Project Management

Jamie Ward x10373595

Brendan Lynch x10368869
Richard Boyle x10395793
Matthew Ward x 10359973

1
Project Management Assignment


Table of Contents
Scope statement P2
Project Structure, Roles & Responsibilities...P3
Recommendations.P4
Work Breakdown Structure .P5
Activity List .....P6
Timeline of Events....P7
Critical Path Analysis ..P8
Budget..P9
Risk Identification ...P12
Risk Severity MatrixP15
Risk MitigationP16
Risk Register & Change Control ProcessP17
Personal Learning Statement...P18
Appendices..P19
Milestone Chart..P19
Risk Register...P20
Responsibility Assignment Matrix.P22
Gant Chart..P23
BibliographyP24






2
Project Management Assignment




(i)Scope Statement
Project Objective
To purchase and then renovate a Georgian house into four high end apartments and sell them on a
timescale of six months within the cost of 700,000 euro.
The project will commence on the 8
th
of October and be completed on the 14
th
of March.
Deliverable
Reconstruction work-Internal (insulation) External (Roof, Windows, car park0
Electrical work-Internal (rewiring, fuse boxs, sockets)
Plastering- Internal (re-plaster walls)
Woodwork- Internal (fit kitchen, floors, doors, wardrobes)
Painting - Internal (undercoat, final coat) External (windowsills, pillars, gates)
Plumbing- Internal (fit boiler, fit bathroom units)
Landscaping- External (garden, car-park)
Milestones
Permits/planning permission approved- 8
th
October
Gutting of the property- 22
nd
October
Plumbing, electrical and mechanical inspections passed- 4
th
November
Final Inspection- 8
th
January
Ready for public viewing- 16
TH
January
Last apartment sold- 14
th
March
Technical Requirements
Must meet local building codes
Type 5 alarm systems must be installed in each apartment
There must be sufficient escape exits
Car park must accommodate 8 medium to large sized cars
Doors and windows must comply with NFRC class 40 energy ratings
Building must meet seismic stability codes
Exclusions
Fridge, cutlery, tables and chairs not included as kitchen appliances
Building work limited to Monday and Friday 7:30am-6:00pm
There will be no gates at the entrance to the car park.
Curtains and blinds will not be included with the windows
3
Project Management Assignment


Contractor decides when and if he wants to contract out services
Customer Review
We are funding the project ourselves and all agree that it has our full support to go ahead.
Project Management
(ii) Outline the overall project plan which should include e.g. key tasks, deliverables
and milestones. (10 marks) 581words
Project Organisational Structure

(fig 1.0)
Roles
Project Manager
Project Sponsor
Team members.
Responsibilities
Our team is made up of four members, each of whom have been delegated various roles and
responsibilities within the project that can be identified in the matrix below.
Matthew is the project sponsor as he is the one supplying the capital for the project. This
vested interest in the operation is the driving force behind the motivation of both Matthew
and the rest of the employees involved in the operation to succeed. Matthew has an analytical
Project
Sponsor
Project Team
Plumber
Carpenter
Electricain
Painter
Labourer
Project
Coordinator
Health &
Safety officer
Finance
Manager
Project
Manager
4
Project Management Assignment


background and is therefore looking after the financial side of this operation. As project
sponsor, Matthew is responsible for the horizontal communication between team members.
This top down approach will help facilitate constructive conflict within the project.
Constructive conflict can be defined as Constructive conflict refers to conflict in which the
benefits exceed the costs (chron.com, Meehan L Collette, 2012). Matthew will act as a
mediator in the resolving of the conflict which may arise by interpreting and implementing
the outcomes within the strategy.

Richard, the project manager, will identify and delegate jobs to each member of the group.
Richard was given the role of PM as he has the most experience dealing with projects of this
nature and therefor was the best candidate for the position. Before the commencement of the
project Richard will outline the jobs that have to be done by analysing the WBS, see figure
1.0. By scrutinizing the strengths and weaknesses of his team, he will proceed to delegate
work that will complement them in ways which allow each team member the chance to
perform at their best. Richard is responsible for managing risk and most importantly ensuring
the project is delivered on time, within both the budget and the scope. However, the safety of
the contractors we have working for us is paramount and Richard must ensure the site meets
all the relevant health and safety standards set out in the Safety, Health and Welfare at Work
(construction) regulations 2013.

Brendan and Jamie are both involved in the project team. Each team member is responsible
for ensuring the completion of the tasks they were assigned and must sign off on them upon
there completion. Jamie is responsible for the procurement of the materials that were needed
whilst Brendan is accountable for the outsourcing of the staff along with the outcomes of
their work.
Jamie, as well as being involved in the project team, is also taking on the role of project
administrator. Jamie will help facilitate the team in every way possible as to ensure the
project progresses smoothly and on time. Jamies adept communication skills will aid
Matthew, the project sponsor, in resolving any conflict within the project.
Recommendations
We recommend implementing the roles and responsibilities that we have outlined above as it
portrays clearly too each member of the team what must be achieved in order for the project
to be a success.




5
Project Management Assignment




6
Project Management Assignment


(iii)Work Breakdown Structure (Fig 1.1)

Reconstruction of
Building
Apply for planning
permission


Internal
Gut the entire
building
Recontr
uction
work
Constru
ct
apartme
nts
insulate
building
Prepare
walls for
plasterin
g
Electrical
work
Re-wire
building
Supply
fuse
boxes
Fit
sockets
Plasterin
g
Replaste
r walls
Prepare
walls for
painting
Woodw
ork
Fit
kitchen
Fit
kitchen
floor
Supply
and fit
floors
Supply
and fit
doors
and
wardrob
es
Painting
undercoat
final coat
plumbing
fit boiler
fit and
supply
bathroom
s
External
Reconstru
ction work
Constuct
new roof
Fit new
triple
glazed
windows
Constructed
car pack and
prep for
landscaping
Painting
Prepare
building for
painting
Paint
Landscapin
g
Landsca
pe back
garden
Landsc
ape car
park
7
Project Management Assignment


Activity List
1.1 Apply for planning permission
1.1.1 Divide renovation in two departments- internal reconstruction department and
external reconstruction department.
1.2 Gut entire house
1.3 Reconstruction work
1.3.1 External construction
1.3.1.1 Construct new roof infrastructure
1.3.1.1.1 Insulate roof and weather proof roof
1.3.1.1.2 Lay the old roof slaps which were recondition
1.3.1.2 Fit new triple glazed windows
1.3.1.3 Prepare car park for landscaping
1.3.2 Internal construction
1.3.2.1 Construct four separate apartments to meet the design brief
1.3.2.1.1 Insulate
1.3.2.1.2 Prepare walls for plastering
1.4 Electrical work
1.4.1 Re-wire building
1.4.2 Supply and fit four separate fuse control units
1.4.3 Provide extra sockets for each apartment
1.5 Plastering
1.5.1 Re-plaster walls
1.5.2 Prepare walls for painting
1.6 Woodwork
1.6.1 Fit kitchen
1.6.1.1 Fit kitchen units and counter tops
1.6.1.2 Fit kitchen floor
1.6.2 Supply and fit floors and skirting boards
1.6.3 Supply and fit doors
1.6.4 Supply and fit wardrobes
1.7 Painting
1.7.1 External painting
1.7.1.1 Undercoat
1.7.1.2 Final coat
1.7.2 Internal painting
1.7.2.1 Undercoat
1.7.2.2 Final coat
1.8 Plumbing
1.8.1 Fit new boiler system
1.8.2 Fit and supply bathrooms

8
Project Management Assignment


Timeline of Events

Task Name Duration Start Finish
Renovation of building 126 days Tue 10/09/13 Tue 04/03/14
Apply for planning permission 4 weeks Tue 10/09/13 Mon 07/10/13
Planning permission approved 1 day Tue 08/10/13 Tue 08/10/13
<Gutting of property and
structural work complete of
separate apartments ready for
electricians and plumbers>
weeks Wed 09/10/13 Tue 22/10/13
Electrical work 2 weeks Tue 22/10/13 Mon 04/11/13
Plumbing work 2 weeks Tue 22/10/13 Mon 04/11/13
Re-commencement of
construction
3 weeks Mon 04/11/13 Fri 22/11/13
External construction of car park
and landscaping of gardens
2 weeks Mon 04/11/13 Fri 15/11/13
Plastering 3 weeks Fri 22/11/13 Thu 12/12/13
Supply and fitting of kitchens 1 week Thu 12/12/13 Wed 18/12/13
Supply and fitting of bathrooms 1 week Fri 13/12/13 Thu 19/12/13
Fitting wooden floors and
carpets
1 week Tue 17/12/13 Mon 23/12/13
Fitting of doors and wardrobes 1 week Tue 17/12/13 Mon 23/12/13
Painting of the internal and
external of the building
1 week Mon 03/12/13 Fri 03/01/14
Finale fixtures and fittings 3 days Fri 03/01/14 Mon 06/01/14
Finale inspection 1 day Wed 08/01/14 Wed 08/01/14
Sale of apartments 2 months Wed 16/01/14 Tue 14/03/14

9
Project Management Assignment


Critical Path (Fig 1.2)




The critical path analysis indicates the longest possible duration that the
renovation can to complete. From our calculations from the above critical
path analysis we indicate that the longest completion date of the
renovation will be 178 days. This is assumption is formed on the above
analysis and the path of A+C+E+G+H+N.





Activity Dependency Duration
in days
A - 28
B A 60
C A 72
D C 21
E C 21
F D 14
G E 30
H G 27
I B 14
J B 27
K I,J 10
L K 1
M F 1
N H 1
10
Project Management Assignment


(iv)What is the project likely to cost, is there a budget for example? Students should
include a high level summary of the cost breakdown. (10 marks)

Projected Budget for flipping a house

*All Figures stated are based in e
in Euro

Budget

800'000


Purchasing the building

550'000

Renovations

250'000


800'000


Projected breakdown of capital


Building

535'000

Tradesmen for 6 months (N1)


74'880

Two Painters for 1 month

6'240

Total

616'120


Expenses

PAINT

Interior

5700


Total

5700


FLOORING


Carpet

3000

Laminate wood flooring

4000

Floor Tiling

6000

Wall Tiling

6000

Skirting Boards

1900

Architraves

1500

Total

22'200


ROOFING


Reconditioning of existing roofing slabs

40'000

Insulation and fireproofing

2'000

Total

42'000


11
Project Management Assignment




Plumbing ex labour

Boilers x4 (N2)

4600
Fixtures and Fittings (Radiators, Bathrooms, Showers, Sinks, Toilets,
etc.) 7600


Total

12'200


Electrical ex labour

Wiring, lighting and sockets

6000


Total

6'000


Interior Walls

Dry lining and Studding

6000


Total

6'000


GARDEN


Landscaping

2500

Flowers & trees

1000

Car park

6000


Total

9'500


WINDOWS


Triple glazed windows

18'000


Total

18'000


DOORS


Front Door & Back Door

1500

Apartment Main Doors

1600

Apartment Internal Doors

1600

Total

4'700
HEALTH &
SAFETY
Fire Extinguisher
x8(N3)

240
Smoke Detectors
x12(N4)

120

Total

260


12
Project Management Assignment




KITCHEN & APPLIANCES
Hob and Oven
x4(N5)

12'000


Total

12'000


Guttering and Drainage

Gutters and Drains

1900

Total

1'900


Security
Cameras x2
(N7)

1100

Intercoms

950

Alarm systems

3700

Electric Gates

2900

Integrated post-boxes x 4(N6)

400

External Lighting

300


Total

9350



TOTAL

Available capital for the project

800'000

Over expenses

765'730

Capital held in reserve for unforeseen events

34'270



WORKINGS FOR ACCOUNTS
N1= Labour costs based on a 39 hours week with an hourly rate of 20.
N2= One boiler per apartment costing 1150.
N3= Each fire extinguisher costing 30. 2 per apartment and one on each floor.
N4= Each smoke detector cost 10. Two per apartment and one on each floor.
N5= Each hob and oven costing a combined 3000. One per apartment .
N6= Each integrated post box costs 100.
N7= Each camera costing 550.One at the entrance and one at the front door.


13
Project Management Assignment


Risk Identification
There are a number risk with a project of this nature some have greater impact than others, it
is therefore important to analyse the budget, timeframe and activity list to pin point these
problems in order to deal with them accordingly. We determined these risks through a brain
storming session headed by our team manager Richard but with full participation with our
entire team. In this session we identified key threats which we felt need to put through a
process in order to determine their severity, responsibility, mitigation, response and finally a
change process in order to allow for changes to the project as a whole. We felt it is necessary
to categories the risks into a number of key areas in order to provide a full overview of
project these include budget, Timeline, health and safety, team issues and potential real estate
issues.
Failure to keep within 700,000 budget e.g. unforeseen rises in renovation costs
down to problems with structure or mold and rises in cost for building materials.
Failure to keep within in designated six month timeframe with emphasise on the four
months for renovation of the property as this would provide the most negative impact
on the project e.g. failure to attain planning permission within projected time limit,
delays in contractors completing key work on project such as electrical, plumbing
etc. Delays in the arrival of key equipment and building material.
Health and safety factors could cause serious problems to the project and may cause
delays and stoppages e.g. accidents on site such as falls, failure to attain relevant
safety requirements such as local building codes and relevant fire safety codes.
Adverse weather condition may also cause severe problem to project as the
renovation is taking place throughout the winter high wind, heavy rain and persistent
snow may cripple the project.
Internal team problems may also be a factor including lack of communication
between various members of the team resulting in misunderstanding and conflict
within the team. Inexperience and lack of skills may also affect the team dynamic
leading to other members taking extra responsibilities which will affect quality of
work.
Failure to sell property after renovation within specified time may lead to potential
financial problems and with only two month to do so this may need to be extended to
meet a more realistic timeframe.






14
Project Management Assignment



After identify these risks we structured them into external and internal risk in order to be able
to determine what risks can be control and influenced by the team (internal) and what risks
are beyond the teams control and Influence (external).
Internal Risks External Risks
Budget problems due to unforeseen rise in
renovation costs and building material.


Timescale problems due to delay in
planning permission.
Lack of communications between team
member leading to confusion and delays.
Rise in the cost of building materials.
Adverse weather conditions such as high
winds, heavy rain and snow.
Accidents on site such as a fall.
Delays in the arrival of key equipment and
building.

Delays in contractor completing key tasks
such as electrical, plumbing etc.

Failure to sell apartments in specified time.







15
Project Management Assignment



Risk Severity Matrix
Following this we proceeded to create a Risk severity matrix in order to highlight the project
most important risks and the likelihood of them occurring as shown below. The matrix scale
is from 1-5 for impact on the project and probability of occurring during the project.
(Fig 1.3)
Impact

5 1A



4



3 1B 1D 1F



2 1C 1E 1G





1



0 1 2 3 4 5 Probability











1A Accident on site


Low
risk


1B Planning permission Delay

Medium risk


1C
Rise in cost of building
material


High
risk


1D Rise in renovation costs


1E Bad communications


1F
Delay in key
tasks being
completed


1G
Delay in sale of
apartment





16
Project Management Assignment


Risk mitigation
After we located our most important risks to the project we came up with a number of
mitigating factors which we can set in place to help limit or avoid the severity of these
risks.
In terms of adverse weather condition risk, bearing in mind the majority of our build
will be taking place in the winter we have taken out an insurance policy for the site
with all relevant storm damage covered. This will effectively transfer our risk to the
insurance company. We are also able to transfer some of our liability to our
contractors through expressed contracts which stipulate cancelation of payment if
significant delays in key tasks being completed arise this will also include if estimated
cost rise above a certain threshold.
We were able to estimate a cost buffer of 34,270 from our budget surplus which we
can use as a cash reserve to deal with any significant cost related problems which
cannot be transferred to a third party e.g. extra real estate cost to deal with let sale of
apartments.
Certain risks such as accidents on site are an accepted risk in the renovation of a
house of this size although we have taken step in avoiding these incidents by
complying with all relevant safety legislation and only hiring competent experienced
contractor with good safety records.
Delays in planning permission are an accepted risk with little in the way of mitigation
as are out of the control of mitigation process.













17
Project Management Assignment


Risk Register
After using the risk severity matrix to highlight the most severe risk to the project we then
proceeded to create a risk register. This helps the team allocate responsibility for each risk to
a designated team member who can then report to the team if these problems arise and deal
with them with proper response accorded to it. Ultimately this team member is responsible
for their designated risks. See fig 1.6 in appendices
Change control process
In order to deal with changes to the scope which may arise through different risks arising, we
have had to use a change control process headed by Richard and Matthew. In order to deal
with important change we have set up a change control board which has final say over any
changes to the budget or timeframe of the project. Minor changes do not need to go through
this process and can be given the green light by Richard the Team manager.
A change request report is submitted by a team member wishing to make a significant
change to the scope.
The change request is check over by Richard the project manager and recorded.
The change is the checked over by the project team as a whole.
Recommendations are made by the project manager to the change control board.
These are either accepted or rejected by the board.
If these changes are accepted the scope and relevant parts of the project are updated
with the changes.
Changes are then implemented.


(Fig 1.4)
18
Project Management Assignment



Personal learning statement
The overall objective of our project was to purchase a Georgian style house, renovate it into
four high end apartments and then sell those apartments all within a six month timeframe.
Our team consisted of four members. In our first project meeting we assigned each member
of the team a role that they would have for the duration of the project, we choose the team
roles with regards to who had the necessary skills to thrive in the roles given. We also broke
up the project so each team member was assigned a different task to complete. Looking back
over the project we as a team were satisfied with how each other performed and the level of
commitment and enthusiasm within the team. Every decision was made on a democratic basis
in relation to roles within the project and who was responsible for each part.
We as a team learnt a lot from doing this assignment and improved some of our basic skills
with regard to working in a team. One of the main things we learnt was the importance of a
high level of communication which is needed in order to let the project run smoothly, at the
start of the assignment the team were maybe not communicating as well as we could have
been which caused problems with team members contradicting each others work. This
problem was quickly rectified though and the team got into sync with on another quickly.
Delegation was another important aspect of project management, and by doing this project
the team learnt how important it is. When we looked at the project we saw the lay out was
two, thirty mark questions and four, ten mark questions we decided that we would break the
project up that two members of the group would be given one 30 mark question while the
other two would be assigned two ten mark questions. This turned out to be a very successful
practise of delegation as the two members with one, thirty mark question could concentrate
solely on that as it would require more input then the others and the team members with the
ten mark questions would be able to finish within the same timescale as less input is required.
Overall we happy with the project manager and team performed. We felt he lead the team
well and showed a lot of the characteristics that a project co-ordinator should have. If there
was ever tension within the group to do with deadlines or what way the project was being
done he was always there to act as a mediator, he also made sure everyone knew what time
team meetings where being held and everyone knew what was expected of them. The project
team developed their skills in relation to things such as dealing with third parties like
contractors. The team also learned how to implement gant charts, work and organisational
breakdown structures, timelines and activity lists. All of this ensured the project ran on time
and was successful.





19
Project Management Assignment


APPENDI CES

Milestone Chart (Fig 1.5)









Event OCTOBER NOVEMBER DECEMBER JANUARY FEBUARY MARCH
Planning
permission
approved

Gutting of
the
property

Plumbing,
electrical
and
mechanical
inspection
approved

Final
inspection
approved

Apartments
ready for
public
viewing

Sale of all
four
apartments

20
Project Management Assignment



Risk Register (Fig 1.6)

Event Root
Cause
Trigger Risk
responsibility
Probability Impact Response
Budget problem
due unforeseen
rise in
renovation costs
Mould in
floorboards.
Internal Richard
low medium
Use budget
surplus to
cover
increased
costs.
Accident on site. Serious fall. External Richard
low high
Stop
building on
site till all
relevant
investigation
are
completed
and site is
deemed safe
Lack of
communication
on site leading
confusion and
delays.
Lack of
oversight
and team
meetings.
Internal Matthew
medium low
Hold
emergency
team meeting
to help get
project back
on track
Delays in
contractors
completing key
tasks.
Delays in
plumbing
and
electrical
etc.
External Brendan
medium medium
Get in
contact with
contractors
in order to
ascertain
extent of
delay. If
delay is to
long
terminate
contract and
find new
contractors.
Delay in
attaining
planning
permission.
Industrial
action by
workers in
county
council
External Jamie
low medium
Wait till
planning
permission is
granted as
building
cannot begin
21
Project Management Assignment


















until then.
Unforeseen rise
in the cost of
building
material.
Increased
commodity
prices
External Richard
low low
Use budget
surplus to
cover
increased
costs.
Failure to sell
apartments in
designated time.
Fall in
property
demand.
External Matthew
high low
Increase
advertising
of property
with
newspapers
and real
estate agents.
22
Project Management Assignment


Responsibility Assignment Matrix (Fig 1.7)
Team
Members
Richard Brendan Jamie Matthew
Responsibilitys
PM A P R
Financial
Manager
S I R A
Reconstruction R S P A
Electrics R S P A
Plastering R S P A
Woodwork R S P A
Painting R S P A
Landscaping R S P A
Plumbing R S P A
Risk
Management
S I P A

P = Participant A = Accountable R = Review required I = input required S = sign
off required







23
Project Management Assignment


Gant Chart (Fig 1.8)






24
Project Management Assignment


Bibliography
Differences Between Destructive & Constructive Conflict | Chron.com. 2013.
Differences Between Destructive & Constructive Conflict | Chron.com. [ONLINE]
Available at: http://smallbusiness.chron.com/differences-between-destructive-
constructive-conflict-1202.html. [Accessed 10 October 2013].
2013. . [ONLINE] Available at:
http://www.hsa.ie/eng/Legislation/New_Legislation/SI_291_2013.pdf. [Accessed 14
October 2013].
Recent Projects by SM Roofing Contractors DublinSM Roofing Contractors Dublin .
2013. Recent Projects by SM Roofing Contractors DublinSM Roofing Contractors
Dublin . [ONLINE] Available at:http://www.roofingcontractordublin.com/recent-
projects/. [Accessed 14 October 2013].
National College of Ireland Moodle: Login to the site. 2013. National College of
Ireland Moodle: Login to the site. [ONLINE] Available
at:https://moodle.ncirl.ie/mod/resource/view.php?id=13679. [Accessed 14 October
2013].
Construction Site Hazards - Causes and Classification of Accidents in Buildings
Under Construction. 2013. Construction Site Hazards - Causes and Classification of
Accidents in Buildings Under Construction. [ONLINE] Available
at: http://www.brighthubengineering.com/building-construction-design/84994-safety-
in-buiding-construction/. [Accessed 14 October 2013].
Threats and Opportunities - Brainstorming. 2013. Threats and Opportunities -
Brainstorming. [ONLINE] Available
at:http://www.threatsandopportunities.com/risk-identification/risk-identification-
techniques/brainstorming/. [Accessed 15 October 2013].











25
Project Management Assignment