EIC Building Management Project Portfolio - Business Plan Example

UCLan’s proposed EIC Building and managing a project. Name Date Portfolio summary This portfolio contains two sections. The first section discusses the method of project management method that was used in the Engineering Innovation Centre Building planned for construction on the Foster Car Park to ensure the project is a success. PRINCE2 was selected as the more suitable for this project. The second part provide an analysis of construction of waste water collection tank project. The successes, failures and lessons learned were discussed. FMEA tool was used for project management in this construction project. Table of Contents Portfolio summary 1 Benefits of using PRINCE2 5 Part 2: City of Edinburgh council Tram Network 2003-2014 6 Conclusion 11 Part 1 – UCLan’s proposed EIC Building Construction of Foster Car Park, like other projects is site-specific and its execution involves several stakeholders that include the university management, the principal contractor and subcontractors, the project manager, project team members, financial and technical service providers, equipment and material suppliers, external and internal consultants and the end users. Since the construction project is less predictable as there are more complexities, it results in inefficiencies at different stages of project execution. Thus the construction project requires more effective project management techniques that incorporates proper planning and good communication. PRINCE2 is suitable for this project as it focus on project design such as project management, suppliers, users and customers. PRINCE 2 which is a short from of PRojects IN Controlled Environments is a management methodology that include the timescales, costs, scope, quality, benefits and risk involved in the project. It combines the practices involved in PMBOK that include focus on business justification, consistent approach, involvement by the stakeholder from the beginning to the end of the project, project control through review, and continuous improvement of the project. Various teams are required to report to the project manager who also report to the customers, suppliers and the users before the problems, changes, and risks occur to enable effective decision making (Roudias, 2015). PRINCE 2 provides a platform for the corporation of those who are engaged in project delivery. It encourage effective communication, by creating a platform for exchange of the information and communication during all the stages of project implementation. It focus on business justification of the project by ensuring that the project that is not profitable and infeasible is not implemented. In addition, it justify the project throughout all level of the implementation so that if the project condition change at one point, the project can modified or stopped accordingly (Basu, 2012). PRINCE2 also provides a complete, tested and tried model of project management. When it is integrated with well-organized management structure it will ensure that there will be consistent control of all aspects of the project. It deals with proper planning of tasks, monitoring and control of production at all levels and ultimately drives towards the successful project delivery and achievement of the objectives (Roudias, 2015). PRINCE 2 is a structured technique that specifies what the project manager does for successful execution of a project by providing a road map by specifying how the project manager should do to organize, control and manage the project. PRINCE 2 has eight process groups which interacts as shown below. INCLUDEPICTURE "http://blog.leonardo.com.au/hs-fs/hubfs/Images/LC_Blog/LC_Graphics/15_BLOG_PMBOK_2.jpg?t=1490854614997&width=525&height=297&name=15_BLOG_PMBOK_2.jpg" \* MERGEFORMATINET After starting the project and submitting the request by a person initiating the project, the project boards reviews it and based on the business justification. The project board then initiate the project basing on the cost, scope, time quality, benefits and risks. The project manager controls the project by breaking down into smaller working ‘packages’ and oversees them at each stage. Team manager coordinate the activities for each day. The project manager also checks the progress and make sure that the quality is meet before moving to the next stage. The project board and the project manager checks the project at every stage to ensure that the initial plan is followed are the requirements meet. After the project is complete the manager wraps up the project including the documentation and the report (Basu, 2012; Roudias, 2015). Benefits of using PRINCE2 1. Prince2 require every project to have clear objective, realizable benefits, specified customer, and full cost assessment. The business justification is monitored through controlled initiation and realization and closing of the project. This involve planning of the project, monitoring the progress, successful delivery of the product and closure. 2. The teams learn from every level of the project development. The teams can search and record lessons learned at every stage in the process and used them to improve the future work. 3. Everyone knows there roles and responsibilities as they are clearly defined. 4. The project team members can be replaced or interchanged whenever needed without putting the project into jeopardy. The technique can also bring the senior management of the organization to decide the best way the project should move if there is a need. 5. A rigorous system is used to ensure that the quality of the project product is controlled. 6. Prince2 provide a systematic methodology used to monitor risk in a project, including management of deviations from the initial plan. 7. There is a common language used by senior management and project manager as well as other project stakeholders which enhance communication and understanding within an organization. Part 2: City of Edinburgh council Tram Network 2003-2014 Edinburgh council tram network project started in 2003 with the aim of reducing the traffic congestion, helping the city to handle increased demand for public transport and reduce carbon emission. Three lines connecting the airport to the city centre were to be constructed. In the course of project implementation, there were a lot of political disputes and influences that hindered the project. The project had to stop at many occasions. The tram eventually started being operational in 2014 at a cost that is estimated to be one billion dollars including taxes. FMEA could have been used in this project for management purposes with the aim of identifying the potential risk areas in the construction. The main areas of focus are sections where failures are expected to occur in high frequencies. This can be selected by observing the real situation, analyzing the documentation, and conducting interviews with the people who were involved in the design and the construction of the project (Podpečan, 2013). The potential failure modes are identified through brainstorming and their potential effects on the project. The severity, occurrence, detection and the potential causes of failures are identified. The table below shows the FMEA results obtained. Table for FMEA Potential failure Potential effects Potential causes Strategy Complicated design Increase in the cost Budget exceeded Track the cost The development process takes longer The time schedule exceeded Track the cost schedule Important persons leave the project Delay in project Project completion delay Find alternative members New technology and tools introduced Suppliers and subcontractors not meeting the schedule Delay in schedule Proper analysis of the external and internal environment Incompetence of the team Process takes longer Delay schedule Measure the competence before the start of the project The management team fail to follow the pest practices The project objectives not meet project objectives not meet Set the procedure and rules at the beginning of the project. Errors made in design The cost increase as the project have to be redesigned Cost increase Involving the experts at the project concept Success Edinburgh tram provides a fast, efficient and safe service to the passengers between the airport and the city centre. This is what was envisioned by the planners at the beginning of the project. Edinburgh trams has brought economic benefits to the city through investment and job increase due to the improved transport and increased transport network provided to the people within and outside Scotland. The trams offer sustainable and efficient transport system, powered by electricity and thus have no carbon emissions. The regenerative brakes used ensures that the energy that could have been wasted will be used. The tram encourage people to shift from using the car to using tram, which help in reducing future traffic congestion caused by increase in population and increase in the number of visitors. Therefore, the air quality is expected to improve across the city because of the presence of the tram. Failures The trams cost were more than twice the initial cost. In September 2003, the Scottish government allocated £375 million for the development of the project and Edinburgh council added £45 million. Unfortunately, at the end of the project in 2014, the total cost was £776 million. Since the council had to take loan to cover the cost, final price related to the Edinburgh tram project may reach one billion ponds. The project was delayed for over five years. The project was behind the schedule by five years, and opening to the public at the end of March 2014. The streets such as Princes Street were dug for nearly seven years, which disrupted business as the premises were not easily accessible. There were a lot of disagreements between the contractors, Transport Initiatives Edinburgh and the council developers. The tram network was reduced by half. The initial plans, the tram network consist of three lines running all the way to the waterfront at Leith. At the end of the project, there was only one line that connects the city centre to the airport. The fleet is two times the size required. The trams acquired was meant for two lines when they were order. The extra line was scraped later. Public officials and the politicians consistently refuse to disclose the administration and finances for Edinburgh Trams project. The absence of accountability and transparent process enraged the public and brought a lot of anxiety. The project encountered a lot of challenges that included disputes, technical problems, delays, incompetent middle men, divisions and confusion at the council, angry members of the public, unforeseen extra work and hostile government. There was also poor scope management since the stakeholders tried continuously to add to the project scope all through the project lifecycle. The project manager did not plan to deal with scope creep in the project and add some requirements. The project sponsor stopped the project and there was a delay in in the project for three weeks. Lessons learnt In the past, management and strategic planners have developed tools used to help regional and local authorities when they are making decisions. Nevertheless, most of the techniques do not handle long term project and views from multiple stakeholder such as in the current case. Lack of the commitment, skills/training, involvement by the management team, and poor understanding of the project management technique and the factors which influenced the success of the project implementation. According to McDemott et al. (2009) leaders who are trained in project management method like FMEA can easily guide the team through the project implementation process. Process leaders such as designers are plays a crucial role of bringing insight to the team performance. Goal clarity and team leadership behaviour are important for excellent team perform (McDemott et al., 2009). It should be ensured that the original contractors understand the party that will take the responsibility for unforeseen risks. Lengthy disputes should be avoided especially with the contractors as this will delay the project. Disagreements should be handled as the work continues because delays will increase the cost of the project. There should be patients in big public projects because such projects are difficult, expensive and takes a long time. The politicians should be responsible democrats and avoid being dragged into every frustration in the public. Strategic plan and foresight are critical in planning for a major project like Edinburgh tram due to expected political and social crisis. The main challenges should be identified to encourage foresight action. On the other hand, before embarking on the implementation, it is critical to measure the challenges against the regional and local actors and the decisions making powers. This will make easier to make up the foresight output that require action at local or territorial level (Zugasti et al., 2013). It is important for the key project team members to be trained on the use of project management technique for effective implementation. Training may be required to provide some experience with knowledge of solving similar issues before the project begins. The success of using a quality management tool is dependent on the knowledge in quality management by the individuals who are involved in the implementation of the project. This can be achieved by taking the members through a training program that focus on quality management (Podpečan, 2013). Supervision is important in project management as it ensures that the construction project is carried out according to the design specifications. In addition, the person involved in supervision must have adequate knowledge of the design and the management method. Constant communication and provision of feedbacks of the construction issues to the management office is crucial and necessary for modification of design in accordance to the site conditions (McDermott et al., 2009). There should be a systematic way for checking and reviewing design process in order to eliminate the potential problems in the implementation. For project that focus on the performance and the end product, there should be quality control management by the project manager to ensure that the project is in accordance to the specified requirements. Conclusion In short, the potential benefits of application of project management in an organization can be achieved by ensuring that the top management members are committed in the duties, establish training programs for the members involved in the project, establish experienced and skilled members in the team. Communication tool that enables collaboration among team members and thus enhances multidisciplinary and cross-functional team work. For future contract, the project manager must be fully engaged in the contract processes. The contract personnel and the project manager must be involved in this process. The project manager must also plan and provide recognition or awards for every project. Finally, it is necessary for the project manager to have approval process for suggested scope alteration and make proper communication to all the stakeholders. References Basu, R. (2012). Managing quality in projects. Burlington, Vt: Gower. Carbone, T. & Tippett, D. (2004). Project Risk Management Using the Project Risk FMEA. Engineering Management Journal. v16, No.4 McDermott, R.E., Beauregard, M.R., and Mikulak, R.J. (2009). The Basics of FMEA, 2nd Edition, Tylor & Francis Group, New York, NY. Murphy, M., Perera, S. and Heaney, G., (2011). A methodology for evaluating construction innovation constraints through project stakeholder competencies and FMEA, Construction Innovation, Vol. 11 No. 4, pp. 416–440 Podpečan, M., Maletič, M., Maletič, D., & Gomišček, B. (2013). Achieving an effective FMEA: Lessons learned from a case study of the construction project. Proceedings, 1421-1434. Roudias, J. (2015). Mastering principles and practices in PMBOK, ̀ PRINCE2,̀ and Scrum: Using essential project management methods to deliver effective and efficient projects. Upper Saddle River, New Jersey: Pearson Education. Santos, F. R. S. D. (2008). FMEA AND PMBOK Applied to Project Risk Management. JISTEM Journal of Information Systems and Technology Management. 5, 347-364. Zugasti, I., Hernáez, O., Destatte, P., Van, C. M., Arlé, R. C., Committee of the Regions., Prospektiker SA., Futuribles SARL. (2013). An initial assessment of territorial forward planning. Brussels: CoR. Read More

PRINCE 2 is a structured technique that specifies what the project manager does for successful execution of a project by providing a road map by specifying how the project manager should do to organize, control and manage the project. PRINCE 2 has eight process groups which interacts as shown below. INCLUDEPICTURE "http://blog.leonardo.com.au/hs-fs/hubfs/Images/LC_Blog/LC_Graphics/15_BLOG_PMBOK_2.jpg?t=1490854614997&width=525&height=297&name=15_BLOG_PMBOK_2.jpg" \* MERGEFORMATINET After starting the project and submitting the request by a person initiating the project, the project boards reviews it and based on the business justification.

The project board then initiate the project basing on the cost, scope, time quality, benefits and risks. The project manager controls the project by breaking down into smaller working ‘packages’ and oversees them at each stage. Team manager coordinate the activities for each day. The project manager also checks the progress and make sure that the quality is meet before moving to the next stage. The project board and the project manager checks the project at every stage to ensure that the initial plan is followed are the requirements meet.

After the project is complete the manager wraps up the project including the documentation and the report (Basu, 2012; Roudias, 2015). Benefits of using PRINCE2 1. Prince2 require every project to have clear objective, realizable benefits, specified customer, and full cost assessment. The business justification is monitored through controlled initiation and realization and closing of the project. This involve planning of the project, monitoring the progress, successful delivery of the product and closure. 2. The teams learn from every level of the project development.

The teams can search and record lessons learned at every stage in the process and used them to improve the future work. 3. Everyone knows there roles and responsibilities as they are clearly defined. 4. The project team members can be replaced or interchanged whenever needed without putting the project into jeopardy. The technique can also bring the senior management of the organization to decide the best way the project should move if there is a need. 5. A rigorous system is used to ensure that the quality of the project product is controlled. 6. Prince2 provide a systematic methodology used to monitor risk in a project, including management of deviations from the initial plan. 7. There is a common language used by senior management and project manager as well as other project stakeholders which enhance communication and understanding within an organization.

Part 2: City of Edinburgh council Tram Network 2003-2014 Edinburgh council tram network project started in 2003 with the aim of reducing the traffic congestion, helping the city to handle increased demand for public transport and reduce carbon emission. Three lines connecting the airport to the city centre were to be constructed. In the course of project implementation, there were a lot of political disputes and influences that hindered the project. The project had to stop at many occasions.

The tram eventually started being operational in 2014 at a cost that is estimated to be one billion dollars including taxes. FMEA could have been used in this project for management purposes with the aim of identifying the potential risk areas in the construction. The main areas of focus are sections where failures are expected to occur in high frequencies. This can be selected by observing the real situation, analyzing the documentation, and conducting interviews with the people who were involved in the design and the construction of the project (Podpečan, 2013).

The potential failure modes are identified through brainstorming and their potential effects on the project. The severity, occurrence, detection and the potential causes of failures are identified. The table below shows the FMEA results obtained. Table for FMEA Potential failure Potential effects Potential causes Strategy Complicated design Increase in the cost Budget exceeded Track the cost The development process takes longer The time schedule exceeded Track the cost schedule Important persons leave the project Delay in project Project completion delay Find alternative members New technology and tools introduced Suppliers and subcontractors not meeting the schedule Delay in schedule Proper analysis of the external and internal environment Incompetence of the team Process takes longer Delay schedule Measure the competence before the start of the project The management team fail to follow the pest practices The project objectives not meet project objectives not meet Set the procedure and rules at the beginning of the project.

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