Project Management Plan For Construction Of Indoor Sports Complex

Project Scope

There are various activities that are carried out in a project during its timeline. It is necessary to manage all of these project activities as per the defined project guidelines and management principles. Project Management is a discipline that provides the management and project resources with the guidelines to effectively handle all the project areas. There are several knowledge areas that come under the domain of project management, such as schedule management, cost management, resource management, quality management, communication management, and many more. The project that has been selected for this case is construction of an indoor sports complex. The project management methodology that will be used to manage the project activities will be Project Management Body of Knowledge (PMBoK). The report is a project management plan that describes the project areas of the selected project and the details of the project management activities in each of these areas. 

The project management approach for the project is Project Management Body of Knowledge (PMBoK). According to this methodology of project management, the project management will begin with the initiation processes. In the initiation process, the preliminary activities, feasibility analysis, environmental studies, and project analysis will be made. The second phase will be the planning phase of the project in which the plans around the indoor sports complex will be made in terms of costing plan, schedule plan, resource plan, and likewise. There will also be planning done in the areas of design of the sports complex and the associated construction activities. The allocation of the team members for each of the project task will be made in this phase of the project management methodology. The execution of the management activities will be done during the construction of the sports complex covering the foundation activities, rough carpentry, electronic rough-in, roofing, exterior finish, insulation, drywalls, floor finishes, painting, exterior landscaping, plumbing trim, electrical trim, interior trim, and cleaning activities (Zwikael, 2009). The management activities will also be applied in the area of control of the project by monitoring the project progress and reviewing the project design. The final set of activities will be covered in the closure phase.

The project resources will carry out the several project tasks and activities during the timeline of the project. In the initiation procedure, the fundamental exercises, achievability investigation, natural examinations, and task examination will be made. The second stage will be the planning period of the task in which the plans around the indoor games complex will be made as far as costing plan, plan, asset plan, and similarly. There will likewise be planning done in the regions of outline of the games complex and the related development exercises. The allotment of the colleagues for every one of the undertaking errand will be made in this period of the task administration philosophy. The execution of the administration exercises will be finished amid the development of the games complex covering the establishment exercises, unpleasant carpentry, electronic harsh in, material, outside complete, protection, drywalls, floor gets done with, painting, outside arranging, plumbing trim, electrical trim, inside trim, and cleaning exercises. The administration exercises will likewise be connected in the territory of control of the venture by checking the undertaking progress and exploring the task outline. The last arrangement of exercises will be canvassed in the closure stage (Wearne, 2014).

Project Management Approach

The scope of the project will be managed using the PMBoK guidelines.

There will be a Project Manager involved with the project and the resource will carry out internal reviews and audits during the entire lifecycle of the project. These practices and processes will provide the ability to keep a track of the project progress as per the scope. There will also be experts and consultants invited to track the progress and performance and map the adherence to the estimated scope.

Earned Value Analysis (EVA) technique will be used and applied to determine the gaps in the process of scope management. Project scope, project costs, and project schedule are the three core project properties and attributes that need to be in sync with each other. Deviation in any of these three properties will result in the negative implication on the other area. EVA method will be used to assess the gaps between the estimated values of the project costs and schedule by determining the cost variance and schedule variance (Wang, He and Zhao, 2014). The negative values of any of these two will indicate the possible variations in the project scope as well.

There will also be change control processes carried out by the change control board of the project.  In these processes, the change requests having an impact on or associated with the project scope will be determined and the necessary steps of action will be taken. The board will makes sure that the change requests do not impact the project scope and fall in line with the project aims and objectives. 

There may be several changes in the project that may come up. These changes will be managed using a defined set of steps and phases as change planning, change analysis, change execution, change control, and change closure.

The change requests will be developed and shared in the change planning process. The change requests on the project will be approved by the sponsor. The analysis of the impact of the changes on the project scope, costs, schedule, and resources will be determined. The execution of the changes will be accordingly done. The change control activities will be involved in the project. There will also be change control processes carried out by the change control board of the project.  In these processes, the change requests having an impact on or associated with the project scope will be determined and the necessary steps of action will be taken. The board will makes sure that the change requests do not impact the project scope and fall in line with the project aims and objectives (Shaw, 2015). The changes will be marked as closed when the implementation and execution activities on the requested change will be accomplished.

The communication processes for the project will be managed using the PMBoK methodology and there will be communication guidelines defined.

There will be internal and external meetings conducted during the timeline of the project. The internal meetings will be carried out among the members of the project team to discuss the project progress, project status, and issues. The external meetings will be conducted with the stakeholders of the project. The external meetings will be done to understand the expectations of the stakeholders and to share the project information with them (Torppa & Smith, 2011).

Management Activities

There will be reports that will be circulated in the project for progress reporting, status tracking, change management reports, project plan, review report, risks report, and closure report.

These reports will be shared with the purpose of sharing the project details and information with the project stakeholders and resources. The use of SharePoint location and emails will be done for sharing of the documents and for the exchanging the messages respectively.

There will be several costs associated with the project of construction of indoor sports complex. There will be several resources involved and allotted to the project as Project Manager, HR Manager, QA Manager, Procurement Manager, Cleaners, Plumbers, Labourers, Design Engineer, Architect, Construction Workers, Carpenters, Whitewashers, and Contractors. Each of these resources will have costs associated with them. The costs will also be involved in the design process, construction activities, planning & monitoring activities, control activities, and closure processes (Unger, Gallagher and White, 2004).

The costs of the project will be managed using the PMBoK guidelines for cost handling and management. The Project Manager will be the resource primarily responsible for making sure that there are no deviations in the actual and estimated value of the project costs. It will be done by following the method of earned value analysis in which the cost variance will be calculated. The value shall be either zero or positive to make sure that the project is on-track in terms of the costs.

There will be several tools that will be required for the construction of the indoor sports complex along with the material for carrying out the construction activities.

The procurement of the tools and material will be done by the Procurement Manager with assistance from the Project Manager. The procurement will be done on the basis of pricing contracts made with the vendors and the terms of services and agreement will be specified in the plan (Giannakis, 2012).

The schedule of the project will be managed using the PMBoK guidelines for schedule handling and management. The Project Manager will be the resource primarily responsible for making sure that there are no deviations in the actual and estimated value of the project schedule. It will be done by following the method of earned value analysis in which the schedule variance will be calculated (Laslo, 2010). The value shall be either zero or positive to make sure that the project is on-track in terms of the schedule.

The quality of the project will be managed using PMBoK as the project management guideline. The quality management is one of the most relevant project areas under PMBoK.

The quality standards as ISO 9001 and Six Sigma will be used for making sure that the project quality is maintained and managed under all the circumstances.

The quality assurance and quality control activities as reviews, inspections, and audits shall be carried out. There shall also be verification and validation testing done on the indoor complex that is constructed.

The verification and validation shall include the health and safety measures & their testing, environmental testing & studies, performance testing, load testing, and security testing. There may be various defects and areas of improvement that may be highlighted. These defects shall be managed using a defined flow as defect logging, defect execution, defect management, and defect closure (Kohnen, 2006).

The continuous improvement activities shall be made on the sports complex by making sure that the interiors and exteriors of the building are safe and visually appealing. Also, there shall be all the technical functions and equipment installed as per the requirements. The enhancements shall be made on the basis of the changes recommended in the report and the review results.

There will be various risks that will be associated with the project of indoor sports complex construction.

The risks will be managed using the phases as risk planning, risk analysis, risk treatment, risk control, and risk closure.

The risk register for the risks has been illustrated below.

There will be several resources involved and allotted to the project as Project Manager, HR Manager, QA Manager, Procurement Manager, Cleaners, Plumbers, Labourers, Design Engineer, Architect, Construction Workers, Carpenters, Whitewashers, and Contractors. The management of the staff will be done by following the communication process as internal meeting with the staff members. The Project Manager shall have a monthly interaction with the resources of the project to discuss the project details and progress.

There shall also be audits and review done on the performance of the resources. The performance tracking and development activities shall be carried out for the members of the staff. The will be goal setting processes implemented by the Project Manager at the beginning of the project in which the monthly and quarterly goals will be set up. The performance of the resources will be tracked as per the goals that are set up (Thacker, 2012).

All team members are required to be present throughout the project from Monday to Friday from 9am to 6pm i.e. for 40hrs/week.

Name of the Sponsor:

Acceptance Date:

Signature of the Sponsor:

Comments:

Acceptance Status:

References

Giannakis, M. (2012). The role of procurement in the management of supplier relationships. International Journal of Procurement Management, 5(3), p.368.

Kohnen, J. (2006). What is Six Sigma: Process Management?. Quality Management Journal, 13(1), pp.60-60.

Laslo, Z. (2010). Project portfolio management: An integrated method for resource planning and scheduling to minimize planning/scheduling-dependent expenses. International Journal of Project Management, 28(6), pp.609-618.

Shaw, D. (2015). Managing dualities in organizational change projects. Journal of Change Management, 16(3), pp.201-222.

Thacker, R. (2012). Introduction to special issue on Human Resource Management certification. Human Resource Management Review, 22(4), p.245.

Torppa, C. and Smith, K. (2011). Organizational Change Management: A Test of the Effectiveness of a Communication Plan. Communication Research Reports, 28(1), pp.62-73.

Unger, E., Gallagher, M. and White, E. (2004). R&D Budget-Driven Cost and Schedule Overruns. The Journal of Cost Analysis & Management, 6(1), pp.80-97.

Wang, W., He, E. and Zhao, Y. (2014). Earned Value Analysis Application in Project Management. Advanced Materials Research, 971-973, pp.2494-2497.

Wearne, S. (2014). Evidence-Based Scope for Reducing “Fire-Fightingâ€Â in Project Management. Project Management Journal, 45(1), pp.67-75.

Zwikael, O. (2009). The Relative Importance of the PMBOK® Guide’s Nine Knowledge Areas during Project Planning. Project Management Journal, 40(4), pp.94-103.

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