PPMP20008: INITIATING AND PLANNING PROJECTS
ASSIGNMENT ON
PROJECT MANAGEMENT PLAN
DISPLAY SUITE FITOUT FOR QUEEN VICTORIA STREET FREMANTLE APARTMENTS WA AMD CONSTRUCTION 204 BROKE STREET SYDNEY, NSW 2000 SUBMITTED ON: 20/5/2016 SUBMITTED BY:
ANH NGUYEN PHAM (S0252679) BHUWAN GIRI (S0273826) RAMESH BHATTARAI (S0266380) SUMAN BALLA (S0276219)
TABLE OF CONTENTS
INTRODUCTION ( BHUWAN )
PROJECT MANAGEMENT APPROACH
PROJECT SCOPE
MILESTONE LIST
SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE (SUMAN)
CHANGE MANAGEMENT PLAN
COMMUNICATIONS MANAGEMENT PLAN
COST MANAGEMENT PLAN
PROCUREMENT MANAGEMENT PLAN (RAMESH)
PROJECT SCOPE MANAGEMENT PLAN
SCHEDULE MANAGEMENT PLAN
QUALITY MANAGEMENT PLAN
RISK MANAGEMENT PLAN ( RAY) RISK REGISTER
STAFFING MANAGEMENT PLAN
QUALITY BASELINE
1. INTRODUCTION
This project management plan encompasses all the required plans and sub-plans which are rudimentary for success of a project. This project report includes the total budget and the number of employees and the equipment required for the execution of the project in a given time frame for each work. All the information is provide below in the project plan.
1.1 Purpose
The primary purpose of this project, Display suite fit out, includes demolition of existing interior with construction, furnishing, electrical works, lighting and finally plantation and landscaping on the basis of detail demolition and construction drawings provided by Hassell Architectural Design as discussed earlier.
1.1.1 Plan description
It is a commercial suit design for apartment. In fact it is like a dummy so that the stakeholder can see what the company is going to build in the near future.
1.1.2 Plan pre requisite
Architectural drawing is the first prerequisite for the project, Cost is another factor, working hour and time also plays important role too.
1.1.3 External Dependencies
Social factor like noise pollution, air pollution may occur during dismantle work, work cannot commence at night, to reduce sound pollution and complains.
1.1.4 Monitoring and control
Project manager is responsible for the monitoring and control of the whole project. Frequent monitoring and control is necessary so that the project is completed in right time with correct budget
1.1.5 Budget
As the project is sponsor by DHA, DHA is paying the money for this project. The budget of our project is AUD 39,000.00. and the time for the completion is 85 days approx..
1.1.6 Tolerance
1.1.7 Schedule
The schedule of our project is shown in Gantt chart which is attached in the appendix. change in the plan or date should be informed to the team members of the project by the project manager.
2. PROJECT MANAGEMENT APPROACH
Richard Macculum is the project manager and has the full power and is responsible for managing and for the execution of the project as per the Project plan and it’s all other subsidiary plans of managements. The project requires many persons from different field of interests such as Engineers, general and skilled labors, foreman and the equipment and machines for the demolition process. The project manager will use all the resources and works according to the management plan for the proper execution of the project. The total project and subsidiary plans should be checked and needs approval from the project sponsor, CWB. Also, the funds are arranged by the CWB for the project. If any other approval is required then for that a written format is made and signed by the sponsor as well as by the project manager for getting any permission from the authorities. The project manager is responsible for communicating with organizational managers on the progress and performance of each project resource.
3. PROJECT SCOPE
The scope of this project includes the planning, design, development, testing, and re-construction of the apartment. This project will meet or exceed organizational standards and additional requirements established in the project charter. The scope of this project also includes completion of all documentation, manuals, and training aids to be used side by side with the demolition and construction process. Project completion will occur when the demolition, construction and documentation have been successfully executed. All project work will be performed internally and no portion of this project will be outsourced.
The table given below shows the milestones for the demolition and re-construction of the given project. This project includes only major milestones of the project and rest of sub-plans are described in other parts of project plan are described in other sub headings and WBS. If delay happens during the project execution which may affect the milestone then the manager should be notified as soon as possible so as to avoid the delays and to provide the delivery on time. Any change in the plan or date should be informed to the team members of the project by the project manager.
Milestone Description Date
Demolition Floor Work All equipments and labours are required demolish the floor. Demolition of tiles, removing skirting,
removing carpets
22/02/20 16 Demolition ceiling work This includes demolition of ceiling tiles, removing
air conditiong ducts, lights, removing electrical wires and support frames of iron or steel.
8/03/201 6
Finishing floor works This includes fixing doors and windows, installation of carpets, electrical supplly and wire and
equipments installation, water supply and necessary equipments installation, paint, sanitory works and brickwork.
29/04/20 16
Finishing ceiling work This includes re-alignment work of vent and grill, celing tiles installation, fibre cement works , roof and external painting works.
26/05/20 16
Schedule baseline is the approved project schedule and is part of project plan (PMBOK 2013).
The project Display suite fitout for Queen Victoria Street consists of work packages which are more than 8 hours to but do not cross 56 hours of work. The project work packages were formulated with sound collaboration among the team personnels and inputs from various sources from the past were too incorporated. All work packages are defined in the WBS Dictionary for this refurbishment project which include all tasks, resources, and deliverables. Every work package in the WBS is defined in the WBS Dictionary and will aid in resource planning, task completion, and ensuring deliverables meet project requirements.
All team individuals contributed for this project and the schedules were taken from WBS and ProjectCharter. Only after the approval of project sponsor, the project got base-lined. Further schedule are to be updated with Ms Project by the Project Manager. If there are to be any proposed changes to the current schedule, it will follow control process. With the combined consensus of project manager and team, the determination of the effects on the change on schedule, resources, cost and risks will be carried out.If there is to be changes, it should be approved by the Project Sponsor which will then be incorporated by Project Manager in all stages.
The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix A, Project Schedule and Appendix B, Work Breakdown Structure.
6. CHANGE MANAGEMENT PLAN
Change management incorporates the change control process. A standard template can be used in the project when there is needs for change in daily schedule of work due to shortage of material or unavailability of labor. Even a small change in project must be carefully carried out as it may impact overall duration of the project. The whole cycle should first identify the necessity of change, record it in a register, carry out evaluation for its necessity, submit the request for change and finally present it on to the board and implement if it is passed by the board and implemented by the project manager. Any of the team
Any team member or stakeholder may submit a change request for the SmartVoice Project. The SmartVoice Project Sponsor will chair the CCB and any changes to project scope, cost, or schedule must meet his approval. All change requests will be logged in the change control register by the Project Manager and tracked through to completion whether approved or not.
7. COMMUNICATIONS MANAGEMENT PLAN
7.1 Communication Management ApproachThe effectiveness of communication is administred by the Project Manger. This can be ensured by use of Communication Matrix for documentation of all forms of communication.
Communication matrix is the bible of communcation which consist of information about who should be involved in communication, when to make the communication and whom to communicate. With the progress of project amendments will be required in this matrix which may be driven by variation in personnel, scope, finance and other reasons. The project manager is the key person who administers all the proposed and approved modifications to the whole communication management plan. Only after approving the chages, project manager will make updates on the plans and helping documents and eventually circulate the updated communication plan to the team members and stakeholders. This process should be in sync with project’s
Change Management Pland which surely helps to keep all the stakeholders in the loop so that everyone is aware of the changes in communication management.
The communication matrix of project team presented below encompases the communications requirements. It will be a guideline for information communication.
Name Title E mail Office Phone Cell
Phone
Communication preference
Jarvis John Project Sponsor [email protected]
om 0436988948 043659894 7 Collaborative Environment Richard Mac Cullum
Project Manager richardmc@gmail.
com 0436599944 043659894 6 Email Kenya Kent Supplier KenyaKent@gmail .com 0436598912 043959894 5 Cell Phone Smith Young Quality Specialist smithyoung@gmai l.com 0436598458 046329894 5 Schedule Civil
Engineer Suman Bang
sumanban@gmail.
com 0436597895 043458945 Office Phone Tek Karki Foreman [email protected] 043654548 043779894
5 Cell Phone Roles of the team members are as follows:
Project Sponsor: Project Sponsor is the lead person in the project and has the authority to
authorize the project charter. Success of the project depends on the project sponsor and is the ultimate source of funding.
Project Manager:
Project Manager is the person who has bird’s eye view of the project at portfolio level and administers majority of the resources to the project. The project manager of this project oversees the overall demolition and all works that follow afterwards.
Supplier:
Supplier is responsible for making sure the materials are on time for demolition and construction
Quality Specialist:
Civil engineer:
Civil engineer sees if the site works are running according to planned drawings
Foreman:
Foreman guides the general labor in carrying out laboring works
7.2 Communication method and technologies:
A common method of communication is to be established for communication. Google Drive can be incorporated to share data and files among the team members. All team members should possess basic understanding of MS project and ability to develop, maintain and
communicate schedule. Further, every team member is given with a personal profile with own username and password to access their portals online in a common platform or company website.
9. PROCUREMENT MANAGEMENT PLAN
The process which helps in acquiring the goods that required in the project is known as Procurement Management Plan. There are various goods required in the completion of the project like brick, sand, cement, reinforcement, woods, natis, glue, tiles and many more. The procurement plan gives the clear idea about when , the required materials are to be deliver in the site in proper quantity.
In the event a procurement becomes necessary, the Project Manager will be responsible for management any selected vendor or external resource. The Project Manager will also measure performance as it relates to the vendor providing necessary goods and/or services and
communicate this to the purchasing and contracts groups.
1.3.2 Tile works
1.3.3 Electrical works 1.1.1Remove existing data GPO’S, carpet tiles, perimeter ducted skirting
1.1.2 Front door brick work
1.1.3 Form opening in partition wall for new door
1.4.1 Tile works
1.4.2 Fibre cement works
1.4.3 Roof and external painting works 1.2.1 Remove lighting, grid, ceiling tiles
1.2.2 Relocate existing lights and electrical
1 Bricks 2 Sand 3 Cement 5 Nails, Glue, 6 Tiles 7 Furniture works
10.PROJECT SCOPE MANAGEMENT PLAN
The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. Project manager is sole responsible for the scope management of the project. It is defined by WBS, WBS dictionary.
1.4 Finishing ceiling works 1.3 Finishing Floor works
1.2 Demolition ceiling work 1.1 Demolition floor work
Project Schedule plan also includes WBS dictionary.
WBS Number:
1.1
WBS Name:
Front door brick work
Work Package?
☒ Yes / ☐ No WBS Predecessor(s):
None
WBS Description:
This work package aims to remove existing window cut the double brickwork to accept a new front door of floor plan.
Must-Start Date:
02/02/2016 Resources: Labour, equipment, material
Must-Finish Date:
03/02/2016 Total cost: $1,100 AUD
WBS Estimated Effort:
2 days
Assumptions and Constraints:
There could be a time constraint due to fault in cutting the brick that also need an additional cost of material and worker to perfectly fix it
Assigned to:
Team Leader: Michael
Robert (Phone:
0449133556)
Project manager: James
Smith (Phone: 0424445667)
Technical information: Workers try to avoid break the concrete and the finishes of the internal and external brick wall nearby to prevent the cost to fix that place, and must be follow the safety instruction during performing task
Quality requirement: After completion, the quality must be checked by expert and project manager, and the following task can be conducted conveniently.
Acceptance criteria: Tasks are met the expectations of the expert and done on schedule of the project. There is no risk occur in the next following task
In our project we have different WBS dictionary. As we can see it has all the points that easily describes the Project scope management plan. We have attached the other WBS dictionary at the end.
11. SCHEDULE MANAGEMENT PLAN
In project management, a schedule is a listing of a project's milestones, activities, and deliverables, usually with intended start and finish dates.
11.1 Resource Estimating
Project estimation requires a level of expert judgement, not only in the project itself but more importantly expert judgement of the business environment in which the project is being delivered. Some areas of consideration are:
Impact of inflation over the project lifecycle
Foreign exchange risk when using international suppliers Can hedging or insurance reduce the exposure to the business
Costs of quality
Availability of historical information
Level of project estimation accuracy required
Duration Estimating
Straightforward approach to the estimation of activity durations is to keep historical records of particular activities and rely on the average durations from this experience in making new duration estimates. Since the scope of activities are unlikely to be identical between different projects, unit productivity rates are typically employed for this purpose. For example, the duration of an activity Dij such as concrete formwork assembly might be estimated as:
11.1 Activity List ID Name Descrip tion Predecessor Successor ID Relations hip ID Relati onship 3
4 CUT-BACK EXISTING PERIMETRE 3 FS 5 REMOVE EXISTING DATA AND GPO'S 3 SS 6 REMOVE CARPET TILES TO ACCEPT 3 FS+1day 7 REMOVE EXISTING PERIMETRE DUCTED 6 SS 8 RELOCATE SECURITY CONTROL PANEL 7 FS 9 RELOCATE A/CON. CONTROLS 8 FS 10 REMOVE EXISTING SKIRTING 9 FS 11 FORM OPENING IN PARTITION WALL
FOR NEW DOOR
10 FS
13 Remove Lighting from the Ceiling 11 FS+2days 14 GRID & CEILING TILES. REMOVE 13 FS
15 REMOVE EXISTING EXPOSED CEILING 14 FS+1day 15 REMOVE EXISTING LIGHTS AND ELEC 15 FS 16 RELOCATE EXISTING MECH.GRILLS AND 16 FS+1day
21 Tile Works 20 FS 22 Doors and Windows 20,2 20SS
23 Water supply 20,2 20FS
24 Sanitary works 23 FS
25 Sanitary and CP Fixtures 24 FS+1day
26 Electrical Works 23 FS
27 Electrical Fixtures 26 FS+1day
28 Furniture Work 27 FS
29 Internal Painting work 28 FS
31 Re Alignment works of vent and grill 29 FS+2days
32 Tile works 31 FS
33 Fiber cement works 32 FS
34 Roof and external Painting works 33 FS
12.QUALITY MANAGEMENT PLAN
Planning for quality management in a project increases certainty and reduces the risk of project failure attributable to inadequate project management processes that result in outputs failing to meet defined and agreed standards. A Project Quality Management Plan is a formal framework that defines the project management processes that will be applied ensure that the project is managed in accordance with relevant methodologies and standards so that the delivery of project outputs can be confirmed by the Steering Committee as ‘fit for purpose’
12.1 Quality Planning:
It includes identifying which quality standards are relevant to the project and determining how to satisfy them.
12.2 Quality Assurance:
It involves evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
12.3 Quality Control:
It involves monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
13.RISK MANAGEMENT PLAN
The principle for managing risks for the Display Suite Fitout – Queen Victoria Street, Fremantle Apartments WA project includes a methodical process that the project team can determines, scores, and ranks the variety of risks occurring during conducting the project. Hence, the project manager can have the strategic plan to deal with the high level risk to promote the efficiently of the project. The project manager is able to prioritize risks based upon the effect they may have on the project by assigning the influence factor to each risk and measure the severity of the risk. The highest impact risks will be added to the project schedule and assigned to risk managers in order to take the essential method to exercise the corrective steps at the right time to minimize the risk as minimal during the schedule. The greatest impact risks have to ensure that they was monitored during the project schedule. When risks are determined, they will be qualified and the team will develop avoidance and mitigation strategies to each risk. Risk managers must provide status updates on the risks they was taking in weekly project team meetings, only in meetings including their risk’s planned timeframe.
Based on this analysis of risk during then closing project, the project manager will identify any improvements resulted from the avoidance and mitigation steps that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base.
14.RISK REGISTER
Identified RisksAnalysis & Evaluation
Existing controls described &
evaluated Further Actions
Risk Description
List the EVENT and the EFFECT(s) in the form of Risk
Statements(s) below. For example, "There is a risk that <INSERT EVENT> will <INSERT IMPACT> in/to/on/for/of <INSERT VULNERABLE ENTITY>. C on se q u en ce ( 1, 2, 3, 4, or 5 - s ee S he et 1) L ik eli h oo d ( A , B , C , D o r E -se e S he et 1) R isk le ve l (L , M , H o r V H - s ee S he et 1) What we do now to manage this risk. C u rr en t E ffe ct iv en es s A cc ep t R isk (Y es o r N o) What we will do to reduce this risk
F u tu re R isk L ev el T ar ge t ( L , M , H o r V H - s ee S he et 1)
Over costing more
than budget allocated 5 A H
Reschedule or take a bank loans
P Yes
Effectively assign the work for workers avoiding delay in tasks
H
In case project does not completes in given time frame
4 B H
Get in agreement with the project owner for the extension of completion day
P No
Assign the task effectively to avoiding delay or assign more workers to do the delayed tasks H Machinery break Hire another machines or need have a technicians at the sites and
Theft 2 C L
buy back the shortage materials N No good security system at the construction site or CCTV at all time L Employee turnover 4 C H hire additional workers to perform task on schedule P No have good HR always follow employees' engagement H Material shortage 3 A M seek another reliable suppliers N No have agreement with a few suppliers to prevent shortage of materials M Political issue 5 E H
seek the help of layer for advice
P No conduct project when satisfying political conditions as approval of government H Competition 2 C L
assess the progress and final products to compete with other competitors P Yes have good management system to improve performance that can produce the product with high quality at the low price than other
L
Changing conditions of maket
2 D M need to accept the fluctuation of the market and have a agreement with stakeholder regarding the
N Yes estimate the changing of the prices of materials to avoid loss
changing of price
15.STAFFING MANAGEMENT PLAN
The Display Suite Fitout – Queen Victoria Street, Fremantle Apartments WA Project will consist of a matrix structure with support from various internal organizations. All work will be
performed internally. Staffing requirements for the Display Suite Fitout – Queen Victoria Street, Fremantle Apartments WA Project include the following:
Project Manager (1 position) – responsible for all management for the Display Suite Fitout – Queen Victoria Street, Fremantle Apartments WA. The Project Manager is responsible for planning, creating, and/or managing all work activities, variances, tracking, reporting, communication, performance evaluations, staffing, and internal coordination with functional managers.
Program Construction Manager (1 position)- Specific duties during construction includes: determine scope, negotiate agreement, review request, serve as liaison, monitor project for compliance to program requirement and provide specialized support to Project Construction Managers
Project Controls Specialist (1 position): is generally responsible to Project Manager for overall project controls; scheduling, cost trending, cash flow projections, cost to date and cost to completion reporting, and consolidating inputs from all parties into a single monthly report. Field Inspectors (2 positions): assigned to observe and inspect the project and the materials during conducting the tasks, advise project manager after witness the field tests and review field progress against approved schedule and document, document construction activities, review
Team leaders (3 positions): who are responsible for each specific tasks such as, brickwork, finishes, plumbing, and electrical work
THE PROJECT MANAGER WILL NEGOTIATE WITH ALL NECESSARY TSI FUNCTIONAL MANAGERS IN ORDER TO DETERMINE AND ALLOCATE RESOURCES FOR THE DISPLAY SUITE FITOUT – QUEEN VICTORIA STREET, FREMANTLE APARTMENTS WA PROJECT. ALL
RESOURCES MUST BE APPROVED BY THE APPROPRIATE FUNCTIONAL MANAGER BEFORE THE RESOURCE MAY BEGIN ANY PROJECT WORK. THE PROJECT TEAM WILL NOT BE CO-LOCATED FOR THIS PROJECT AND ALL RESOURCES WILL REMAIN IN THEIR CURRENT WORKSPACE.
16.RESOURCE CALENDAR
The Display Suite Fitout – Queen Victoria Street, Fremantle Apartments WA Project will require all project team members for the entire duration of the project although levels of effort will vary as the project progresses. Project team is required to work 40 hour work weeks. If a project team member is not required for a full 40 hour work week at any point during the project, their efforts outside of the Display Suite Fitout – Queen Victoria Street, Fremantle Apartments WA will be at the discretion of different functional work. The following graph below show the total effort hours of project team on different main tasks monthly.
February March April May 0 20 40 60 80 100 120 140 160 180 200
demolition floor work demolition ceiling finished floor work finished work on ceiling
Month hours
17.COST BASELINE
The cost baseline for the Display Suite Fitout for Queen Victoria Street, Fremantle Apartments WA project includes all budgeted costs for the successful completion of the project.
Cost Baseline Template
Project Name:
Display Suite Fitout for Queen Victoria
Street, Fremantle Apartments WA
Project Manager: Richard Mac Culum Project
Objective:
To complete the demolition and redoing the interior
of display suite
Project Sponsor:
DHA
Prepared by: AMD Constructions
Date prepared: 12/01/2016 Submitted to: DHA
Total Cost $39,600 Authorization: Date: 01/02/2016 Expense Day s Hr s No. of worker s Tota l Hrs Uni t Cos t Total Cost Cum Cost purpose funding source Labor In-house
General Labor 6 8 2 96 $25 $2,400 $2,400 Laying protection, Removal of rubbish from
Raised from investor
GPO’s, protection works and cleaning on regular basis Skilled Labor (demolishers) 12 8 2 192 $25 $4,800 $7,200 Demolition of carpet tiles, walls, ceiling tiles, grids Raised from investor Electrician 13 8 2 208 $25 $5,200 $12,40 0 Removal of lights and electric fittings before demolition and installation of new lights and data points Raised from investor Painter 6 8 2 96 $25 $2,400 $14,80 0 Painting of walls, doors, frame and ceiling Raised from investor $25 Contract $25 Brick Worker 7 8 1 56 $25 $1,400 $16,20 0 Completion of brick works Carpenter 7 8 2 112 $25 $2,800 $19,00 0 Removal of windows and installation of new door and other furniture works
Raised from investor
0 on floor and ceiling investor Plumber 7 8 2 112 $25 $2,800 $24,20 0 Laying and fixing of Hot and cold water pipes, sanitary works, fixtures Raised from investor Administrative Supplies $8,000 $32,20 0 material supplies( brick s, tiles zyprock, ceiling tiles, electrical fixtures and points, sanitary and water supply pipes and fixtures, cement, paints) Raised from investor Equipment $2,900 $35,10 0 Refreshments $1,000 $36,10 0 Raised from investor Travel $1,000 $37,10 0 Raised from investor Technology $2,500 $39,60 0 Raised from investor
18.QUALITY BASELINE
The Display Suite Fitout for Queen Victoria Street, Fremantle Apartments WA Project must meet the quality standards established in the quality baseline. The quality baseline is the baseline which provides the acceptable quality levels of the project. The deliverables must meet or exceed the quality baseline values in order to meet the satisfaction of stakeholders.
Item Acceptable Level
Brickwork Sound structure and nice outlook, sustainable
Finished job Nice interface, durable at less 3 years
Display job Meet the drawing requirements,
Tiles work Smooth interface, nice look and sustainable
Electrical work Durable, working well, well-organized display
Demolition job Not occurring risk for next task
Plumbing job Well-organized and durable pipes system, sustainable for 1 year
19. SPONSOR ACCEPTANCE
Approved by the Project Sponsor: __________________
DHA
Date: 14/05/2016 <Project Sponsor Title>
Appendix A Project Schedule
Appendix C WBS Dictionary
WBS Number: 1.3, 1.4, 1.5
WBS Name:
Removing existing data and GPO’S, carpet tiles and perimeter ducted skirting Work Package? ☒ Yes / ☐ No WBS Predecessor(s): None WBS Description:
This work packages aims only to remove existing components of floor that are existing data and GPO’S, carpet tiles and perimeter ducted skirting aiming to conveniently conduct following tasks such as, electrical works and accept new floor finishes.
Must-Start Date:
02/02/2016 Resources: Labor, equipment
Must-Finish Date:
09/02/2016 Total cost: $3,000 AUD
WBS Estimated Effort:
5 days
Assumptions and Constraints:
There could be time and resources constraints during performing this work packages. Therefore, it is important to observe the task during performing to consider whether assign more workers to complete the tasks on time
Assigned to:
Team Leader: Robert Lavender (Phone: 0449123456)
Technical information: Avoiding workers occupying same work room can prevent task delay, and have to be follow the safety instruction during performing task
Quality requirement: After completion, the quality must be checked by expert and project manager, and the following task can be conducted conveniently.
Acceptance criteria: Tasks are met the expectations of the expert and done on schedule of the project. There is no risk occur in the next following task
WBS Number:
1.2.1
WBS Name:
Remove lighting, grid, ceiling tiles
Work Package?
☒ Yes / ☐ No WBS Predecessor(s):
After the compilation of 1.1.3
WBS Description:
This work package aims to remove existing lights, cables, ceiling tiles and grids
Must-Start Date:
02/02/2016 Resources: Labor, equipment, Must-Finish Date:
03/02/2016 Total cost: $2,400 AUD
WBS Estimated Effort:
5 days
Assumptions and Constraints:
There could be time and safety constraints during the operation of this work package. So it is important to observe the task during the time of implementation and need to give more safety awareness before stating the task.
Assigned to:
Team Leader: Alice Hens (Phone: 0449133556)
Project manager: James
Smith (Phone: 0424445667)
Technical information: There is need of proper and experienced manpower as it is ceiling work, Need to consider about the safety of workers. At first electrical lights are removed and all wires are removed and then only we can relocate the grid work.
Quality requirement: After completion, the quality must be checked by expert and project manager, and the following task can be conducted conveniently. Especially the circuit work, cable, lighting fixture, Also the tile works as it is ceiling works and may have chance of leakage.
Acceptance criteria: Tasks are met the expectations of the expert and done on schedule of the project. There is no risk occur in the next following task
WBS Number:
1.2.2
WBS Name:
Relocate existing lights and electrical
Work Package?
☒ Yes / ☐ No WBS Predecessor(s):
After the compilation of 1.2.1
WBS Description:
This work package aims to Relocate existing lights and electrical
Must-Start Date:
07/03/16
Resources: Labor, equipment,
Must-Finish Date:
08/03/16
Total cost: $800 AUD
WBS Estimated Effort:
2 days
Assumptions and Constraints:
There could be time and safety constraints during the operation of this work package. So it is important to observe the task during the time of implementation and need to give more safety awareness before stating the task.
Assigned to:
Team Leader: Jordan (Phone: 0449133559)
Project manager: James
Smith (Phone: 0424445667)
Technical information: To perform this work package, there is a use of various
construction materials and tools such as drill, hammer, and lifter if necessary. There is need of proper and experienced manpower as it is ceiling work, Need to consider about the safety of workers.
Quality requirement: After completion, the quality must be checked by expert and project manager, Especially the circuit work and the tile works as it is ceiling works and may have chance of leakage and slope maintain in the ceiling.
Acceptance criteria: Tasks are met the expectations of the expert and done on schedule of the project. There is no risk occur in the next following task
