Week 3 - Signature Assignment: Project Implementation Plan: Part 1

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Project Implementation Plan

Felecia L. Alexander

CPMGT/305

October 5, 2020

Gary Denney

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Project Implementation Plan Introduction

This Project Implementation Plan is to provide a framework for implementing a human

resources plan, quality management plan, and procurement plan in regards to the “Building a

House” project. The main objective of this Project Implementation Plan is to assess and identify

the roles and responsibilities of human resources, quality management, and the procurement

divisions for the “Building a House” project. These specific plans are essential to performance

execution for achieving project development successfully.

Human Resources Plan

The human resource plan creates a defined and detailed operational procedure for the

human resources project management system. It also involves the staffing, managing,

controlling and releasing of the appropriate human resources. The human resources plan will

gauge the roles and responsibilities in role positions, authority, each team members’

responsibility, and required skillsets to effectively perform their job duties proficiently. The

essential aspect of this plan is to ensure the successful fulfillment of “Building a House” project

deliverables. It will also include a project organization chart displaying project team members

and who are their reporting supervisors to include a staffing management plan, which will

address human resources requirement goals.

Role and Responsibility

There are various responsibilities the human resources project management need to

adhere to in an effort to guarantee the success of a project. The responsibilities of the human

resources project management are critical because its purpose is to identify the resources

essential for the project. Another responsibility is to produce project job description

requirements for project team members and stakeholders to ensure team members are trained and

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proficient in their skillsets. Also, the human resources project management must develop a

project team directory as well as ensuring roles and responsibilities are clearly allocated for

project developments. Additionally, the human resources project management is responsible for

reaching an agreement with project team members’ supervisors for ideal resource availability for

team members to perform work activities and subtasks. They must also assure team members’

needs are met and create a recognition and incentive system to let team members know their hard

work is appreciated, valued, and an are asset to the project team. The work performance of team

members should also be entered into their primary company’s employment records system.

Lastly, letters of appreciation entailing accolades of each team members’ work performance and

additional work efforts should be provided to team members and their employer.

Operation Finally Home:

This federally funded organization is responsible for funding our “Building a House”

project and donating it as charity to a disabled veteran and his or her family. They are also

responsible for providing additional, necessary skillset, and qualified personnel.

Project Manager (PM):

The assigned project manager must possess the required skillsets fitting to the customer’s

needs to successfully accomplish the project’s objective(s), scope and goal. The project

manager’s responsibility is to assure the success or failure of the “Building a House” project.

The PM is responsible for overseeing construction of the project development. Also, he or she is

responsible for assembling the required number of personnel in order to successfully complete

the “Building a House” project. Furthermore, the identified and assigned personnel must have

the vital skillsets as well as possess proficiency within their assigned job duties. The PM must

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also maintain the project scheduling and allocated project budget in an effort to attain the

customer’s approval and achieve project success.

Assistant Project Manager (APM):

The assistant project manager is responsible for the administrative and management of

work tasks to assist the project manager with the “Building a House” project. Part of their job

duties are assisting the project manager and providing clerical support to project managers.

Lastly, the APM along with receiving feedback from the PM will be responsible for assuring

performance appraisals are provided to team members and their employer once the project is

completed.

Architect:

The architect will be licensed and registered in the State of Texas since that is the location

for the home to be constructed. Also, the architect is responsible for the design of a custom

home to accommodate the disabled veteran’s needs. After the design of the home is complete,

they usually stay involved as project managers throughout the building of the home “to ensure

the house is built according to specifications” ("Homes to Love", 2016).

Procurement Managers (PM):

The procurement manager is responsible for acquiring the required material, tools, and

equipment to successfully complete the “Building a House” project.

Engineer:

According to "Homes to Love"(2016), “a structural engineer responsibility is usually

required to ensure the house will be both stable and strong” (Architect). Also, the architect must

develop blueprints to submit a request to obtain a building permit with the local state.

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Surveyor:

A land surveyor is responsible for determinizing the property lines and configuration of

the site.

Excavator:

The excavator is responsible for clearing the land to include grading and backfilling.

Plumber:

The plumber is responsible for laying the plumbing infrastructure. The plumber will also

be responsible for the install of plumbing fixtures such as bathtubs, sinks, and toilets, and

appliances, including dishwashers and washing machines.

Electrician:

The electrician is responsible for deciding the correct approach to run the wiring needed.

This includes installing conduits to hold wiring when needed, run the wires, and connecting

them.

Roofer:

The roofer is responsible for installing the roofs on the house and garage. His or her job

also involves installation of waterproofing and coated roofing systems to include the shingles.

Concreter:

The concreter is responsible for building structures from concrete materials. He or she is

also responsible for sketching and building forms, pouring concrete, and spreading and

smoothing concrete with numerous appropriate tools.

Mason:

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The mason is responsible for assisting in building layout, sheathing, and roofing

structures. The mason will also correct any safety hazards and report them to the PM as well as

communicate all safety violations.

Carpenter:

The carpenter is responsible reading the blueprints or detailed instruction and completing

the layout for the “Building a House” project. He or she is also responsible for the house framing

and the measurements and installing the hardwood flooring and tiling the home.

Painter:

The painter is responsible for preparing the house by preparing the walls, scaffolding, and

painting prior to fixture installations.

Landscaper:

The landscaper is responsible for planting grass, shrubberies, trees, and flowers. The

painter will also install hardscape features like lighting and walkways.

Inspector:

The inspector is responsible for assuring the house is built conforming to the permitted

plans, engineering requirements, and Texas State standards.

Authority

The primary authority is the project’s sponsor, Operation Finally Home. This is a

federally funded organization for disabled veterans. They either raise money to build homes or

donate for charity homes to veterans and their families. Our “Building a House” project is a

mortgage free home donated for a severely disabled veteran and his or her family.

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Project Organizational Chart

This organizational chart is beginning with the main authority down to the person with

little or no authority. The organizational chart below begins with the sponsor organization,

Operation Finally Home. Attention to detail is crucial when creating an organizational chart.

The reason is the smallest mistake will cause misunderstandings or misinterpretations of

authority. This will cause effects of confusion in meetings and in situations where support and

guidance are necessary.

Staffing Management Plan

The staffing management plan is a part of the human resource plan. It describes how

human resource requirements will be met for the “Building a House” project. The plan can be

formal or informal, detailed or general, depending on the project needs. The staffing

management plan is frequently modified throughout project development. The human resources

staffing management plan primary emphasis are the work positions required to ensure the

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success of the “Building a House” project. The human resources staffing management plan must

include a plan for staff acquisition, resource calendars, and staff release plan. It should also

entail staff training requirements, a rewards and recognition program, and compliance as well as

safety.

The “Building a House project will last approximately seven to nine months. All

resources will be acquired prior to the project execution. A resource histogram project schedule

is provided to illustrate the breakdown of how long resources allocated are required.

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Quality Management Plan

The quality management plan purpose defines all procedures in the project management

to confirm specific quality measures of the project are in line with the needs of the disabled

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veteran and the overall project objective, scope, and goals. It also supports the sponsor’s view in

the direction of quality and quality practices. This management will supervise the approach of

quality, substance, and responsibilities to accomplish the “Building a House” project with the

initial structure requirements throughout the project development closing. The quality

management plan offers direction in regards to how quality will be guaranteed on the “Building a

House” project throughout strategy, assessments, record documentation, and other regulations. It

will also provide the sponsor, Operation Finally Home, stakeholders, the project manager and his

or her team as well as the disabled veteran and his or her family a well-defined insight of how

quality will be upheld and adhered to along with all the documentation they can anticipate to

receive regarding quality throughout the lifespan of the “Building a House” project development.

The Operation Finally Home organization's quality policies are implemented in the

aforementioned manner. In addition, the project management team will adhere to the quality

requirements set for the “Building a House” project.

Quality Assurance

The quality assurance of the “Building a House” project will concentrate on the methods

used in the manufacturing of the materials and equipment. To ensure quality assurance is

performed, the PM and quality team will perform daily assessments. Performance metrics for

the manufacturing of the “Building a House” project include yield, customer rejects, or returns

on procurement requisitions for authorizations, returns, and the quality received from the

suppliers. The table below provides the key quality assurance diagram for the “Building a

House” project.

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Process Action Acceptable Process Standards

Process Phase

Assessment Frequency

Yield Manufactured correctly and to specifications first time with no returns.

Build Daily

Customer rejects/return supplies, materials, or equipment authorizations/returns

Measures customer reject of final project. Return request of supplies, materials, and equipment Poor, cheaply made, or out of stock for specific materials, supplies, or equipment

Acceptance Daily

Supplier’s quality Excellent quality of supplies, materials, equipment used for manufacturing

Develop Daily

Quality Control

The quality control of the “Building a House” project will assess and measure the project

development and work performance of the project team members. Performance standards will

meet or exceed the Operation Finally Home standards of performance for the “Building a House”

project. It is vital that the success of the “Building a House” project adheres to and meets the

quality standards. The project team will achieve the goals of the Operation Finally Home

organization. The quality control diagram below will certify the agreeable standards and

performance of the “Building a House” project.

Product Physical/Performance Standards

Quality Assessment Activities

Assessment Frequency

“Building a House” project team

Project team is able to exceed the demands of the customer, the disabled veteran and his or her family.

Project team gains the acceptance from the sponsor and successfully delivers all project deliverables.

All plumbing, electricity, roofing, doorways, appliances, HVAC system are scheduled to be checked before and after final walk

Assessment to be completed after build.

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through. Procurement Management Plan

The procurement management plan will determine the criteria for procuring external

resources for the “Building a House” project. This plan is designed after the Procurement

Management Plan as stipulated in, A Guide to the Project Management Body of Knowledge. The

procurement management plan also specifies the types of external resources to acquire, the

options and managing process for external resources and methods used to assess the supply

vendors.

Type of Contract Utilized

All required supplies, materials, and equipment used in for the “Building a House”

project will be procured from government affiliated supply vendors. The Time-and-Materials

and Labor-Hour Contracts are the approved contracting documents. The project team in

conjunction with the procurement division will secure all external resources before the “Building

a House” project begins.

Procurement Risks

The procurement of resources has the potential risk in delaying the completion of the

“Building a House” project. Potential risks will be supervised and monitored by the project

manager. The project risk management plan will provide measure to minimize procurement

risks. The risks may involve supply vendor delivery, delays, inaccurate purchasing of supplies,

material, or equipment, and loss of supplies, material, and equipment purchases.

Procurement Risk Management

The project risk management plan will mandate every procurement risks. The project

manager will be accountable for managing procurement matters via correspondence and

telephonic with the procuring division.

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Procurement Contracts

There are several project restrictions, which consist of the schedule, cost, scope, and

resources. The restrictions will be between the supply vendors and project manager to establish

the supply vendors’ capability to function within the restrictions identified below:

Schedule:

The project schedule is not flexible and must be completed on time.

Cost:

The project cost is fixed and may be altered only with endorsement from stakeholders

and the project sponsor, Operation Finally Home.

Scope:

All procurement requisitions from external resources must adhere to the project scope.

Resources:

All procurement actions must be completed and supervised by the “Building a House”

project team and Operation Finally Home organization.

Supplies, Material, and Equipment:

The require project resources specifications have been identified and approved. This

information will be documented in the statement of work.

Contract Approval Process

The contract approval process is driven by the previous relationship built with the

Operation Finally Home organization. The project manager will confirm all official contracts are

from government vendors and that materials and equipment meet the mandated specifications.

All approved contracts will originate from the project sponsor, Operation Finally Home.

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Decision Criteria

Selecting approved supply vendors will be determined by the supply vendors’ ability to

provide resources in a timely, low cost, and of a high quality. The criteria will be measured by

the project manager and the procuring division. The table provided below provides the method

for measuring vendor performance rated on a scale of 1-4:

Vendor Qualit

y

Costs Time

Vendor

A Vendor

B 1 – Fail

2 – Below Average

3 – Average

4- Excellent

Sponsor Acceptance:

The Approval is required from project sponsor, Operation Finally Home:

Date:

Project Sponsor

Project Sponsor Title

Conclusion:

In conclusion, this Project Implementation Plan has provided a framework for

implementing a human resources plan, quality management plan, and procurement plan in

regards to the “Building a House” project. The main objective of this Project Implementation

Plan have been assessed and identified the roles and responsibilities of human resources, quality

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management, and the procurement divisions for the “Building a House” project. These specific

plans are essential to performance execution for achieving project development successfully.

References

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Homes to Love (2016). https://www.homestolove.com.au/who-is-involved-in-building-a-house-

3078

Project Management Institute. (2008). A guide to the project management body of knowledge

(PMBOK® Guide) (4th ed.). Sylva, NC Author