The Flexible Models (FM) is charged with the responsibility of designing, manufacturing and assembling the ‘PDDG Box Mk3. This shall be done at location designated by Property Development Department of the Government (PDDG). Through this, PDG will have the capability to commence operations on effectiveness valuation of the boxes. The planned project will take approximately 51 day and cost $115,863.00. The project schedule is shown in Appendix A. The following assumptions were made.
- There is no delay in transport,
- The specifications given are final
- PDDG will get the site ready for assessment so that it receives the shipment and the implementation starts
In addition, the following tools were used in the project: The Gantt chart will be used by the project manager and stakeholders as an interaction to visualizing timelines and the connections that exist in addition to dependencies.
While Microsoft Project, as opposed to OpenProj, shall facilitate the improvement of controls as well as communication. This takes to fact that it provides availability of connection to the web-based project tracking system. This tracking system provides information of the project at a specific time.
Quality of the boxes is reliant on the quality of material used. On the other hand, Flexible Model assures optimal results in terms design and production. This will be managed by the Quality Management Plan, which comprises of information on quality assurance, quality management and constant enhancement of the operation.
The Work Breakdown Structure in Appendix B. Formed with regard to Requirement Breakdown Structure and Staffing (Resources) Management Plan. According to Portny (2010), the Work Breakdown Structure makes the foundation of the effectiveness of project through a task based system. Moreover, it is detailed and connects tasks and sub-tasks through instances and deliverables.
The details will be based on a well-established WBS that will be inherently structured into a contingency risk model. When the contingency amount is acquired, it shall be automatically sent to the relevant accounts based on the level of risk and cost weighing elements. Additionally, it agrees that using the WBS will be of use in cost management and contingency depletion since:
- Future use will be based on the WBS accounts.
- Mistakes arising from human can be tracked using relevant WBS home domains.
- Responsible people are held accountable for the WBS contingency.
- Potential savings can be noted in corresponding risk free WBS.
Schedule is shown in the Gantt chart – Appendix A with a probability of extension of about 14 days if PDDG decline choice for cost compensation so as to acquire ‘Cutting and parts development’ department specialists availability.
Deliverables is the boxes. FM will not bear any responsibility for quality of the material used. Additionally, there are no mistakes of FM if the delivery is delayed because of natural causes or time constraints by PDDG.
The boxes that will be used in the structures are described as ‘PDDG Box Mk3’ whose specification are set by the Research and Development Unit (RDU) of PDDG. Product will be allowed if quality control affirms conformity with the required aspects of assembly integration.
Project Stakeholders:
| Name | Position | Department | Company |
| Martin Steinhardt | Project Manager | Project | FM |
| Esther Jenison | General Manager | Designing and Drafting | FM |
| Erick Slater | General Manager | Cutting | FM |
| Johnson Michel | General Manager | Assembly | FM |
| Caroline Broglie | General Manager | Supply Chain Management | FM |
| Zhoie Ivanovic | Vice President
Marketing Chief |
New Model | FM |
| Michael Johnson | Marketing Chief | Marketing | FM |
| Evaline Leither | Technical Lead | RDU | PDDG |
| Terry Clonhart | Program Manager | Seismic Zone | PDDG |
| Linda Lyster | Chief Editor | Construction Consortium Journal |
Staffing (Resources) Management Plan
Resources requirement is approximated by the application of Estimate Activity Resources process, with the intention of providing estimation on resource types required and estimation on quantity of every type of the required resource.
So as to create Resources Management Plan is made in the table below:
| Activity | Task | Department | Person in Charge |
| 1. Requirements analysis | 1.1 Interview of Prospective clients | Design & Drafting | Esther Jenison |
| 1.2 Product analysis | Design & Drafting Assembly | Esther Jenison & Johnson Michel | |
| 1.3 Enhancement of final draft | Design & Drafting | Esther Jenison | |
| 2. Design and concept | 2.1 Intensive design | Design & Drafting | Esther Jenison |
| 2.2 Operation of design | Design & Drafting | Esther Jenison | |
| 3. Purchasing Material | 3.1 Buying cardboard sheet | Supply Chain Control | Evaline Leither |
| 3.2 Buying metal sheet | Supply Chain Control | Evaline Leither | |
| 3.3 Cubes Purchasing | Supply Chain Control | Evaline Leither | |
| 4. Production | 4.1 Setting up | Assembly | Johnson Michel |
| 4.2 Cutting and parts creation | Cutting | Erick Slator | |
| 4.3 Sub-Assembly 1 | Assembly | Johnson Michel | |
| 4.4 Sub-Assembly 2 | Assembly | Johnson Michel | |
| 4.5 Sub-Assembly 3 | Assembly | Johnson Michel | |
| 4.6 Assembly Integration | Assembly | Johnson Michel | |
| 5. Delivery | 5.1 Before delivery | Supply Chain Control | Evaline Leither |
| 5.2 Delivery | Supply Chain Control | Evaline Leither | |
| 5.3 Implementation | Design & Drafting Assembly | Esther Jenison and Johnson Michel
|
Staffing (resources) management plan is in Appendix C and project network schedule in Appendix D.
Cost Estimation
Hamilton agrees that cost management entails estimation, control and information analysis to set up a progressive process of information for effective use in projects (Stroller, 2010, 42).
The project scope is created with regard to cost estimation. The development team and cost estimator has to create their best estimate of real quantities. Quantities will be enhanced with the help of several sources, comprising cost estimators skills and experience, comparable projects, organization databases, operational professionals and historical elements. Pricing is acquired from groups, past projects used and contractors.
Setting up the cost estimate has to have a back-up strategy that shows the source of the figures and assumptions used. This is necessary as every detail has to be cared for in cost estimation, since the hidden contingencies may reveal how uneconomic he project is seen.
Cost computation for Seismic Zone Residential Construction Improvement Program is created in reference to Sanghera’s book (2010, 358).
| Task ID | Cost Description | Duration | Total Cost $ |
| 1.1 | Work | 5 | 4,500.00 |
| 1.2 | Work | 5 | 13,600.00 |
| 1.3 | Work | 3 | 1,000.00 |
| 2.1 | Work | 5 | 2,100.00 |
| 2.2 | Work | 7 | 9,200.00 |
| 3.1 | material | 1,500.00 | |
| 3.2 | material | 1,350.00 | |
| 3.3 | material | 8,200.00 | |
| 4.1 | Work | 4 | 3,200.00 |
| 4.2 | Work | 2 | 2,650.00 |
| 4.3 | Work | 5 | 10,300.00 |
| 4.4 | Work | 5 | 10,300.00 |
| 4.5 | Work | 3 | 4,300.00 |
| 4.6 | Work | 2 | 3,100.00 |
| 5.1 | Fixed cost | 3 | 2,800.00 |
| 5.2 | Fixed cost | 14 | 5,700.00 |
| 5.3 | Work | 8 | 17,870.00 |
| 101,670.00
|
Prior computation shows a cost of 101,670.00, though the final cost will be based on Risk Management Plan analysis done.
Risk Management Plan
Risk identification was conducted at the first project risk evaluation meeting. The Risk Register outlines all the identified risks considering that the schedule is very stringent (Khanna 2011, p.74). Any additional risks will be added to the Risk Register if identified during the Risk Assessment meeting involving senior project team and stakeholders.
All identified risks for this project will be managed and controlled considering the constraints related to time, management, technical, and inter-project factors.
Risk Management Plan
| Risk
No. |
Constraint Type | Risk Identification | Risk Mitigation | Person in Charge |
| 1 | Management Inter-Project | Two main cutters for the Cutting Department could be unavailable during the scheduled dates | Rescheduling of their other tasks in order guarantee their availability on required days | Martin Steinhardt |
| 2 | Management | Designers and assemblers being reassigned and transferred from one scheduled task to another | An updated schedule on deployment of personnel should be established and reviewed on daily basis to facilitate timely transfer | Esther Jenison
Johnson Michel |
| 3 | Management | Possible schedule drag | Management team must ensure constant monitoring of Project as well as stay up to date | Heads of Department
Martin Steinhardt
|
| 4 | Technical | 1.3 and 4.6 are critical project tasks | Heads of Departments must control the schedule as well as ensure all required resources are available for scheduled days | Esther Jenison
Johnson Michel |
| 5 | Technical | Potential falling behind schedule for Shipment/Delivery as well as Task 5.2 | Official responsible for contracting task subcontractor must communicate the situation to the subcontractor and ensure stiff contractual penalty if delay to cater for costs caused | Caroline Broglie |
| 6 | Technical | Possible damage to components during pre-delivery and shipment/delivery stages | Official tasked with contracting subcontractors for the tasks must communicate the situation to the subcontractors and ensure stiff contractual penalty if delay occurs to cover costs incurred from damage | Caroline Broglie |
| 7 | Technical | Unfavorable weather conditions experienced at the implementation site | Site should be protected from rain. All necessary protection accessories should be provided at site | Martin Steinhardt
Caroline Broglie |
| 8 | Technical | Client may revise requirements after cutting phase of Project | FM & PDDG must take into consideration such eventualities and be flexible to such schedule change. There should be cost reimbursement due to changes in requirements together with change in costs of client requirements | Martin Steinhardt |
| 9 | Technical | Delays raw materials provision | The project has sufficient time to organize for raw materials to be delivered ahead of time. Also, there is plenty of time for SCM to receive quotes before the start of the project and conclude preliminary agreements pertaining to delivery of raw materials | Caroline Broglie |
| 10 | Technical | Incorrect set up | There should review of historical data on similar past projects. Also, the management team should observe austere control and management of set up | Johnson Michel |
| 11 | Time | Tight schedule | Management team must monitor the project at all times while being aware of all ongoing and remaining activities | Martin Steinhardt
Heads of Department |
Risk No. 1, Task 4.2 is presently believed to bear the highest probability and potential highest damage to both schedule and cost of the project. In this regard, high priority is given to eliminating Risk No. 1 considering that it is irreversible to the schedule and the cost once it occurs. Martin Steinhardt and Erick Slater will have to work in conjunction with the other project leaders in arranging for the availability of cutters on the scheduled days so as successfully mitigate this most threatening risk.
Customarily, there is about 0.3 probability of the components getting damaged while in transit (Kendrick 2009, p.57). This necessitates inclusion of 30% of additional budgeting to cater for component damages.
| Affected Task in the event of damage | Cost Description | Calculated Cost (US$) | Extra Budgeting (%) | Cost with Extra Budgeting ($) |
| 3.1 | Material | 1,200 | 30 | 1,560 |
| 3.2 | Material | 1,540 | 30 | 2,002 |
| 3.3 | Material | 9,250 | 30 | 12,025 |
| 4.1 | Work | 3,860 | 30 | 5,018 |
| 4.2 | Work | 2,670 | 30 | 3,471 |
| 4.3 | Work | 11,080 | 30 | 14,404 |
| 4.4 | Work | 10,800 | 30 | 14,040 |
| 4.5 | Work | 5,090 | 30 | 6,617 |
| 4.6 | Work | 3,010 | 30 | 3,913 |
| Grand Total ($) | 48,500 | 63,050 |
If damages occur, it will impact activities 3 and 4, bringing about the need to purchase extra material should be purchased in order to replace the damaged materials. Also, there would be need to hire morel labor so as to meet extra schedule requirements. The extra budget for this project would therefore be to a tune of US$14,193, which will make the grand total of project to be US$115,863.
Communication Plan
An effective communication plan is crucial for the project to achieve the highest possible efficiency (Griffin 2010, p.135). For the purpose of keeping in contact with clients, FM shall utilize its specifically designed Web-based project tracking system so as help the management team , project team as well as project client in accessing all relevant information related to the project to which they can offer feedbacks and comments. Nonetheless, telephone and email contacts respectively remain FM’s primary mode of communication. All stakeholders are supplied with a project stakeholder’s directory. The Communication Plan for this project is shown by Appendix E.
Appendix E – Project Stakeholder Directory
| Title | Name | Phone No. | |
| Project Manager | Martin Steinhardt | ms@fm.zz | +784 1544200 |
| Designing and Drafting Lead | Esther Jenison | ej@fm.zz | +784 1544201 |
| Cutting Lead | Erick Slater | es@fm.zz | +784 1544202 |
| Assembly Lead | Johnson Michel | jm@fm. zz | +784 1544203 |
| Supply Chain Manager | Caroline Broglie | cb@fm.zz | +784 1544204 |
| Project Sponsor | Zhoie Ivanovic | zi@fm.zz | +784 1544256 |
| Marketing Lead | Michael Johnson | mj@fm.zz | +784 1544267 |
| Technical Lead | Evaline Leither | el@fm.zz | +784 1544278 |
| Program Manager | Terry Clonhart | tc@pddg.zz | +784 2232424 |
| Journalist | Linda Lyster | ll@mh.zz | +784 5756545 |
Appendix
Appendix A
Gantt chart Schedule
Appendix B
Appendix C. Staffing
