Project Management Plan For Construction And Renovation Of Malak Footpath

Project Justification

The assignment had been made for developing a project management plan for the implementation of the construction and renovation of the Malak Footpath from Malak Street to Patterson Street. The project had involved the deployment of the project integration management. The project integration would be largely influenced by the systematic deployment of operations. The analysis had shown that the project deployment management would form the supplementary development of the operations for the construction. The overall budget for the project of construction and renovation of the Malak Footpath from Malak Street to Patterson Street is helpful for the development of the project initiation and development.

3a. Project Justification

The project would be helpful for the development of the improvement strategy and significant employment of the concise development of the project integration management. According to Adams and Lee?Jones (2017), the project would be developed for evaluating the project management concepts and tools for the analysis of the project integration management. The project would help in developing and constructing the Malak footpath for the people to integrate and develop specific solution to the development. The project would help in carrying out the effective development of the project to integrate the implication of the system integration.

3b. Project Aim

The project aims to implement the improved operations of the project for constructing the Malak footpath. The aim of the project is,

Improvement of the Travelling: The project aims to ease and comfort of the cyclist and walkers from Malak Park to Patterson Street. The travelling of the persons from Malak Park to Patterson Street would be improved by the facilitation of the improved technology. The operations of the project would be implied for improvement of the facilities.

Construction of asphalt footpath: The construction of the asphalt footpath would be formed after the completion of the project. The construction of the footpath would help in developing the path for the operations of the effective functions. The footpath would be developed for integrating the improvement facilities of the Malak Path from Malak Path to Patterson Street.

3c. Project Scope

Inclusions: The project would be developed for the implementation of the effective employment of the processing and deployment of the project scope. The project scope would be implied for developing the integration of the effective processing for the construction of the footpath. The project plan, construction activities, and development of the construction would be integrated in the project. The implication of the project would involve the development of the project planning for the development of the improved walking process.

Exclusions: The travelling and development of the processes would be excluded from the project scope. The project would fail to deploy the development of the effective and improved system operations. The exclusions of the project would not be integrated for the completion of the project planning. The accumulation of the resources is another major factor that would not be integrated in the project and can be considered as exclusion.

Constraints: The constraints of the project would be applied for forming the development of the limitation of the project. The project would not be significantly involved for the implementation and completion of all the activities of the project. The time, budget, and construction requirements are the constraints of the project. The time or schedule for the project is the first constraint for the project. It is important for ensuring that the operations of the project are completed within the schedule of the operations. The development of the project integration would be implied for the development of the improved facilities. The project would be bounded by the constraint of the time. The project has been scheduled to be completed in 10 weeks of time. The project even is bounded by a budget of $46,210.00 and all the activities of the project would be completed in that budget estimated. The project had to maintain the activities of the construction for ensuring that appropriate project completion is achieved.

Project Aim

Assumptions: The assumptions of the project are that the resources of the project would be easily available and the project would be completed in the estimated time duration. The construction projects are largely based on the project assumptions. The development of the project would involve the flow of system integration and the development of the processes. The deployment of the project would help in integrating the basic assumptions and processes. The system development would be implied for carrying out the development of the project and constructing the footpath for the

Key Deliverables: The key deliverables for the project can be understood from the milestones of the project,

WBS	Task Name	Duration	Start	Finish
0	Renovation of Asphalt footpath from Malak park to Patterson Street	54 days	Mon 10/16/17	Thu 12/28/17
1	Planning Phase	15 days	Mon 10/16/17	Fri 11/3/17
1.1	Environmental Management Plan	8 days	Mon 10/16/17	Wed 10/25/17
1.2	Traffic Management Control Plan	7 days	Thu 10/26/17	Fri 11/3/17
2	Designing Phase	5 days	Mon 11/6/17	Fri 11/10/17
3	Permits and Licenses	15 days	Mon 11/13/17	Fri 12/1/17
4	Tender Contracts	5 days	Mon 12/4/17	Fri 12/8/17
5	Construction Phase	11 days	Mon 12/11/17	Mon 12/25/17
6	Site Finishes	3 days	Tue 12/26/17	Thu 12/28/17
7	Project Closure	0 days	Thu 12/28/17	Thu 12/28/17

Table 1: Milestone for the project

The key deliverable for the project of constructing the Asphalt Footpath from Malak Park to Patterson Street includes,

Project Management Plan: As opined by Alcorn, Good and Pain (2013), the project management plan of constructing the Asphalt Footpath from Malak Park to Patterson Street would involve a number of activities and sub projects. The project management plan of construction and renovation of the Malak footpath includes environmental management plan, traffic management control plan, designing phase, permits and licenses, tender contracts, construction phase, and site finishes sub-projects (Ahmad, Bosua & Scheepers, 2014). Each of the sub-projects consists of two or more than two activities for completion of the project operations.

The sub-project of environmental management plan consists of analysis of the requirements, developing environmental management plan, and plan review. The sub-project of traffic management control plan would be developed for including the activities of analysis of the requirements, development of traffic management control plan, plan review. The sub-project of designing phase is developed for making an appropriate design for the footpath and it includes developing design for renovation, improving the effective design process, and design review. The sub-project of permits and licenses is formed for arranging the effective permit and license development by completing the steps of developing permit assurance and license documents, reviewing the license and agreements, submission of the documents, scrutiny of the documents submitted, and permits and licenses is approved.

The sub-project of tender contracts have been developed for including the activities of contacting the external contractor, developing contract documents, and signing of the contracts (Behl & Behl, 2012). The sub-project of construction phase is formed for completing the activities of mobilisation, tree removal, cut and remove asphalt, pavement preparation, and hot mix asphalt pour.  The sub-project of site finishes would be done for the final furnishing of the project operations and completing the activities of line marking and demobilisation.

Construction of Asphalt Footpath: the implementation of the construction and renovation of the Malak Footpath from Malak Street to Patterson Street had involved the deployment of the project integration management. The project aims to ease and comfort of the cyclist and walkers from Malak Park to Patterson Street. The travelling of the persons from Malak Park to Patterson Street would be improved by the facilitation of the improved technology. The construction of the asphalt footpath would be formed after the completion of the project (Bommer, Crowley & Pinho, 2015). The construction of the footpath would help in developing the path for the operations of the effective functions. The footpath would be developed for integrating the improvement facilities of the Malak Path from Malak Path to Patterson Street. 

Project Scope

The project management plan of constructing the Asphalt Footpath from Malak Park to Patterson Street would involve a number of activities and sub projects. The project management plan of construction and renovation of the Malak footpath has been made by following the Agile structure of Initialization, Planning, Implementing, and Reviewing (Borgman, Mubarak & Choo, 2015). It includes environmental management plan, traffic management control plan, designing phase, permits and licenses, tender contracts, construction phase, and site finishes sub-projects. Each of the sub-projects consists of two or more than two activities for completion of the project operations.

The sub-project of environmental management plan consists of analysis of the requirements, developing environmental management plan, and plan review. The sub-project of traffic management control plan would be developed for including the activities of analysis of the requirements, development of traffic management control plan, plan review. The sub-project of designing phase is developed for making an appropriate design for the footpath and it includes developing design for renovation, improving the effective design process, and design review. The sub-project of permits and licenses is formed for arranging the effective permit and license development by completing the steps of developing permit assurance and license documents, reviewing the license and agreements, submission of the documents, scrutiny of the documents submitted, and permits and licenses is approved.

The sub-project of tender contracts have been developed for including the activities of contacting the external contractor, developing contract documents, and signing of the contracts (Mir & Pinnington, 2014). The sub-project of construction phase is formed for completing the activities of mobilisation, tree removal, cut and remove asphalt, pavement preparation, and hot mix asphalt pour.  The sub-project of site finishes would be done for the final furnishing of the project operations and completing the activities of line marking and demobilisation.

4. Background of the Project

4a. Describe the need the project is set to address

The project of construction and renovation of the Malak footpath from Malak Park to Patterson Street had been developed for addressing the following issues,

Lack of proper path: The path developed would help in overcoming the issue of lack of a proper cycling path connecting the Malak Park and Patterson Street. The proper path developed would be helpful for integrating the functions of operations of construction and development of the proper path for the Malak Park (Cardona et al., 2012). The asphalt path would help in forming the effective pathways for visitors to use it for their ease of conveyance.

Inefficiency of the cycling passage: The absence of the pathway would result in forming the effective passage way for cycling by the riders and visitors at the park. The pathway would connect the Malak Park to Patterson Street via an asphalt pathway for cycling passengers to utilize it.

Context and Explanation of Project’s Constraints: The constraints of the project would be applied for forming the development of the limitation of the project. The project would not be significantly involved for the implementation and completion of all the activities of the project. The time, budget, and construction requirements are the constraints of the project (Martinelli & Milosevic, 2016). The time or schedule for the project is the first constraint for the project. It is important for ensuring that the operations of the project are completed within the schedule of the operations. The development of the project integration would be implied for the development of the improved facilities.

Constraints

The project would be bounded by the constraint of the time. The project has been scheduled to be completed in 10 weeks of time. The start date of the project is 10/16/17 and the finish date of the project is 12/28/17 that makes the project of 10 weeks or 54 working days in total. The project schedule consists of environmental management plan (8 days), traffic management control plan (7 days), designing phase (5 days), permits and licenses (15 days), tender contracts (5 days), construction phase (11 days), and site finishes (3 days). The project ends with project closure. The project even is bounded by a budget of $46,210.00 and all the activities of the project would be completed in that budget estimated. The project had to maintain the activities of the construction for ensuring that appropriate project completion is achieved.

4b. Relevance with Similar Projects

The project of construction and renovation of the Malak footpath from Malak Park to Patterson Street is implied for forming the construction of the footpath. Similar projects of construction and renovation would be helpful for understanding the criteria and developing effective plan of operation for the project (Clarke, 2014). The use of project planning development methodology and its significant improvement strategy would help in critical evaluation of the project operations. 

5. Evaluation of the Alternatives

5a. Alternatives for the project

The project development would involve the use of the proper planning and development for the construction of the Asphalt Footpath for Malak footpaths to Patterson Street. The project alternative would include the deployment of the resource calculation and providing the project to the external contractor for carrying out the activities of the construction project. The improvement if the operations would tend to imply the effective and improved development of project operations.

Factors of Comparison	Construction of Asphalt footpath in the project	Similar Projects
Planning Methodology	The project of Construction of Asphalt footpath includes the following of the agile structure for integrating the operations.	The construction project normally follows the waterfall or agile methodology as it helps in developing project plan in step by step form.
Requirements	The Construction of Asphalt footpath project would require the deployment of the footpath construction along with required materials and tools and equipments.	The construction project involves the deployment of the construction activities and requires construction raw materials and tools and equipments.
Budgeting and Cost estimation	The cost estimation has been done for considering the development of the effective and improved operations. The budgeting would be developed for considering the effective and improved project cost analysis.	The use of budgeting and cost estimation would be done for ensuring that the project operations would be carried on successfully.
Success Criteria	The success criteria for the project include the completion of the project in estimated time and budget.	Construction project have been largely induced by the use of the significant raw materials

Table 2: Comparison of footpath construction project with similar projects

5b. Explanation of Criteria, Rankings, Weightings, and Rating Schemes

Factors	Construction of Asphalt footpath in the project
Criteria	The criteria of the project completion include the path developed in overcoming the issue of lack of a proper cycling path connecting the Malak Park and Patterson Street. The pathway would connect the Malak Park to Patterson Street via an asphalt pathway for cycling passengers to utilize it.
Rankings	There are several work packages for the project of implementing and constructing the Asphalt Footpath. The rankings with the help of WBS codes is given below, 1 Planning Phase 1.1 Environmental Management Plan 1.2 Traffic Management Control Plan 2 Designing Phase 2.1 Developing Design for Renovation 2.2 Improving the effective design process 2.3 Design Review 3 Permits and Licenses 3.1 Developing Permit Assurance and License Documents 3.2 Reviewing the license and agreements 3.3 Submission of the documents 3.4 Scrutiny of the documents submitted 3.5 Permits and Licenses is approved 4 Tender Contracts 4.1 Contacting the external contractor 4.2 Developing contract documents 4.3 Signing of the contracts 5 Construction Phase 5.1 Mobilisation 5.2 Tree Removal 5.3 Cut and Remove Asphalt 5.4 Pavement Preparation 5.5 Hot Mix Asphalt Pour 6 Site Finishes 6.1 Line Marking 6.2 Demobilisation 7 Project Closure
Weighing	The construction projects have significantly high weighing in terms of the safety and health compliance.
Rating Schemes	All construction projects are being rated with the terms of the efficiency of the operations.

Table 3: Criteria, Rankings, Weightings, and Rating Schemes of the project

c. Project Selection Matrix developed for the evaluation

Project Selection Matrix
Project Name: Construction of Malak footpath from Malak Park to Patterson Street
	Evaluation Criteria
Potential Solution	Construction of the footpath	Processes are integrated for the construction	Team Orientation and update	Streamlining the process of data collection	Facilities system improvement	Visitors improvement of experience	Total Weight age	Rank
Strategic connection to project goals	5	3	5	4	3	1	21	1st
Customers indicate need for improvement	4	2	4	5	2	3	20	2nd
Data demonstrate that a gap exists	3	5	1	1	5	2	17	4th
Strong support from staff	1	4	2	3	1	5	16	5th
Strong support from managers	2	3	3	2	4	4	18	3rd

Table 4: Project Selection Matrix for the project 

Strongly Agreed	5
Agree	4
Neutral	3
Disagree	2
Strongly disagreed	1

Table 5: Rating Value for Project Selection Matrix

5d. Provide a summary and analysis of the outcome

The implementation of the construction and renovation of the Malak Footpath from Malak Street to Patterson Street had involved the deployment of the project integration management. The project aims to ease and comfort of the cyclist and walkers from Malak Park to Patterson Street. The travelling of the persons from Malak Park to Patterson Street would be improved by the facilitation of the improved technology (Covello et al., 2013). The construction of the asphalt footpath would be formed after the completion of the project. The construction of the footpath would help in developing the path for the operations of the effective functions. The footpath would be developed for integrating the improvement facilities of the Malak Path from Malak Path to Patterson Street.

6. Project Concept

6a. Description of the project

The project of developing the Malak footpath is implemented for using the concepts of construction project management and its development of activities for ensuring the completion of the project of constructing footpath at the Malay Region (Fernandez et al., 2015). The construction of the footpath would require the use of proper planning and techniques used for construction. The construction of the footpath would require the use of the various methods and processes. The analysis of the issues of footpaths can be shown in the diagram below,

Assumptions

The objectives of the project of construction and renovation of the asphalt footpath at Malak Park to Patterson Street are,

• To develop a project plan for increasing the efficiency of construction of the footpath at the Malak Park
• To construct the asphalt footpath for the visitors of Malak Park after the completion of the project
• To provide ease and comfort to the cyclist and walkers from Malak Park to Patterson Street
• 6c. Project requirements and deliverables

The project requirements for the project of the constructing the Malak footpath from Malak Park to Patterson Street include both activity and material resources as listed below,

Resource Name	Resource Type
Environment Management Plan	Activity
Mobilisation	Activity
Demobilisation	Activity
Traffic Management Control Plan	Activity
Power Sweeping (Clearing vegetation from footpath)	Material
Tree Removal (less than 0.5m girth)	Material
Cut and Remove Asphalt	Material
Import Crushed Gravel (10mm)	Material
Recompact Gravel Subgrade with Import Fill	Material
Lay Geotextile	Material
50mm Depth Hot Mix Asphalt	Material
Pedestrian/Cycleway	Material

Table 6: Project requirements and resources

The primary deliverable for the project includes the development of the footpath from Malak Park to Patterson Street and it would result in increasing the efficiency of transport for the visitors of the park. The deliverables for the project are,

• Asphalt Footpath Construction
• Good Quality of footpath stretching from Malak Park to Patterson Street
• Compact Layering of the footpath so it would abstain from rain and wind erosion

The KPIs for the project of the constructing the Malak footpath from Malak Park to Patterson Street are Expected length of the Footpath, High quality of material used for the construction of the footpath, Increased Solidification of the footpath for ease of travelling, Cost expenditure on the project and Time consumed for construction of the footpath.

7. Project Feasibility Study and Analysis

7a. Feasibility and sustainability of the project 

The construction of the footpath would comprise of developing an efficient footpath for forming the smart processing of the travelling activities (Greenleaf 2014). The feasibility of the project comprises of the strength factors of use of construction principles, accumulation of the resources, and support from the locals. However, factors like climatic conditions, technical issues and labor problems would tend to cause the weaknesses for the project completion. The construction of the footpath would bring about the lifetime of the project to 3 years before actual maintenance of the project is required.

7b. Approval requirements

The project approval requirements for the project of constructing the Malak footpath from Malak Park to Patterson Street are,

1. Permits from the Local Councils for construction activities in Malak park
2. Supply from the power and water department as a form of basic requirements
3. Government Clearance for doing the project operations

The assumptions of the project are that the resources of the project would be easily available and the project would be completed in the estimated time duration. The list of the project assumptions are,

Availability of the resources for the construction of the footpath

Government Clearance for carrying out the project activities

Local Community Support in construction of the footpath

Climatic Conditions are favourable for the construction of the activities

Quality of the footpath made would be very good and optimum

7d. Known constraints

The constraints of the project would be applied for forming the development of the limitation of the project. The project would not be significantly involved for the implementation and completion of all the activities of the project. The time, budget, raw material required, government legislation, and local influences are the constraints of the project. The time or schedule for the project is the first constraint for the project. It is important for ensuring that the operations of the project are completed within the schedule of the operations.

The development of the project integration would be implied for the development of the improved facilities. The project would be bounded by the constraint of the time. The project has been scheduled to be completed in 10 weeks of time. The project even is bounded by a budget of $46,210.00 and all the activities of the project would be completed in that budget estimated. The project had to maintain the activities of the construction for ensuring that appropriate project completion is achieved.

7e. Expected benefits and dis-benefits

The project of construction of the footpaths would require the use of the effective project operations and principles. The expected benefits and dis-benefits are given below,

• Construction of the footpath
• Use of Construction Project Management Principles
• Ease of travelling from Malak Park to Patterson Street
• Exhaustion of a considerable sum of money
• Dis-function of the park till construction activities

The appraisal of the investment for the construction activities can be done by developing the effective cost benefit analysis for checking with the benefits of the construction project with that of the monetary expenses.

The benefit review plan would be developed for integrating with the development of the review of the benefits of the project in terms of ease of public transport and travelling.

8. Product Breakdown Structure & Organization

8a. Project Management Team Structure

The project management team structure for the development of the effective project management concept would involve the development of the project integration and management for the deployment of the project operations. The project team includes the various persons responsible for the integration of the project implementation methods. As defined by Prince2 methodology the project management team structure includes Project Manager, Project Planner, Documenter, Client, Government, Contractor, and Workers. These team members would form the completion of the project and it would form the deployment of the effective management of the operations. The project would involve the development of the effective management and processing. The project team members are,

Project Managerà responsible for the management of all the activities of the project including approval of project plan, division of work, and achievement of the objectives and goals

Project Plannerà responsible for the planning of the project and integrating the development of the project schedule

Documenterà making proper documents for the implication of the effective project development methods

Clientà managing the project sponsorship and accumulating the resources required for the completion of the project operations

Governmentà scrutinizing the project operations for ensuring that the constructed footpath is safe and secured

Contractorà the contractor would help in providing external support to the project operations for forming the development of the operations

Workersà the workers form the basic development activity scheme for integrating the improvement of the footpaths for Malak Park

Figure 2: Project Management Team Structure

(Source: Maylor, Turner & Murray-Webster, 2015, pp-110)

8b. Project team member analysis

Project Team Member	Activities	Working Duration
Analyst	Analysis of the requirements	24 hrs
Analysis of the requirements	24 hrs
Project Manager	Plan Review	8 hrs
Plan Review	8 hrs
Design Review	4 hrs
Contacting the external contractor	12 hrs
Signing of the contracts	4 hrs
Planner	Developing Environmental Management Plan	32 hrs
Development of Traffic Management Control Plan	24 hrs
Designer	Developing Design for Renovation	24 hrs
Improving the effective design process	12 hrs
Tax Accountant	Developing Permit Assurance and License Documents	56 hrs
Reviewing the license and agreements	16 hrs
Documenter	Developing contract documents	24 hrs
Client	Submission of the documents	12 hrs
Government	Scrutiny of the documents submitted	32 hrs
Permits and Licenses is approved	4 hrs
Contractor	Signing of the contracts	4 hrs
Pavement Preparation	32 hrs
Workers	Tree Removal	16 hrs
Cut and Remove Asphalt	16 hrs
Hot Mix Asphalt Pour	8 hrs
Line Marking	16 hrs
Demobilisation	16 hrs
Mobilisation	8 hrs

Table 7: Project team member and their activities

The individual project team members are responsible for the completion of the project and renovating the Malak footpath. The project team includes project manager, project planner, documenter, client, government, contractor, and workers. The analyst is responsible for the activities of analysis of the requirements for planning phase and analysis of the requirements for documentation phase. The project manager is responsible for the planning of the project and integrating the development of the project schedule along with the activities of plan review, design review, contacting the external contractor, and signing of the contracts.

The planner carries out the planning of the project and integrating the development of the project schedule and is responsible for developing environmental management plan and traffic management control plan. The designer carries out the developing design for renovation and development of the Malak footpath and he would be responsible for the activities of improving the effective design process. The tax accountant would carry out the process of developing permit assurance and license documents and reviewing the license and agreements. The documenter would be responsible for making proper documents for the implication of the effective project development methods and developing contract documents for the project manager.

The client would be managing the project sponsorship and accumulating the resources required for the completion of the project operations by the submission of the documents. The government would be scrutinizing the project operations for ensuring that the constructed footpath is safe and secured by involving the process of scrutiny of the documents submitted and permits and licenses is approved.

The contractor would help in providing external support to the project operations for forming the development of the operations and involved in signing of the contracts and pavement preparation. The workers form the basic development activity scheme for integrating the improvement of the footpaths for Malak Park and they would be included in a number of steps like tree removal, cut and remove asphalt, hot mix asphalt pour, line marking, demobilization, and mobilization.

The work packages of the project of construction and renovation of the Malak footpath are environmental management plan, traffic management control plan, designing phase, permits and licenses, tender contracts, construction phase, and site finishes. Each of the work packages consists of two or more than two activities for completion of the project operations. The work package of environmental management plan consists of analysis of the requirements, developing environmental management plan, and plan review.

The work package of traffic management control plan would be developed for including the activities of analysis of the requirements, development of traffic management control plan, plan review. The work package of designing phase is developed for making an appropriate design for the footpath and it includes developing design for renovation, improving the effective design process, and design review. The work package of permits and licenses is formed for arranging the effective permit and license development by completing the steps of developing permit assurance and license documents, reviewing the license and agreements, submission of the documents, scrutiny of the documents submitted, and permits and licenses is approved.

The work package of tender contracts have been developed for including the activities of contacting the external contractor, developing contract documents, and signing of the contracts. The work package of construction phase is formed for completing the activities of mobilisation, tree removal, cut and remove asphalt, pavement preparation, and hot mix asphalt pour.  The work package of site finishes would be done for the final furnishing of the project operations and completing the activities of line marking and demobilisation

8d. Comprehensive Project Plan

The comprehensive project plan for the project of developing and renovating the Malak footpath in between Malak Park and Patterson Street has been given in the table below,

WBS	Task Name	Duration	Start	Finish	Predecessors	Resource Names	Cost
0	Renovation of Asphalt footpath from Malak park to Patterson Street	54 days	Mon 10/16/17	Thu 12/28/17			$46,210.00
1	Planning Phase	15 days	Mon 10/16/17	Fri 11/3/17			$1,700.00
1.1	Environmental Management Plan	8 days	Mon 10/16/17	Wed 10/25/17			$1,000.00
1.1.1	Analysis of the requirements	3 days	Mon 10/16/17	Wed 10/18/17		Analyst	$0.00
1.1.2	Developing Environmental Management Plan	4 days	Thu 10/19/17	Tue 10/24/17	3	Environment Management Plan[1], Planner	$1,000.00
1.1.3	Plan Review	1 day	Wed 10/25/17	Wed 10/25/17	4	Project Manager	$0.00
1.2	Traffic Management Control Plan	7 days	Thu 10/26/17	Fri 11/3/17			$700.00
1.2.1	Analysis of the requirements	3 days	Thu 10/26/17	Mon 10/30/17	5	Analyst	$0.00
1.2.2	Development of Traffic Management Control Plan	3 days	Tue 10/31/17	Thu 11/2/17	7	Traffic Management Control Plan[1], Planner	$700.00
1.2.3	Plan Review	1 day	Fri 11/3/17	Fri 11/3/17	8	Project Manager	$0.00
2	Designing Phase	5 days	Mon 11/6/17	Fri 11/10/17			$0.00
2.1	Developing Design for Renovation	3 days	Mon 11/6/17	Wed 11/8/17	9	Designer	$0.00
2.2	Improving the effective design process	1.5 days	Thu 11/9/17	Fri 11/10/17	11	Designer	$0.00
2.3	Design Review	0.5 days	Fri 11/10/17	Fri 11/10/17	12	Project Manager	$0.00
3	Permits and Licenses	15 days	Mon 11/13/17	Fri 12/1/17			$0.00
3.1	Developing Permit Assurance and License Documents	7 days	Mon 11/13/17	Tue 11/21/17	13	Tax Accountant	$0.00
3.2	Reviewing the license and agreements	2 days	Wed 11/22/17	Thu 11/23/17	15	Tax Accountant	$0.00
3.3	Submission of the documents	1.5 days	Fri 11/24/17	Mon 11/27/17	16	Client	$0.00
3.4	Scrutiny of the documents submitted	4 days	Mon 11/27/17	Fri 12/1/17	17	Government	$0.00
3.5	Permits and Licenses is approved	0.5 days	Fri 12/1/17	Fri 12/1/17	18	Government	$0.00
4	Tender Contracts	5 days	Mon 12/4/17	Fri 12/8/17			$0.00
4.1	Contacting the external contractor	1.5 days	Mon 12/4/17	Tue 12/5/17	19	Project Manager	$0.00
4.2	Developing contract documents	3 days	Tue 12/5/17	Fri 12/8/17	21	Documenter	$0.00
4.3	Signing of the contracts	0.5 days	Fri 12/8/17	Fri 12/8/17	22	Project Manager, Contractor	$0.00
5	Construction Phase	11 days	Mon 12/11/17	Mon 12/25/17			$41,510.00
5.1	Mobilisation	2 days	Mon 12/11/17	Tue 12/12/17	23	Mobilisation[1], Workers	$2,000.00
5.2	Tree Removal	2 days	Wed 12/13/17	Thu 12/14/17	25	Power Sweeping[1], Tree Removal[1], Workers	$2,600.00
5.3	Cut and Remove Asphalt	2 days	Fri 12/15/17	Mon 12/18/17	26	Cut and Remove Asphalt[1], Workers	$360.00
5.4	Pavement Preparation	4 days	Tue 12/19/17	Fri 12/22/17	27	Import Crushed Gravel (10mm)[1], Recompact Gravel Sub grade with Import Fill[1], Lay Geotextile[1], Contractor	$14,050.00
5.5	Hot Mix Asphalt Pour	1 day	Mon 12/25/17	Mon 12/25/17	28	50mm Depth Hot Mix Asphalt[1], Workers	$22,500.00
6	Site Finishes	3 days	Tue 12/26/17	Thu 12/28/17			$3,000.00
6.1	Line Marking	1 day	Tue 12/26/17	Tue 12/26/17	29	Pedestrian/Cycle way[1], Workers	$500.00
6.2	Demobilisation	2 days	Wed 12/27/17	Thu 12/28/17	31	Demobilisation[1], Workers	$2,500.00
7	Project Closure	0 days	Thu 12/28/17	Thu 12/28/17	32		$0.00

Table 8: Project Plan for the Asphalt footpath development project

(Source: Created by the author in Ms-project)

Plan prerequisites: The plan prerequisites can be implied for forming the effective deployment of the project plan and its integration for the development of the project integration. The prerequisites are deployed for forming the effective employment of the project management themes and principles. The development of the plan prerequisites would be implied for forming the system integration for the employment of the tools and processes of the implementation process.

External dependencies: The project of constructing and renovating the Malak footpath requires the support of the external factors for the implementation of the improved access to the project integration. The external dependencies of the project are the involvement of the contractor for the project, government clearance, and local community support. 

Planning assumptions: The assumptions of the planning includes the use of the project resources for development of construction activities, division of work is done cohesively, and implement effective construction of the footpath.

Lessons incorporated: The resource accumulation, planning methodology, cost estimation, and work division of construction activities from other projects have been used for developing this footpath construction project.

Monitoring and Control: The project monitoring could be implied by assigning team leaders and project manager. The Project Manager would be responsible for the completion of all the activities of the project.

Budgets: The overall budget for the project is given in the table below,

Project Name: Construction and Renovation of the Malak Footpath from Malak Street to Patterson Street
Document: Cost Estimation and Budget
Resource Name	Resource Type	Quantity	Rate	Amount	Total Budget
Environment Management Plan	Activity	1	$1,000.00	$1,000.00
Mobilisation	Activity	1	$2,000.00	$2,000.00
Demobilisation	Activity	1	$2,500.00	$2,500.00
Traffic Management Control Plan	Activity	1	$700.00	$700.00	$6,200.00
Power Sweeping (Clearing vegetation from footpath)	Material	500	$5.00	$2,500.00
Tree Removal (less than 0.5m girth)	Material	2	$50.00	$100.00
Cut and Remove Asphalt	Material	24	$15.00	$360.00
Import Crushed Gravel (10mm)	Material	25	$82.00	$2,050.00
Recompact Gravel Subgrade with Import Fill	Material	500	$12.00	$6,000.00
Lay Geotextile	Material	500	$12.00	$6,000.00
50mm Depth Hot Mix Asphalt	Material	500	$45.00	$22,500.00
Pedestrian/Cycleway	Material	10	$50.00	$500.00	$40,010.00
Overall Budget	$46,210.00

Table 9: Project Cost Estimation and Budget

(Source: Created by the author in Ms-Excel)

Tolerances: The project tolerances include the inferior and unaccustomed use of the budgeted raw materials like concrete, sand, and bricks. It would be required for using an optimum quality of these materials for completing the project in estimated time.

Product descriptions: The products of the project of construction and renovation of the Malak footpath are environmental management plan, traffic management control plan, designing phase, permits and licenses, tender contracts, construction phase, and site finishes. Each of the products consists of two or more than two activities for completion of the project operations. The product of environmental management plan consists of analysis of the requirements, developing environmental management plan, and plan review.

The product of traffic management control plan would be developed for including the activities of analysis of the requirements, development of traffic management control plan, plan review. The product of designing phase is developed for making an appropriate design for the footpath and it includes developing design for renovation, improving the effective design process, and design review. The product of permits and licenses is formed for arranging the effective permit and license development by completing the steps of developing permit assurance and license documents, reviewing the license and agreements, submission of the documents, scrutiny of the documents submitted, and permits and licenses is approved.

The product of tender contracts have been developed for including the activities of contacting the external contractor, developing contract documents, and signing of the contracts. The product of construction phase is formed for completing the activities of mobilisation, tree removal, cut and remove asphalt, pavement preparation, and hot mix asphalt pour.  The product of site finishes would be done for the final furnishing of the project operations and completing the activities of line marking and demobilisation.

Schedule: The project had been scheduled in the figures below,

1. Adams, C., & Lee?Jones, K. (2017). Sharing personal information in the child protection context: Impediments in the Australian legal framework. Child & Family Social Work.
2. Ahmad, A., Bosua, R., & Scheepers, R. (2014). Protecting organizational competitive advantage: A knowledge leakage perspective. Computers & Security, vol. 42, pp.27-39.
3. Alcorn, A.M., Good, J. & Pain, H., (2013). Deliberate system-side errors as a potential pedagogic strategy for exploratory virtual learning environments. In International Conference on Artificial Intelligence in Education 483-492. Springer Berlin Heidelberg
4. Ali, E., Denis, A. F., Kujur, F. E., & Chaudhary, M. (2014). Risk Management Strategies for Accidental Risk Occurrence on Construction Sites–A Case Study of Allahabad. Journal of Academia and Industrial Research JAIR,vol.3, no.2, pp.89.
5. Behl, A., & Behl, K. (2012, October). An analysis of cloud computing security issues. In Information and Communication Technologies WICT, 2012 World Congress on pp. 109-114. IEEE.
6. Bommer, J. J., Crowley, H., & Pinho, R. (2015). A risk-mitigation approach to the management of induced seismicity. Journal of Seismology, 192, 623-646.
7. Borgman, B., Mubarak, S., & Choo, K. K. R. (2015). Cyber security readiness in the South Australian Government. Computer Standards & Interfaces, 37, 1-8.
8. Browning, V., So, K. K. F., & Sparks, B. (2013). The influence of online reviews on consumers’ attributions of service quality and control for service standards in hotels. Journal of Travel & Tourism Marketing, vol.30, 1-2, pp.23-40.
9. Cardona, O. D., van Aalst, M. K., Birkmann, J., Fordham, M., McGregor, G., & Mechler, R. (2012). Determinants of risk: exposure and vulnerability.
10. Clarke, R. (2014). The regulation of civilian drones’ impacts on behavioural privacy. Computer Law & Security Review, vol.30, 3, pp.286-305.
11. Covello, V. T., Lave, L. B., Moghissi, A. A., & Uppuluri, V. R. R. Eds.. (2013). Uncertainty in risk assessment, risk management, and decision making 4. Springer Science & Business Media.
12. Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
13. Fernandez, A., Lopez, V., del Jesus, M. J., & Herrera, F. (2015). Revisiting evolutionary fuzzy systems: Taxonomy, applications, new trends and challenges. Knowledge-Based Systems, 80, 109-121.
14. Greenleaf, G. (2014). Sheherezade and the 101 data privacy laws: origins, significance and global trajectories. JL Inf. & Sci., vol.23, no.4.
15. Grunig, J.E. ed., (2013). Excellence in public relations and communication management. Routledge.
16. Haimes, Y. Y. (2015). Risk modeling, assessment, and management. John Wiley & Sons.
17. Healey, A. N. (2016). The insider threat to nuclear safety and security. Security Journal, 291, 23-38.
18. Heldman, K., (2015). PMP project management professional exam deluxe study guide: updated for the 2015 Exam. John Wiley & Sons.
19. Jackson, N., Atar, D., Borentain, M., Breithardt, G., van Eickels, M., Endres, M., … & Kreuzer, J. (2015). Improving clinical trials for cardiovascular diseases: a position paper from the Cardiovascular Round Table of the European Society of Cardiology. European heart journal, vol.37, 9, pp. 747-754.
20. Jeong, K., Ji, C., Koo, C., Hong, T. & Park, H.S., (2015). A model for predicting the environmental impacts of educational facilities in the project planning phase. Journal of Cleaner Production, vol. 107, pp.538-549.
21. Jin, Y., Wang, S., & Hu, Q. (2015). Contract type and decision right of sales promotion in supply chain management with a capital constrained retailer. European Journal of Operational Research, vol. 24, 02, pp. 415-424.
22. Johnson, L., Adams Becker, S., Estrada, V., & Freeman, A. (2015). The NMC Horizon Report: 2015 Museum Edition. New Media Consortium. 6101 West Courtyard Drive Building One Suite 100, Austin, TX 78730.
23. Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
24. Ko, D. G., & Kirsch, L. J. (2017). The hybrid IT project manager: One foot each in the IT and business domains. International Journal of Project Management, vol.35, no. 3, pp.307-319.
25. Lam, J. (2014). Enterprise risk management: from incentives to controls. John Wiley & Sons.
26. Lane, J., Stodden, V., Bender, S., & Nissenbaum, H. Eds.. (2014). Privacy, big data, and the public good: Frameworks for engagement. Cambridge University Press.
27. Larson, E. W., & Gray, C. (2013). Project Management: The Managerial Process with MS Project. McGraw-Hill.
28. Leach, L. P. (2014). Critical chain project management. Artech House.
29. Lewis, W.E., (2016). Software testing and continuous quality improvement. CRC press.
30. lo Storto, C. (2014). Benchmarking operational efficiency in the integrated water service provision: does contract type matter?. Benchmarking: An International Journal, vol.21 no.6, pp.917-943.
31. Mahadevan, L., Kettinger, W. J., & Meservy, T. O. (2015). Running on Hybrid: Control Changes when Introducing an Agile Methodology in a Traditional” Waterfall” System Improvement Environment. CAIS, vol. 36, no. 5.
32. Mans, R. S., van der Aalst, W. M., Vanwersch, R. J., & Moleman, A. J. (2013). Process mining in healthcare: Data challenges when answering frequently posed questions. In Process Support and Knowledge Representation in Health Care 140-153. Springer Berlin Heidelberg.
33. Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
34. Maxwell, J. A. (2012). Qualitative research design: An interactive approach Vol. 41. Sage publications.
35. Maylor, H., Turner, N. & Murray-Webster, R., (2015). “It worked for manufacturing…!”: Operations strategy in project-based operations. International Journal of Project Management, vol.33 no.1, pp.103-115.
36. Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, vol. 32 no 2, pp. 202-217.
37. Mitchell, V. L., & Zmud, R. W. (2015). The Moderating Effects of Coordinated Planning on Project Performance. Planning for Information Systems, 369.
38. Nalewaik, A. & Mills, A., (2014). The Path to Assurance: An Analysis of Project Performance Methodologies. Procedia-Social and Behavioral Sciences, vol. 119, pp.105-114.
39. Nieles, M., Dempsey, K., & Pillitteri, V. Y. (2017). An Introduction to Information Security. NIST Special Publication, vol. 800, pp. 12.
40. Pallegedara, D., & Warren, M. (2016, January). Unauthorised Disclosure of Organisational Information through Social Media: A Policy Perspective. In IDIMC 2016: Exploring our digital shadow: from data to intelligence 86-93. LISU.
41. Pillitteri, V. Y., & Brewer, T. L. (2014). Guidelines for smart grid cybersecurity. NIST Interagency/Internal Report NISTIR-7628 Rev 1.
42. Poolsappasit, N., Dewri, R., & Ray, I. (2012). Dynamic security risk management using bayesian attack graphs. IEEE Transactions on Dependable and Secure Computing, vol. 91, 61-74.
43. Quan-Haase, A., Burkell, J. A., & Rubin, V. L. (2015). The Role of Serendipity in Digital Environments. In Encyclopedia of Information Science and Technology, Third Edition 3962-3970. IGI Global.
44. Rakow, T., Heard, C. L., & Newell, B. R. (2015). Meeting Three Challenges in Risk Communication Phenomena, Numbers, and Emotions. Policy Insights from the Behavioral and Brain Sciences, vol. 21, pp. 147-156.
45. Rasmussen, S. (2013). Risk and uncertainty. In Production Economics pp. 163-180. Springer Berlin Heidelberg.
46. Schwalbe, K. (2015). Information technology project management. Cengage Learning.
47. Silbey, S. S. (2013). Organizational Challenges to Regulatory Enforcement and Compliance A New Common Sense about Regulation. The Annals of the American Academy of Political and Social Science, vol. 64 no.91, 6-20.
48. Smith, K. (2013). Environmental hazards: assessing risk and reducing disaster. Routledge.
49. Stauffer, A. (2015). Introduction. In Virtual Victorians(pp. 1-8). Palgrave Macmillan US.
50. Turner, R. (2016). Gower handbook of project management. Routledge.
51. Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.
52. Walker, A. (2015). Project management in construction. John Wiley & Sons.
53. Yoder-Wise, P. S. (2014). Leading and Managing in Nursing-E-Book. Elsevier Health Sciences.
54. Zou, W., Kumaraswamy, M., Chung, J. & Wong, J., (2014). Identifying the critical success factors for relationship management in PPP projects. International Journal of Project Management, vol.32 no.2, pp.265-274.