PM Project
gd1222
teamb_week3_final.pptxTeam B
Gene Duplantier, Joshua Leyba, Brittany Trombero, and Maria Leonor Tungohan
PM/571
06/26/2017
Professor Roger Sevison
Real-Life Project Management Plan Phase Two – Planning Phase Presentation
Hello, Today my team and I will be giving a presentation on our project management plan phase two- Planning Phase Presentation. Please hold all questions until the end. Thank you.
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Task
Duration
Start
Finish
Resource
Project Schedule
Project Budget
References
Agenda
Team B decided to go with building a single story house in 6 months and the budget cannot exceed $300,000. We will be going over the following bullets points in our presentation. We will be building a house from start to finish for one of our clients.
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TASK
Build Home
6-month Window
Budget $300,000
DURATION
Start Date: June 8, 2017
End Date: December 30, 2017
Initiation: June 5 – June 16
Planning: June 16 – August 31
Implementation/Execution: August 31 – December 22
Close out: December 29
Task and Duration
The tasks can be broken down into assignments which should also have a defined start and end date or a deadline for completion. Once the project plan is in place, the team rolls out the project. The project leader should communicate roles and responsibilities to each team member and clarify timelines and individual deadlines. The project manager monitors the project timeline, project plan and team member performance. They may set up project review meetings and require periodic project performance reports (Larson, 2014).
DELIVERABLES
A 1,500-square-foot, 2-bath, 3-bedroom, Single -story home.
A finished 2 car garage, insulated and sheet rocked.
Kitchen appliances to include gas range, oven, basic refrigerator, microwave, and dishwasher- white.
High-efficiency electric furnace with programmable thermostat.
MILESTONES
Permits approved--June 5
Initiation--June 5 – June 16
Planning-- 16 – August 31
Implementation/Execution--August 31 – December 22
Foundation poured--July 6
Drywall in. Framing, sheathing, plumbing, electrical, and mechanical inspections passed--September 25
Close out--December 29
TECHNICAL REQUIREMENTS
Home must meet local building codes.
All windows and doors must pass NFRC class 40 energy ratings.
Exterior wall insulation must meet an "R" factor of 21.
Ceiling insulation must meet an "R" factor of 38.
Floor insulation must meet an "R" factor of 25.
Garage will accommodate two large-size cars and one 20-foot Winnebago.
Structure must pass seismic stability codes.
LIMITS AND EXCLUSIONS
The home will be built to the specifications and design of the original blueprints provided by the customer. Accommodate all the customers’ needs and wants.
Owner is responsible for landscaping. Contractor has referred the owners to a landscaper.
Owners have expressed wanting a pool. Contractor will refer to pool specialist.
Central air will be included at the owner’s expense.
Contractor reserves the right to contract out services.
Contractor is responsible for subcontracted work.
Site work limited to Monday through Saturday, 7:00 A.M. to 6:00 P.M.
House Schedule
Grading and site preparation
Foundation construction
Framing
Installation of windows and doors
Rough HVAC
Underlayment
Trim
Finish electrical
Bathroom and kitchen counters and cabinets
Finish plumbing
Carpet and flooring
Finish HVAC
Hookup to water main, or well drilling
Hookup to sewer or installation of a septic system
Finish Grading and Landscaping
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The project start date has been defined by the client: JUNE 5, 2017
Defining a start date is critical to any project
Supports timelines; other tasks can be aligned
Improves resource management
Validates if schedule compression is required
For crashing and/or fast tracking
Helps identifying critical path and forward/backward pass
An undefined start date can create several consequences in:
Project team accountability
Process improvement
Financial/accounting
Comparison with other companies
Project Start
In addition to being able to establish a timeline for completion for the purpose of incentives, establishing a start date helps in the following areas: accountability, improvement, finance, and comparison with other companies.
It is impossible to hold members of a team accountable if they are not given enough control in the begin along with a parameter, even if it is just the start time. It gives the project manager a date to begin planning from to understand when a project can be completed and if it will be on time.
Being able to improve from project to project is paramount in business. If a team is able to complete tasks noticeably faster than another, best practices can be shared to ensure efficiency across the board. It is with this process that we learn that not only establishment of a start date but recording it is very important for an organization. Having the timeline standardized across the organization must be a focal point to ensure data can be compared.
Understanding when resources are required for a project helps a company plan properly for the financing of multiple projects. If a project is going to be delayed, the company may not need to acquire a loan for the project because revenue could be inbound from a completed project or from other assets within the organization. Knowing how to handle a project financially can also determine if a company wants to take on that task at the time or change the start date to benefit the performance of the organization.
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Project Schedule
Scheduling Method
Template
allows for structure from the builder
Provides capability of adding and adjusting based on the client needs
Mindful of both the builder and the client’s time
Josh: For the project schedule, utilizing the template method would benefit both the client and the company for time and resources. In the case of the builder, they would allow for use of an existing template that allows for flexibility of the clients wants and needs while still being familiar with the general structure of the home. With this same familiarity, if the client is wanting to make any changes to the home so that is becomes more personal to their tastes, the builders will be able to work within the existing framework to honor the requests of the client while being able to communicate if those requests would be possible while still meeting both the budget and resource limits of the build.
In this same vain, the template method is also referred to as the parametric method, basing existing projects based off of previous experience from past projects. In the case of the home, this method of scheduling time will help the project based on the square footage of the home as well as with the estimated costs of what the project will be so that if there are going to be any adjustments that need to be made from either the client or unforeseen circumstances, it will be able to adapt to them and make the necessary steps from there due to the degree the differentiation that will take place from the curve.
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Project Budget
Custom built home
Bottom up approach for the budget estimates
Allows for custom products
Provides the ability for adjusting to the client
Leverages the expertise of the employees
Josh: For the project budget, the method used for the budget is the bottom up approach. Due to the ability of customization of the project, the home and the project will benefit from the experience of individuals that will be able to contribute to what the client is looking for. This will also allow for the expertise of the workers to shine through when the client is asking for changes during the process, acting as a means to mitigate possible risk while balancing the client needs for their future home.
Further analysis of the bottom up approach for the project will show that those who participate in this method will have less difficulty in adapting to the plan for the project for the client. This is due to the openness that exist amongst the teammates based on previous experience and the understanding to work towards the same goal. The challenges that could exist during this process will come from the associates themselves, leveraging peers that are already familiar with each other and will limit any type of external inclusion to the project that will not be accomodating to their existing plans. In comparison to the top down approach, there will be less difficulty in implementing change to the project because of the existing skillsets that are going to be included in the project, as long as they are part of the same team.
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Project Resource
| Task Name | Responsible | Start | End | Days | Status |
| Build Home | Facilities Team | 6/8 | 12/30 | 205 | Complete |
| 6-Month Window | Facilities Team | 6/8 | 12/30 | 205 | Complete |
| Initiation | Executive Team | 6/5 | 6/16 | 11 | In progress |
| Planning | Executive Team | 6/16 | 8/31 | 76 | Not started |
| Implementation | Executive Team/Facilities Team | 8/31 | 12/22 | -113 | Not started |
| Close Out | Executive Team | 6/8 | 12/20 | 195 | In progress |
Project Resource
Task of Building a Home with a 6-Month Window
This Project begins on June 5, 2017 and ends on December 30, 2017. Initiation Phase period starts on June 5 – June 16 managed by Facilities Team, Contractors and Vendors. The Planning Phase Planning starts on June 16 – August 3 that is managed by the Executive team. Implementation and Execution Phase runs from August 31 – December 22 by the Executive team. Close out date is December 29.
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Anticipating a 6-month duration the finish date is December 29, 2017
The project plan allows optimization of the finish date
To meet the deadlines for the house buildout:
Calendar was modified to include holidays
A standard schedule was used (day shift)
Durations were adjusted
Additional resources may be required to complete project
For these adjustments to take place:
The PM must review scope with client and contractors
Costs must be reviewed to complete within budget
Project Finish
One of the first steps in managing projects is discovering how the end date of the project changes as tasks and resource requirements change. This is where the critical path becomes crucial. It must be analyzed throughout the project. The critical path must be viewed regularly, closely monitored, establish what the critical path is, monitor tasks not within the critical path.
Understanding that critical path can change from one series to another is important. The completion and delay of a series of tasks changes the entire dynamic of the project.
The project manager must ensure that the critical tasks are being completed on time. These tasks can slip at any time and if they are not caught early, it can change the project finish date tremendously. Keeping tasks on track or understanding slippage can help a project manager keep the client informed and understanding of the change.
Some tasks, not deemed critical in the beginning, can become critical as the project progresses. If a task begins to slip and causes a significant change in the finish date, that task begins to become critical and must be dealt with accordingly.
As important as it is to understand the critical path, it is just as important to monitor the tasks that can slip a day or two because if they move past that amount of slippage, they can affect the project as well. And by definition, these tasks will become critical tasks as well. The project manager must understand how to manage these tasks to ensure a task is completed efficiently.
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Thank You!
Does anyone have any questions for us?
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References
Larson, E. W. & Gray, C. F. (2014). Project management: The managerial process (6th ed.). New
York, NY: McGraw-Hill
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