roject manager, £75 per hour for managerial staff, £65 per hour for technical specialists, $55 per hour for senior development staff and £45 per hour for development staff. The total project duration, as per Appendix B, is from 10th January of year 1 to 21st April of Year 2, which is a total of 101 days or approximately 65 weeks. The project Manager has to be paid for the entire duration of the project, hence amount payable to project manager for working 37 hours per week for 65 weeks amounts to £2,28,475. Managerial staff are likely to be paid during the analysis and workshops section of every phase. As per Appendix B, this segment lasts for 102 days in Phase 1, 82 days in Phase 2 and 67 days during Phase 3. This amounts to a total of 251 days or approximately 35 weeks. The daily wages payable for 4 members of managerial staff for a 37 hour week works out to a maximum of £3,88,500.
The development segment for phase 1 is 102 days, phase 2 is 93 days, phase 3 is 55 days, bringing it to a total of 250 days or approximately 35 weeks. Senior development staff are likely to be used for this stage of the project. An estimation of maximum possible costs for six senior developmental staff working a 37 hour week works out to £4,27,350. The testing and training stage of the project would be where technicians are working, and this is 61 days during phase 1, 30 days during phase 2 and 14 days during phase 3, i.e., a total of 105 days or approximately 15 weeks or £1,44,300. The deployment and handover stages are likely to be carried out by the development staff and the duration of these stages are 18 days for phase 1 and six days each for phases 2 and 3 respectively; i.e., a total of 24 days or approximately 3 weeks. For 10 members being paid £45 per hour for a 37 hour working week, the total amount works out to £4,99,500.
Also to be factored in are the costs of hardware procurement and development, which have been estimated by Stuart Dickson as being about ...
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The essay discusses the factors that contributed to the success in the construction of this major building project. The Scottish Parliament Building in Edinburg was designed as a parliamentary complex meant to house 129 members of parliament and close to 1000 civil servants and staff. This building was a very serious project because it aimed at creating a poetic union between Scottish landscape, its culture and its people.
This paper explores project management discipline in the context of the construction project, Scottish Parliament Building located at Edinburgh. The building was designed in 1998 by Enrich Miralles, one of world’s renowned architects, the project was estimated to cost $75 million but it was completed in 2004, after six years six years at a cost of about $830 million.
This requires the hiring of competent project managers who will conduct a good and successful project management. By definition, project management refers to the discipline of securing, planning, organizing and managing available resources with an aim of achieving a successful completion of a project and the attainment of its goals and objectives (Bjarne 2007).
The importance of logistics increases greatly when the main purpose of the project is to deliver food and basic aid to individuals suffering from malnutrition and poor living conditions (Thomas, 2003). Logistics basically encompasses a number of processes and methods to ensure a smooth flow of materials and resources from a place where they are manufactured or produced to the area or place where they are needed.
ct development from start to finish.1 Project management techniques are applicable to all types of projects and these techniques or methods not only make it easy for the project managers to control all phases of project management effectively but also these methods are widely
The techniques are composed of established strategies or doctrines that can be tailored and applied to a specific situation. In project management, these strategies could be a list of tasks to be consummated, a definite approach, outlines, methods, and even
t scope, budgeting cost of the project, scheduling deadline, maintaining quality throughout the project deliverables (Kerzner, 2013; Cooke-Davies and Arzymanow, 2003). Organizations use ‘The Portfolio, Programme, and Project Management Maturity Model (P3M3)’ to assess
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