goal of the proposed Project Plan

The goal of the Project Plan proposed is then to clearly define the processes and

techniques that would contribute to successfully achieving the objectives of one of the

deliverables contemplated by the Woody 2000 project.

2.0 Background information

2.1 Background of the Woody 2000 project

2.1.1 Company overview

The Woody 2000 project was conceived by the Directors and key management

personnel of the Custom Woodworking Company (also known as Woody’s), a family-

owned small-to-medium-sized company that produced custom furniture and cabinets to

order that had also established itself as a reputable supplier of millwork to the

construction industry.

Final Project - 2

2.1.2 Key management personnel

As it is customary in family-owned enterprises that are built on the reputation of those

involved, the Carpenters where highly involved in the management of the company:

Ron, the founder, was chairman and CEO; his wife, Emelia, was President and ran the

company; and their son, John, was Director and responsible for convincing his parents

of moving the company to the subcontract work.

2.1.3 Circumstances of project conception

In the wake of a mini-boom in commercial construction and its subsequent prospect of

increasing sales, the VP of Sales and Estimating persuaded the company’s Directors

that this unveiled a need to expand their manufacturing business. This sparked

argument within the company’s key management personnel that derived in a

polarization of opinions: either relocate to new and more modern facilities or expand

using the spare space in their premises. Since this heated discussion prevented any

decision from being made, Directors and key management personnel were summoned

by Ron to a meeting in order to resolve the dispute.

2.1.4 Project goals, schedule and cost definitions

It was agreed at this meeting that the company would remain on its current location and

a project was proposed to expand an additional 25% the existing floor space, install an

air-conditioning system, install a dust-free paint and finishing shop complete with

additional compressor capacity, acquire a new woodworking production train —requiring

Final Project - 3

development and installation of software and hardware to run it— and renovate the

President and Executive Vice Presidents’ offices.

Estimates of the total cost of the project —office improvement not included— added up

to $17 million; however, Ron agreed to commit a maximum of $17 million from the

company to finance the entire project and set a deadline of eighteen months for

completion.

3.0 Chosen methodology

3.1 Formulation of business situation to be addressed

With the objective of capitalizing on a prospect increase of their business portfolio, the

Directors and key management personnel of the Custom Woodworking Company have

come to an agreement to expand their manufacturing business by increasing the

production floor space in 25% and investing in the modernization of their production

lines, as well as some renovation works on their offices.

3.1.1 Identification of a specific deliverable to be developed as a

Project Plan

For the purpose of the Final Project, it is assumed that, of all deliverables contemplated

by the Woody 2000 project, the one identified to be developed by the Project Plan is the

expansion an additional 25% the existing floor space.

3.1.2 Development of Project Plan

Final Project - 4

For the purpose of the Final Project, this Project Plan is limited to Scoping and Planning

processes only. This Project Plan also excludes the analysis of market and other risks,

and procurement processes not relevant to the purpose of the Final Project.

3.2 Scoping

It is assumed that Woody’s Directors and key management personnel formed a team,

where decision makers and operational-level staff are represented, acting as

responsible stakeholders of the Woody 2000 project.

Given the impossibility to conduct a scoping meeting, its deliverables (COS,

requirements, etc.) are estimated from the proposed project agreed between the

company’s Directors and key management and used as input for the Project Overview

Statement.

3.2.1 Project Overview Statement

3.2.2 Problem or opportunity

As part of the Woody 2000 project, the Custom Woodworking Company will expand an

additional 25% their existing floor space in order to allocate a prospect increase of their

manufacturing business.

3.2.3 Project goal

Within the scope of the Woody 200 project, this construction Project Plan will deal with

the expansion of the floor space in 25%. The budget allocated for the Woody 200

project is of $ 17 million with a deadline of 18 months. The Custom Woodworking

Final Project - 5

Company has appointed a team of stakeholders to act as responsible for the Woody

2000 project.

For the purpose of this Final Project, it is assumed the construction project will be

concurrent with the other deliverables contemplated in the Woody 2000 project.

3.2.4 Project objectives

The objective of this Project Plan is:

Expand the production floor space in 25%

o Locked budget is of $ 17 million

o Deadline is of 18 months

3.2.5 Success criteria

It is assumed that the negotiated success criterion for the construction project with the

team responsible for the Woody 200 project is as follows:

Increase production capacity (for the purpose of this Final Project, this is not

taking into account)

Finishing on time

Finishing on budget

Finishing within agreed quality standards

3.2.6 Assumptions, risks, and obstacles

The decision making process in a family owned enterprise might affect the smooth

progress of the construction project. Contracting out construction work is found to be a

Final Project - 6

cause of delay in projects (Klemetti, 2006), hence the need to establish a milestones

and milestone review meetings. It is assumed that budget allocation was done without a

proper analysis, therefore financing of the construction project should be closely

monitored, and, if possible, updated.

For the purpose of this Final Project, no cost analysis or non-relevant risk analysis has

been developed; however, comprehensive risk identification is developed during the

Planning process.

3.2.7 Definition of best-fit PMLC model

It is assumed that an agreement with the team responsible for the Woody 2000 project

has been reach to implement the Adaptive Project Framework (APF) as the

recommended PMLC model for the construction project.

Consistent with the Project Management Institute PMBOK standards, the Adaptive

Project Framework (APF) has been used in a number of different projects, like software

development, process improvement, product development, R&D, product design and

process design. Its main characteristic is that it was designed to sequentially

accommodate for changes in a project, therefore limiting planning to each cycle only. Its

fundamental concept is that the scope is variable within defined time and cost

constraints, maximizing business value by engaging the client as primary decision-

maker, who decides on scope adjustments at each cycle (Wysocki, 2009).

3.3 Planning

3.3.1 Work Breakdown Structure

Final Project - 7

Based on assumptions and interpretation from relevant resources (Singh, 2009), a WBS

for the construction project would be as follows:

1. Planning

1.1.Design of expansion

1.2.Timing and budgeting

2. Procurement

2.1.Contractor quoting

2.2.Contractor hiring

3. Construction

3.1.Site clearing

3.2.Excavations

3.3.Foundation

3.4.Mounting steel structure

3.5.Roofing

3.6.Mounting walls

4. Installation

4.1.Electrical installation

4.2.Plumbing installation

4.3.Mechanical installation

5. Finishing works

6. Testing

7. Client sign-off

Final Project - 8

3.3.2 Estimates

For the task duration estimate, a three-point technique was used based on relevant

information from relevant resources (Singh, 2009).

For the purpose of this Final Project, only task duration and resources are estimated.

3.3.2.1 Task duration

No. Task NameOptimistic

Most likely

Pessimistic

Estimate

A Design of expansion 90 120 180 125B Timing and budgeting 10 15 30 17C Contractor quoting 5 10 15 10D Contractor hiring 5 10 15 10E Site clearing 3 5 10 6F Excavations 10 15 25 16G Foundations 15 20 35 22H Mounting steel structure 35 50 60 49I Roofing 30 45 60 45J Mounting walls 45 60 85 62K Electrical installation 25 35 45 35L Plumbing installation 30 40 50 40M Mechanical installation 45 60 90 63N Finishing works 5 10 20 11O Testing 5 10 20 11P Client sign-off 2 5 10 5

Source: Author

3.3.2.2 Resources

Company Area Resource NameCustom Woodworking Co. Team Responsible for

Woody 2000Principal, Schemers and Plotters (S&P)

Industrial design consultants R. Schemers

Expert Industrial Developers (EID)

Industrial property developers and contractors

I. Kontrak

I. Beam Construction Ltd. Steel fabricators and installers D. Rivett

Classic Cladding Co. Cladding and roofing contractors B. Leakey

Zapp Electric Co. Electrical contractors O. Volta

I. C. Rain Ltd. Water-proofing contractors C. Droppe

Tinknockers Associates Mechanical contractors A. Dent

Final Project - 9

Project management consultants

Post-implementation audit report W. Easley

Source: Author

3.3.2.3 Activities, duration and resources

No. Task NameDuration Resource Name

1 Planning 142

2 Design of expansion 125Principal, Schemers and Plotters (S&P)

3 Timing and budgeting 17 Custom Woodworking Co.4 Procurement 20

5 Contractor quoting 10Principal, Schemers and Plotters (S&P)

6 Contractor hiring 10 Custom Woodworking Co.7 Construction 1998 Site clearing 6 Expert Industrial Developers (EID)9 Excavations 16 Expert Industrial Developers (EID)

10 Fundation 22 Expert Industrial Developers (EID)11 Mounting steel structure 49 I. Beam Construction Ltd.12 Roofing 45 Classic Cladding Co.13 Mounting walls 62 Expert Industrial Developers (EID)14 Installation 13815 Electrical installation 35 Zapp Electric Co.16 Plumbing installation 40 I. C. Rain Ltd.17 Mechanical installation 63 Tinknockers Associates18 Finishing works 11 Expert Industrial Developers (EID)

19 Testing 11Principal, Schemers and Plotters (S&P)

20 Client sign-off 5 Custom Woodworking Co.Source: Author

3.3.2.4 Resources Breakdown Structure

1. Custom Woodworking Co.

1.1.R. Schemers

1.1.1. Principal, Schemers and Plotters (S&P)

1.2. I. Kontrak

1.2.1. Expert Industrial Developers (EID)

1.3.D. Rivett

1.3.1. I. Beam Construction Ltd.

Final Project - 10

1.4.B. Leakey

1.4.1. Classic Cladding Co.

1.5.O. Volta

1.5.1. Zapp Electric Co.

1.6.C. Droppe

1.6.1. I. C. Rain Ltd.

1.7.A. Dent

1.7.1. Tinknockers Associates

1.8.W. Easley

1.8.1. Project management consultants – Post-implementation audit report

3.3.3 Project network diagram

T im in g a n d b u d g e ti n g

S t a r t : 1 0 / 3 0 / 1 2 I D : 3

F in is h : 1 1 / 2 1 / 1 2 D u r : 1 7 d a y s

R e s : C u s t o m W o o d w o r k in g C o .

E n d o f P la n n in g

M ile s t o n e D a t e : W e d 1 1 / 2 1 / 1 2

I D : 4

P r o c u r e m e n t

S t a r t : T h u 1 1 / 2 2 / 1 2 I D : 5

F in is h : W e d 1 2 / 1 9 / 1 2 D u r : 2 0 d a y s

C o m p : 0 %

C o n t r a c t o r q u o ti n g

S t a r t : 1 1 / 2 2 / 1 2 I D : 6

F in is h : 1 2 / 5 / 1 2 D u r : 1 0 d a y s

R e s : P r in c ip a l, S c h e m e r s a n d P lo tt e r s ( S & P )

C o n t r a c t o r h ir in g

S t a r t : 1 2 / 6 / 1 2 I D : 7

F in is h : 1 2 / 1 9 / 1 2 D u r : 1 0 d a y s

R e s : C u s t o m W o o d w o r k in g C o .

E n d o f P r o c u r e m e n t

M ile s t o n e D a t e : W e d 1 2 / 1 9 / 1 2

I D : 8

C o n s t r u c ti o n w o r k s

S t a r t : T h u 1 2 / 2 0 / 1 2 I D : 9

F in is h : M o n 7 / 1 / 1 3 D u r : 1 3 8 d a y s

C o m p : 0 %

S it e c le a r in g

S t a r t : 1 2 / 2 0 / 1 2 I D : 1 0

F in is h : 1 2 / 2 7 / 1 2 D u r : 6 d a y s

R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )

E x c a v a ti o n s

S t a r t : 1 2 / 2 8 / 1 2 I D : 1 1

F in is h : 1 / 1 8 / 1 3 D u r : 1 6 d a y s

R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )

F u n d a ti o n

S t a r t : 1 / 2 1 / 1 3 I D : 1 2

F in is h : 2 / 1 9 / 1 3 D u r : 2 2 d a y s

R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )

E n d o f p r e lim in a r y c o n s t r u c ti o n w o r k s

M ile s t o n e D a t e : T u e 2 / 1 9 / 1 3

I D : 1 3

M o u n ti n g s t e e l s t r u c t u r e

S t a r t : 2 / 2 0 / 1 3 I D : 1 4

F in is h : 4 / 2 9 / 1 3 D u r : 4 9 d a y s

R e s : I . B e a m C o n s t r u c ti o n L t d .

R o o fi n g

S t a r t : 4 / 3 0 / 1 3 I D : 1 5

F in is h : 7 / 1 / 1 3 D u r : 4 5 d a y s

R e s : C la s s ic C la d d in g C o .

M o u n ti n g w a lls

S t a r t : 2 / 2 0 / 1 3 I D : 1 6

F in is h : 5 / 1 6 / 1 3 D u r : 6 2 d a y s

R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )

E n d o f c o n s t r u c ti o n w o r k s

M ile s t o n e D a t e : M o n 7 / 1 / 1 3

I D : 1 7

I n s t a lla ti o n s

S t a r t : T u e 4 / 3 0 / 1 3 I D : 1 8

F in is h : T h u 7 / 2 5 / 1 3 D u r : 6 3 d a y s

C o m p : 0 %

E le c t r ic a l in s t a lla ti o n

S t a r t : 4 / 3 0 / 1 3 I D : 1 9

F in is h : 6 / 1 7 / 1 3 D u r : 3 5 d a y s

R e s : Z a p p E le c t r ic C o .

P lu m b in g in s t a lla ti o n

S t a r t : 4 / 3 0 / 1 3 I D : 2 0

F in is h : 6 / 2 4 / 1 3 D u r : 4 0 d a y s

R e s : I . C . R a in L t d .

M e c h a n ic a l in s t a lla ti o n

S t a r t : 4 / 3 0 / 1 3 I D : 2 1

F in is h : 7 / 2 5 / 1 3 D u r : 6 3 d a y s

R e s : T in k n o c k e r s A s s o c ia t e s

E n d o f in s t a lla ti o n s

M ile s t o n e D a t e : T h u 7 / 2 5 / 1 3

I D : 2 2

F in is h in g w o r k s

S t a r t : F r i 7 / 2 6 / 1 3 I D : 2 3

F in is h : F r i 8 / 9 / 1 3 D u r : 1 1 d a y s

C o m p : 0 %

F in is h in g w o r k s

S t a r t : 7 / 2 6 / 1 3 I D : 2 4

F in is h : 8 / 9 / 1 3 D u r : 1 1 d a y s

R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )

C o m p le ti o n o f fi n is h in g w o r k s

M ile s t o n e D a t e : F r i 8 / 9 / 1 3

I D : 2 5

T e s ti n g

S t a r t : M o n 8 / 1 2 / 1 3 I D : 2 6

F in is h : M o n 8 / 2 6 / 1 3 D u r : 1 1 d a y s

C o m p : 0 %

T e s ti n g

S t a r t : 8 / 1 2 / 1 3 I D : 2 7

F in is h : 8 / 2 6 / 1 3 D u r : 1 1 d a y s

R e s : P r in c ip a l, S c h e m e r s a n d P lo tt e r s ( S & P )

E n d o f t e s ti n g

M ile s t o n e D a t e : M o n 8 / 2 6 / 1 3

I D : 2 8

C lie n t s ig n - o ff

S t a r t : T u e 8 / 2 7 / 1 3 I D : 2 9

F in is h : M o n 9 / 2 / 1 3 D u r : 5 d a y s

C o m p : 0 %

C lie n t s ig n - o ff

S t a r t : 8 / 2 7 / 1 3 I D : 3 0

F in is h : 9 / 2 / 1 3 D u r : 5 d a y s

R e s : C u s t o m W o o d w o r k in g C o .

D e s ig n o f e x p a n s io n

S t a r t : 5 / 8 / 1 2 I D : 2

F in is h : 1 0 / 2 9 / 1 2 D u r : 1 2 5 d a y s

R e s : P r in c ip a l, S c h e m e r s a n d P lo tt e r s ( S & P )

P la n n in g

S t a r t : T u e 5 / 8 / 1 2 I D : 1

F in is h : W e d 1 1 / 2 1 / 1 2 D u r : 1 4 2 d a y s

C o m p : 0 %

3.3.4 Schedule

3.3.4.1 Gantt chart

Final Project - 11

Final Project - 12

IDTask Mode

Task NameDuration

StartFinish

PredecessorsResourceNames

1Planning

142 daysTue 5/8/12Wed 11/21/12

2Design of expansion

125 daysTue 5/8/12Mon 10/29/12

Principal,Schemers and Plotters (S & P)

3Tim

ing and budgeting17 days

Tue 10/30/12Wed 11/21/12

2Custom

Woodworking Co.

4End of Planning

0 daysWed 11/21/12

Wed 11/21/125

Procurement

20 daysThu 11/22/12

Wed 12/19/12

6Contractor quoting

10 daysThu 11/22/12

Wed 12/5/12

3Principal,Schem

ers and Plotters (S & P)7

Contractor hiring10 days

Thu 12/6/12Wed 12/19/126

Custom W

oodworking Co.8

End of Procurement

0 daysW

ed 12/19/12W

ed 12/19/129

Construction works

138 daysThu 12/20/12

Mon 7/1/13

10Site clearing

6 daysThu 12/20/12

Thu 12/27/127

Expert Industrial Developers (EID)11

Excavations16 days

Fri 12/28/12Fri 1/18/1310Expert Industrial Developers (EID)

12Fundation

22 daysM

on 1/21/13Tue 2/19/1311Expert Industrial Developers (EID)

13End of prelim

inary construction works

0 daysTue 2/19/13

Tue 2/19/13

14M

ounting steel structure49 days

Wed 2/20/13

Mon 4/29/1312

I. Beam Construction Ltd.

15Roofing

45 daysTue 4/30/13Mon 7/1/1314

Classic Cladding Co.16

Mounting walls

62 daysW

ed 2/20/13Thu 5/16/1312

Expert Industrial Developers (EID)17

End of construction works

0 daysM

on 7/1/13

Mon

7/1/1318

Installations63 days

Tue 4/30/13Thu 7/25/1319

Electrical installation35 days

Tue 4/30/13Mon 6/17/1314Zapp Electric Co.

20Plum

bing installation40 days

Tue 4/30/13Mon 6/24/1314I. C. Rain Ltd.

21M

echanical installation63 days

Tue 4/30/13Thu 7/25/1314Tinknockers Associates

22End of installations

0 daysThu 7/25/13Thu 7/25/13

23Finishing w

orks11 days

Fri 7/26/13Fri 8/9/1324

Finishing works11 days

Fri 7/26/13Fri 8/9/1319,20,21,14,15,16Expert Industrial Developers (EID)

25Com

pletion of finishing works

0 daysFri 8/9/13

Fri 8/9/13

26Testing

11 daysMon 8/12/13

Mon 8/26/1327

Testing11 days

Mon 8/12/13Mon 8/26/1324

Principal,Schemers and Plotters (S & P)

28End of testing

0 daysM

on 8/26/13Mon 8/26/1329

Client sign-off5 days

Tue 8/27/13Mon 9/2/1330

Client sign-off5 days

Tue 8/27/13Mon 9/2/1327Custom

Woodworking Co.

Principal,Schemers and Plotters (S & P)Custom W

oodworking Co.11/21Principal,Schemers and Plotters (S & P)

Custom Woodworking Co.

12/19

Expert Industrial Developers (EID)Expert Industrial Developers (EID)

Expert Industrial Developers (EID)2/19

I. Beam Construction Ltd.Classic Cladding Co.Expert Industrial Developers (EID)

7/1

Zapp Electric Co.I. C. Rain Ltd.Tinknockers Associates

7/25Expert Industrial Developers (EID)8/9

Principal,Schemers and Plotters (S & P)8/26Custom W

oodworking Co.

3/44/8

5/136/17

7/228/26

9/3011/4

12/91/13

2/173/24

4/286/2

7/78/11

9/1510/20

11/2412/29

2/2January 1

March 11May 21

August 1October 11

December 21March 1

May 11July 21

October 1December 11

Source: Author

3.3.4.2 Milestones

Source: Author

3.3.5 Risk identification

A plan to manage potential risks has been put in place after analyzing the milestones of

the construction project, using the risk management approach described by Wysocki

(2009).

Risk identification

I. Technical risks

a. Contractor infrastructure inadequate

II. Project management risk

a. Inadequate resources committed to the project

III. Organizational risks

a. Decision making process in a family owned enterprise

b. Financing and payments

IV. External risks

a. Contractors

Risk assessment

Final Project - 13

I. Top 3 risk drivers

a. Vendor/contractor relations

b. Decision making process in a family owned enterprise

c. Financing

Risk mitigation

I. Vendor/contractor relations

a. Accept

b. Since industrial construction tasks require to be outsourced, closely

monitor contractor performance, especially for those tasks in the critical

path

II. Decision making process in a family owned enterprise

a. Mitigate

b. Interference in the decisions of the team responsible for the Woody 2000

project must be avoided; a decision making process must be clearly

established to avoid unnecessary interference

III. Financing

a. Mitigate

b. Payments are to be made to contractors once they complete their work

and it has been verified against COS

Risk monitoring

I. Vendor/contractor relations

a. Risk owner: Team responsible for Woody 2000 project

Final Project - 14

b. Action to be taken: The team should make sure expectations and

boundaries are set, that contractors are familiar with technology and that

specifications on the work to be performed is understood; also, both are

responsible for managing the relationship with vendors during contract

duration

c. Outcome: Considering the risk of involving outsourced work, any delay or

possible slippage on schedule must be anticipated to the project manager

II. Decision making process in a family owned enterprise

a. Risk owner: Project manager

b. Action to be taken: Establish a decision making process in order to

minimize interference

c. Outcome: Team responsible for Woody 2000 project should communicate

any interference in the decision making process

III. Financing

a. Risk owner: Team responsible for Woody 2000 project

b. Action to be taken: Make sure funding is guaranteed for payment to

contractors and purchase of materials; immediately communicate to

project manager any possible cost overrun identified

c. Outcome: Procure funding for cost overrun, clearly identifying reasons and

their impact

4.0 Analysis and interpretation of results

4.1 Analysis of proposed project to actual project in case study

Final Project - 15

The proposed Project Plan objective is to address the shortcomings in project

management processes of the personnel involved in the Woody 2000 project that lead

to a series of concatenated errors deriving in large cost and schedule overruns as well

as serious operational problems at the plant.

For the purpose of this Final Project, this Project Plan is exclusively focused on the

development of one deliverable of the Woody 2000 project.

The first change introduced is to assume that Woody’s Directors and key

management personnel formed a team, where decision makers and operational-

level staff are represented, acting as responsible stakeholders of the Woody

2000 project. In the case study, the selection of who’s in charge of the project

was done without any analysis of the project necessities.

In the case study, given that the responsible of the project had no idea of project

management practices, no PMLC model was defined. In the Project Plan, an

Adaptive Project Framework (APF) is the recommended PMLC model for the

construction project.

It is proposed a comprehensive project management plan, including all the five

process groups (scoping, planning, etc.) and their proper sequencing. In the case

study, there was no process guiding the project development.

A communications plan will be put in place to ensure all the stakeholders are

kept informed of the progress of the project.

A complete project schedule with critical milestones identified is presented, along

with a resources and work breakdown schedules. In the case study, there were

no milestones or schedule available.

Final Project - 16

The identified milestones will act a monitor tool to identify whether any delays are

expected, and to approve work performed by contractors.

A concise risk management plan is presented.

After the testing of the building and installations, the contractor should obtain the

Certificates of Occupancy and Completion Certificates in order to obtain the

client sign-off.

4.2 Results predicted if proposed project would be implemented

If the proposed Project Plan is implemented, not it will accomplish the goals and

success criteria agreed, but will also demonstrate the effectiveness of a make-sense

approach to project management.

5.0 Conclusions and recommendations

5.1 Summary evaluation and conclusion

In the development of the proposed Project Plan, all of the processes and procedures

reviewed during the Introduction to Project Management course have been put into

practice.

The proposed Project Plan was developed after evaluating the circumstances that

occurred in the case study, and proposes a corrected approach to the implementation of

the Woody 2000 project.

In all, a basic Project Plan has been outlined aiming to provide a formal project

management approach to the solution of a business problem.

Final Project - 17

6.0 Appendix

6.1 Documents to be used in the Project Plan

As described by Wysocki (2009, p.288), the documentation that should be included in

the Project Plan is the following:

Project Overview Statement (POS)

Project proposal and backup data

Original and revised project schedules

Minutes of all project team meetings

Copies of all status reports

Design documents

Copies of all change notices

Copies of all written communications

Outstanding issues reports

Final report

Sample deliverables (if appropriate)

Client acceptance documents

Post-implementation audit report

6.2 Reference List

Final Project - 18

Fewings, P. (2005) Construction Project Management, University of Liverpool

Catalogue [Online]. Available from: http://lib.myilibrary.com/?

id=26774&entityid=urn:mace:eduserv.org.uk:athens:provider:liv.ac.uk

(Accessed: 11 April 2012)

Klemetti, A. (2006) Risk Management in Construction Project Networks [Online] Espoo:

Helsinki University of Technology. Available from:

http://lib.tkk.fi/Reports/2006/isbn9512281473.pdf (Accessed: 3 April 2012)

Microsoft Corporation (2012) Project Help and How-to [Online] Available from:

http://office.microsoft.com/en-us/project-help (Accessed: 11 April 2012)

Project Management Institute Inc. (2008) A Guide to the Project Management Body of

Knowledge (PMBOK Guide). 4th ed. Pennsylvania: Project Management Institute Inc.

Singh, H. (2009) Construction Project Management, University of Liverpool Catalogue

[Online]. Available from: http://site.ebrary.com/lib/liverpool/Doc?id=10416826

(Accessed: 11 April 2012)

Wideman, M. (n.d.) Project Management Case Study: The Custom Woodworking

Company — Woody 2000 Project [Online]. Available from:

http://www.maxwideman.com/papers/woody2000/intro.htm (Accessed: 11 April 2012)

Final Project - 19

Woodward, J. (2009) Construction Project Management: Getting it Right First Time,

University of Liverpool Catalogue [Online]. Available from: http://ezproxy.liv.ac.uk/login?

url=http://www.icevirtuallibrary.com/content/book/100221 (Accessed: 11 April 2012)

Wysocki, R.K. (2009) Effective Project Management: Traditional, Agile, Extreme. 5th ed.

Indianapolis: Wiley Publishing.

Final Project - 20