PPMP20008: INITIATING AND PLANNING PROJECTS

ASSIGNMENT ON
PROJECT MANAGEMENT PLAN
DISPLAY SUITE FITOUT FOR QUEEN VICTORIA STREET
FREMANTLE APARTMENTS WA

AMD CONSTRUCTION
204 BROKE STREET
SYDNEY, NSW 2000

SUBMITTED ON: 20/5/2016

SUBMITTED BY:
ANH NGUYEN PHAM (S0252679)
BHUWAN GIRI (S0273826)
RAMESH BHATTARAI (S0266380)
SUMAN BALLA (S0276219)

TABLE OF CONTENTS
INTRODUCTION (BHUWAN)
PROJECT MANAGEMENT APPROACH
PROJECT SCOPE
MILESTONE LIST
SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE (SUMAN)
CHANGE MANAGEMENT PLAN
COMMUNICATIONS MANAGEMENT PLAN
COST MANAGEMENT PLAN
PROCUREMENT MANAGEMENT PLAN (RAMESH)
PROJECT SCOPE MANAGEMENT PLAN
SCHEDULE MANAGEMENT PLAN
QUALITY MANAGEMENT PLAN
RISK MANAGEMENT PLAN (RAY)
RISK REGISTER
STAFFING MANAGEMENT PLAN
RESOURCE CALENDAR
COST BASELINE
2

QUALITY BASELINE
SPONSOR ACCEPTANCE

1. INTRODUCTION
This project management plan encompasses all the required plans and sub-plans which are
rudimentary for success of a project. This project report includes the total budget and the number
of employees and the equipment required for the execution of the project in a given time frame
for each work. All the information is provide below in the project plan.
1.1 Purpose
The primary purpose of this project, Display suite fit out, includes demolition of existing interior
with construction, furnishing, electrical works, lighting and finally plantation and landscaping on
the basis of detail demolition and construction drawings provided by Hassell Architectural
Design as discussed earlier.
1.1.1 Plan description
It is a commercial suit design for apartment. In fact it is like a dummy so that the
stakeholder can see what the company is going to build in the near future.
1.1.2 Plan pre requisite
Architectural drawing is the first prerequisite for the project, Cost is another factor, working
hour and time also plays important role too.
1.1.3 External Dependencies
Social factor like noise pollution, air pollution may occur during dismantle work, work cannot
commence at night, to reduce sound pollution and complains.
1.1.4 Monitoring and control
Project manager is responsible for the monitoring and control of the whole project. Frequent
monitoring and control is necessary so that the project is completed in right time with
correct budget
1.1.5 Budget
As the project is sponsor by DHA, DHA is paying the money for this project. The budget of
our project is AUD 39,000.00. and the time for the completion is 85 days approx..
1.1.6 Tolerance
There is 10% tolerance in both working time and in budget. It is because any incident can
postpone the work schedule which cause delay in completing the task which ultimately lead
to raise in finance.
3

1.1.7 Schedule
The schedule of our project is shown in Gantt chart which is attached in the appendix.
change in the plan or date should be informed to the team members of the project by the project
manager.

2. PROJECT MANAGEMENT APPROACH

Richard Macculum is the project manager and has the full power and is responsible for managing
and for the execution of the project as per the Project plan and its all other subsidiary plans of
managements. The project requires many persons from different field of interests such as
Engineers, general and skilled labors, foreman and the equipment and machines for the
demolition process. The project manager will use all the resources and works according to the
management plan for the proper execution of the project. The total project and subsidiary plans
should be checked and needs approval from the project sponsor, CWB. Also, the funds are
arranged by the CWB for the project. If any other approval is required then for that a written
format is made and signed by the sponsor as well as by the project manager for getting any
permission from the authorities. The project manager is responsible for communicating with
organizational managers on the progress and performance of each project resource.

3. PROJECT SCOPE
The scope of this project includes the planning, design, development, testing, and re-construction
of the apartment. This project will meet or exceed organizational standards and additional
requirements established in the project charter. The scope of this project also includes
completion of all documentation, manuals, and training aids to be used side by side with the
demolition and construction process. Project completion will occur when the demolition,
construction and documentation have been successfully executed. All project work will be
performed internally and no portion of this project will be outsourced.

4. MILESTONE LIST

The table given below shows the milestones for the demolition and re-construction of the given
project. This project includes only major milestones of the project and rest of sub-plans are
described in other parts of project plan are described in other sub headings and WBS. If delay
happens during the project execution which may affect the milestone then the manager should be
notified as soon as possible so as to avoid the delays and to provide the delivery on time. Any
change in the plan or date should be informed to the team members of the project by the project
manager.

Milestone
Demolition Floor Work

Demolition ceiling work

Finishing floor works

Description
Date
All equipments and labours are required demolish the 22/02/20
floor. Demolition of tiles, removing skirting,

16

removing carpets
This includes demolition of ceiling tiles, removing

8/03/201

air conditiong ducts, lights, removing electrical wires

and support frames of iron or steel.

This includes fixing doors and windows, installation

29/04/20

of carpets, electrical supplly and wire and

16

equipments installation, water supply and necessary

equipments installation, paint, sanitory works and
Finishing ceiling work

brickwork.
This includes re-alignment work of vent and grill,

26/05/20

celing tiles installation, fibre cement works , roof and

16

external painting works.

5. SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE

.

Schedule baseline is the approved project schedule and is part of project plan (PMBOK 2013).
The project Display suite fitout for Queen Victoria Street consists of work packages which are
more than 8 hours to but do not cross 56 hours of work. The project work packages were
formulated with sound collaboration among the team personnels and inputs from various sources
from the past were too incorporated. All work packages are defined in the WBS Dictionary for
this refurbishment project which include all tasks, resources, and deliverables. Every work
package in the WBS is defined in the WBS Dictionary and will aid in resource planning, task
completion, and ensuring deliverables meet project requirements.
All team individuals contributed for this project and the schedules were taken from WBS and
ProjectCharter. Only after the approval of project sponsor, the project got base-lined. Further
schedule are to be updated with Ms Project by the Project Manager. If there are to be any
proposed changes to the current schedule, it will follow control process. With the combined
consensus of project manager and team, the determination of the effects on the change on
schedule, resources, cost and risks will be carried out.If there is to be changes, it should be
approved by the Project Sponsor which will then be incorporated by Project Manager in all
stages.
The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix A,
Project Schedule and Appendix B, Work Breakdown Structure.

6. CHANGE MANAGEMENT PLAN

Change management incorporates the change control process. A standard template can be used
in the project when there is needs for change in daily schedule of work due to shortage of
material or unavailability of labor. Even a small change in project must be carefully carried out
as it may impact overall duration of the project. The whole cycle should first identify the
necessity of change, record it in a register, carry out evaluation for its necessity, submit the
request for change and finally present it on to the board and implement if it is passed by the
board and implemented by the project manager. Any of the team
Any team member or stakeholder may submit a change request for the SmartVoice Project. The
SmartVoice Project Sponsor will chair the CCB and any changes to project scope, cost, or
schedule must meet his approval. All change requests will be logged in the change control
register by the Project Manager and tracked through to completion whether approved or not.

7. COMMUNICATIONS MANAGEMENT PLAN

7.1 Communication Management Approach
The effectiveness of communication is administred by the Project Manger. This can be ensured
by use of Communication Matrix for documentation of all forms of communication.
Communication matrix is the bible of communcation which consist of information about who
should be involved in communication, when to make the communication and whom to
communicate. With the progress of project amendments will be required in this matrix which
may be driven by variation in personnel, scope, finance and other reasons. The project manager
is the key person who administers all the proposed and approved modifications to the whole
communication management plan. Only after approving the chages, project manager will make
updates on the plans and helping documents and eventually circulate the updated communication
plan to the team members and stakeholders. This process should be in sync with projects
Change Management Pland which surely helps to keep all the stakeholders in the loop so that
everyone is aware of the changes in communication management.

The communication matrix of project team presented below encompases the communications
requirements. It will be a guideline for information communication.

Name

Title

Jarvis John

Project Sponsor

Richard
Mac

Project Manager

Cullum
Kenya
Kent
Smith
Young
Civil
Engineer
Tek Karki

Supplier
Quality
Specialist
Suman Bang
Foreman

E mail

Office Phone

[email protected]
om
richardmc@gmail.
com

KenyaKent@gmail
.com
smithyoung@gmai
l.com
sumanban@gmail.
com
[email protected]

0436988948

0436599944

0436598912
0436598458
0436597895
043654548

Cell

Communication

Phone
preference
043659894 Collaborative
7
043659894
6

043959894
5
046329894
5
043458945
043779894
5

Environment
Email

Cell Phone
Schedule
Office Phone
Cell Phone

Roles of the team members are as follows:

Project Sponsor: Project Sponsor is the lead person in the project and has the authority to
authorize the project charter. Success of the project depends on the project sponsor and is the
ultimate source of funding.
Project Manager:
Project Manager is the person who has birds eye view of the project at portfolio level
and administers majority of the resources to the project. The project manager of this project
oversees the overall demolition and all works that follow afterwards.
Supplier:
Supplier is responsible for making sure the materials are on time for demolition and
construction
Quality Specialist:
Quality Specialist checks the strength and quality of the materials used in the project.

Civil engineer:
Civil engineer sees if the site works are running according to planned drawings
Foreman:
Foreman guides the general labor in carrying out laboring works
7.2 Communication method and technologies:
A common method of communication is to be established for communication. Google
Drive can be incorporated to share data and files among the team members. All team members
should possess basic understanding of MS project and ability to develop, maintain and
communicate schedule. Further, every team member is given with a personal profile with own
username and password to access their portals online in a common platform or company
website.

8. COST MANAGEMENT PLAN

9. PROCUREMENT MANAGEMENT PLAN

The process which helps in acquiring the goods that required in the project is known as
Procurement Management Plan. There are various goods required in the completion of the
project like brick, sand, cement, reinforcement, woods, natis, glue, tiles and many more. The
procurement plan gives the clear idea about when , the required materials are to be deliver in
the site in proper quantity.
In the event a procurement becomes necessary, the Project Manager will be responsible for
management any selected vendor or external resource. The Project Manager will also measure
performance as it relates to the vendor providing necessary goods and/or services and
communicate this to the purchasing and contracts groups.

SN

Description

Order Date

10

Received Date

Remarks

Bricks

Sand

Cement

Nails, Glue,

Tiles

Furniture works

10.PROJECT SCOPE MANAGEMENT PLAN

The work that needs to be accomplished to deliver a product, service, or result with the specified
features and functions. Project manager is sole responsible for the scope management of the
project. It is defined by WBS, WBS dictionary.

1 Refurnishing an apartment

1.1 Demolition floor work

1.2 Demolition ceiling work

1.3 Finishing
worksceiling works
1.4Floor
Finishing

1.1.1Remove existing data GPOS, carpet tiles, perimeter ducted skirting

1.4.1 Tile works

1.2.1 Remove lighting, grid, ceiling tiles

1.1.2 Front door brick work

Fibre cement works

1.3.21.4.2
Tile works
1.2.2 Relocate existing lights and electrical
1.3.3 Electrical works
1.4.3 Roof and external painting works

1.1.3 Form opening in partition wall for new door

11

Project Schedule plan also includes WBS dictionary.

WBS Number:

WBS Name:

Work Package?

1.1
WBS Predecessor(s):

Front door brick work

WBS Description:

Yes / No

None

This work package aims to remove existing window cut the

double brickwork to accept a new front door of floor plan.

Must-Start Date:
02/02/2016
Must-Finish Date:
03/02/2016
WBS Estimated Effort:
2 days
Assigned to:
Team Leader: Michael

Resources: Labour, equipment, material

Total cost: $1,100 AUD
Assumptions and Constraints:
There could be a time constraint due to fault in cutting the brick
that also need an additional cost of material and worker to
perfectly fix it

Robert (Phone:
0449133556)
Project manager: James
Smith (Phone:
0424445667)
Technical information: Workers try to avoid break the concrete and the finishes of the
internal and external brick wall nearby to prevent the cost to fix that place, and must be
follow the safety instruction during performing task
Quality requirement: After completion, the quality must be checked by expert and project
manager, and the following task can be conducted conveniently.

12

Acceptance criteria: Tasks are met the expectations of the expert and done on schedule of
the project. There is no risk occur in the next following task

In our project we have different WBS dictionary. As we can see it has all the points that easily
describes the Project scope management plan. We have attached the other WBS dictionary at the
end.

11. SCHEDULE MANAGEMENT PLAN

In project management, a schedule is a listing of a project's milestones, activities, and
deliverables, usually with intended start and finish dates.
11.1 Resource Estimating
Project estimation requires a level of expert judgement, not only in the project itself but more
importantly expert judgement of the business environment in which the project is being
delivered. Some areas of consideration are:

Impact of inflation over the project lifecycle

Foreign exchange risk when using international suppliers

Can hedging or insurance reduce the exposure to the business

Required labor and labor rates

Material costs and assumptions

13

Costs of quality

Availability of historical information

Level of project estimation accuracy required

Duration Estimating
Straightforward approach to the estimation of activity durations is to keep historical records of
particular activities and rely on the average durations from this experience in making new
duration estimates. Since the scope of activities are unlikely to be identical between different
projects, unit productivity rates are typically employed for this purpose. For example, the
duration of an activity Dij such as concrete formwork assembly might be estimated as:

11.1 Activity List

ID

Descrip

Name

tion

Predecessor
ID Relations

3
4
5
6
7
8
9
10
11

CUT-BACK EXISTING PERIMETRE

REMOVE EXISTING DATA AND GPO'S
REMOVE CARPET TILES TO ACCEPT
REMOVE EXISTING PERIMETRE DUCTED
RELOCATE SECURITY CONTROL PANEL
RELOCATE A/CON. CONTROLS
REMOVE EXISTING SKIRTING
FORM OPENING IN PARTITION WALL

3
3
3
6
7
8
9
10

hip
FS
SS
FS+1day
SS
FS
FS
FS
FS

13
14
15
15
16

FOR NEW DOOR

Remove Lighting from the Ceiling
GRID & CEILING TILES. REMOVE
REMOVE EXISTING EXPOSED CEILING
REMOVE EXISTING LIGHTS AND ELEC
RELOCATE EXISTING MECH.GRILLS AND

11
13
14
15
16

FS+2days
FS
FS+1day
FS
FS+1day

20

Brickwork

19

SS

14

Successor
Relati
ID
onship

21
22
23
24
25
26
27
28
29
31
32
33
34

Tile Works
Doors and Windows
Water supply
Sanitary works
Sanitary and CP Fixtures
Electrical Works
Electrical Fixtures
Furniture Work
Internal Painting work
Re Alignment works of vent and grill
Tile works
Fiber cement works
Roof and external Painting works

20
20,2
20,2
23
24
23
26
27
28
29
31
32
33

FS
20SS
20FS
FS
FS+1day
FS
FS+1day
FS
FS
FS+2days
FS
FS
FS

12.QUALITY MANAGEMENT PLAN

Planning for quality management in a project increases certainty and reduces the risk of project
failure attributable to inadequate project management processes that result in outputs failing to
meet defined and agreed standards. A Project Quality Management Plan is a formal framework
that defines the project management processes that will be applied ensure that the project is
managed in accordance with relevant methodologies and standards so that the delivery of project
outputs can be confirmed by the Steering Committee as fit for purpose
12.1 Quality Planning:
It includes identifying which quality standards are relevant to the project and determining how to
satisfy them.

15

12.2 Quality Assurance:

It involves evaluating overall project performance on a regular basis to provide confidence that
the project will satisfy the relevant quality standards.
12.3 Quality Control:
It involves monitoring specific project results to determine if they comply with relevant quality
standards and identifying ways to eliminate causes of unsatisfactory performance.

13.RISK MANAGEMENT PLAN

The principle for managing risks for the Display Suite Fitout Queen Victoria Street, Fremantle
Apartments WA project includes a methodical process that the project team can determines,
scores, and ranks the variety of risks occurring during conducting the project. Hence, the project
manager can have the strategic plan to deal with the high level risk to promote the efficiently of
the project. The project manager is able to prioritize risks based upon the effect they may have
on the project by assigning the influence factor to each risk and measure the severity of the risk.
The highest impact risks will be added to the project schedule and assigned to risk managers in
order to take the essential method to exercise the corrective steps at the right time to minimize
the risk as minimal during the schedule. The greatest impact risks have to ensure that they was
monitored during the project schedule. When risks are determined, they will be qualified and the
team will develop avoidance and mitigation strategies to each risk. Risk managers must provide
status updates on the risks they was taking in weekly project team meetings, only in meetings
including their risks planned timeframe.
Based on this analysis of risk during then closing project, the project manager will identify any
improvements resulted from the avoidance and mitigation steps that can be made to the risk
management process for future projects. These improvements will be captured as part of the
lessons learned knowledge base.

16

14.RISK REGISTER
Existing controls described &

Evaluation

evaluated

form of Risk

Reschedule or take
Over costing more
than budget allocated

In case project does

not completes in

given time frame

Machinery break
down

a bank loans

to reduce this risk

(L, M, H or

ENTITY>.

What we will do

Effectively assign
P

Yes

the work for

workers avoiding

Get in agreement

delay in tasks
Assign the task

with the project

effectively to

owner for the

extension of

No

avoiding delay or
assign more

completion day

workers to do the

Hire another

delayed tasks
have a technicians

machines or need
the assist of
technical expert
17

VH - see Sheet 1)

VULNERABLE

risk.
(L, M, H or VH - see

<INSERT

(A, B, C, D or E -

in/to/on/for/of

(1, 2, 3, 4, or 5 - see

IMPACT>

to manage this
Current Effectiveness

will <INSERT

What we do now

Sheet 1)

<INSERT EVENT>

Sheet 1)

"There is a risk that

see Sheet 1)

For example,

Accept Risk (Yes or No)

Statements(s) below.

Future Risk Level Target

the EFFECT(s) in the

Further Actions

Risk level

List the EVENT and

Likelihood

Consequence

Identified Risks
Risk Description

Analysis &

No

at the sites and

regularly maintain
equipment

buy back the

Theft

shortage materials

good security
N

No

Material shortage

workers to
perform task on

construction site or

No

always follow
employees'

schedule
seek another

engagement
have agreement

reliable suppliers

with a few

CCTV at all time

have good HR

hire additional
Employee turnover

system at the

No

suppliers to

prevent shortage of

Political issue

seek the help of

materials
conduct project

layer for advice

when satisfying

No

political conditions

as approval of

Competition

assess the progress

government
have good

and final products

management

to compete with

system to improve

other competitors

Yes

performance that
can produce the

product with high

quality at the low
Changing conditions
of maket

need to accept the

Yes

price than other

estimate the

fluctuation of the

changing of the

market and have a

prices of materials

agreement with

to avoid loss

stakeholder
regarding the
18

changing of price

15.STAFFING MANAGEMENT PLAN

The Display Suite Fitout Queen Victoria Street, Fremantle Apartments WA Project will consist
of a matrix structure with support from various internal organizations. All work will be
performed internally. Staffing requirements for the Display Suite Fitout Queen Victoria Street,
Fremantle Apartments WA Project include the following:
Project Manager (1 position) responsible for all management for the Display Suite Fitout
Queen Victoria Street, Fremantle Apartments WA. The Project Manager is responsible for
planning, creating, and/or managing all work activities, variances, tracking, reporting,
communication, performance evaluations, staffing, and internal coordination with functional
managers.
Program Construction Manager (1 position)- Specific duties during construction includes:
determine scope, negotiate agreement, review request, serve as liaison, monitor project for
compliance to program requirement and provide specialized support to Project Construction
Managers
Project Controls Specialist (1 position): is generally responsible to Project Manager for overall
project controls; scheduling, cost trending, cash flow projections, cost to date and cost to
completion reporting, and consolidating inputs from all parties into a single monthly report.
Field Inspectors (2 positions): assigned to observe and inspect the project and the materials
during conducting the tasks, advise project manager after witness the field tests and review field
progress against approved schedule and document, document construction activities, review
progress payment applications with Contractor
Safety Representative (1 positions): make periodic site visits for safety compliance
19

Team leaders (3 positions): who are responsible for each specific tasks such as, brickwork,
finishes, plumbing, and electrical work
THE PROJECT MANAGER WILL NEGOTIATE WITH ALL NECESSARY TSI FUNCTIONAL
MANAGERS IN ORDER TO DETERMINE AND ALLOCATE RESOURCES FOR THE

DISPLAY SUITE

FITOUT QUEEN VICTORIA STREET, FREMANTLE APARTMENTS WA PROJECT. ALL

RESOURCES MUST BE APPROVED BY THE APPROPRIATE FUNCTIONAL MANAGER BEFORE THE
RESOURCE MAY BEGIN ANY PROJECT WORK.

THE PROJECT TEAM WILL NOT BE CO-LOCATED

FOR THIS PROJECT AND ALL RESOURCES WILL REMAIN IN THEIR CURRENT WORKSPACE.

16.RESOURCE CALENDAR
The Display Suite Fitout Queen Victoria Street, Fremantle Apartments WA Project will require
all project team members for the entire duration of the project although levels of effort will vary
as the project progresses. Project team is required to work 40 hour work weeks. If a project
team member is not required for a full 40 hour work week at any point during the project, their
efforts outside of the Display Suite Fitout Queen Victoria Street, Fremantle Apartments WA
will be at the discretion of different functional work. The following graph below show the total
effort hours of project team on different main tasks monthly.

200
180
160
140
120

demolition floor work

hours 100

demolition ceiling

80

finished floor work

60

finished work on
ceiling

40
20
0

February March

April

May

Month

20

17.COST BASELINE
The cost baseline for the Display Suite Fitout for Queen Victoria Street, Fremantle Apartments
WA project includes all budgeted costs for the successful completion of the project.

Cost Baseline Template

Display Suite Fitout
for Queen Victoria
Street, Fremantle

Project Manager:

Project Name:

Apartments WA
To complete the

Richard Mac Culum

Project

demolition and

Project Sponsor:

Objective:

redoing the interior

DHA

of display suite
Date prepared:
Prepared by:
Submitted to:
Total Cost

AMD Constructions
DHA

12/01/2016

$39,600

Date: 01/02/2016

Authorization:

Expense

Labor
In-house
General Labor

Day

Hr

No. of

Tota

worker

Hrs

96

Uni
t

Total

Cum

Cos

Cost

Cost

$2,400

$2,400

purpose

source

t
$25

Laying

Raised from

protection,

investor

Removal of
rubbish from
demolition,
data, skirting,
21

funding

GPOs,
protection
works and
cleaning on
regular basis
Demolition of
Skilled Labor
(demolishers)

12

192

$25

$4,800

$7,200

carpet tiles,

Raised from

walls, ceiling

investor

tiles, grids
Removal of
lights and
electric
Electrician

13

208

$25

$5,200

$12,40
0

fittings before
demolition
and

Raised from
investor

installation of
new lights and
data points
Painting of
Painter

96

$25

$2,400

$14,80

walls, doors,

Raised from

frame and

investor

ceiling
$25
$25

Contract
Brick Worker

56

$25

$1,400

$16,20

Completion of

brick works
Removal of
windows and

Carpenter

112

$25

$2,800

$19,00

installation of

Raised from

new door and

investor

other furniture
Tile Layer

96

$25
22

$2,400

$21,40

works
Laying of tiles Raised from

on floor and
ceiling
Laying and

investor

fixing of Hot
Plumber

112

$25

$2,800

$24,20

and cold water Raised from

pipes, sanitary

investor

works,
fixtures
Administrative
material
supplies( brick
s, tiles
zyprock,
ceiling tiles,
electrical
Supplies

$8,000

$32,20

fixtures and

Raised from

points,

investor

sanitary and
water supply
pipes and
fixtures,
cement,
paints)
Equipment

$2,900

Refreshments

$1,000

Travel

$1,000

Technology

$2,500
$39,60

TOTAL

0
23

$35,10
0
$36,10

Raised from

0
$37,10

investor
Raised from

0
$39,60

investor
Raised from

investor

18.QUALITY BASELINE
The Display Suite Fitout for Queen Victoria Street, Fremantle Apartments WA Project must meet
the quality standards established in the quality baseline. The quality baseline is the baseline
which provides the acceptable quality levels of the project. The deliverables must meet or
exceed the quality baseline values in order to meet the satisfaction of stakeholders.
Item
Brickwork

Acceptable Level
Sound structure and nice

Finished job

outlook, sustainable
Nice interface, durable at less

Display job

3 years
Meet the drawing

Tiles work

requirements,
Smooth interface, nice look

Electrical work

and sustainable
Durable, working well, well-

Demolition job

organized display
Not occurring risk for next

Plumbing job

task
Well-organized and durable
pipes system, sustainable for 1
year

24

19. SPONSOR ACCEPTANCE

Approved by the Project Sponsor:

__________________
DHA
Date: 14/05/2016
<Project Sponsor Title>

25

Appendix A
Project Schedule

26

Appendix C
WBS Dictionary
WBS Number:

WBS Name:

Work Package?

1.3, 1.4, 1.5

Removing existing data and GPOS,

Yes / No

carpet tiles and perimeter ducted

WBS Predecessor(s):

skirting
WBS Description:

None

This work packages aims only to remove existing components

of floor that are existing data and GPOS, carpet tiles and
perimeter ducted skirting aiming to conveniently conduct
following tasks such as, electrical works and accept new floor
finishes.

Must-Start Date:
02/02/2016
Must-Finish Date:
09/02/2016
WBS Estimated Effort:
5 days
Assigned to:
Team Leader: Robert
Lavender (Phone:

Resources: Labor, equipment

Total cost: $3,000 AUD
Assumptions and Constraints:
There could be time and resources constraints during
performing this work packages. Therefore, it is important to
observe the task during performing to consider whether assign
more workers to complete the tasks on time

0449123456)
Project manager: James
Smith (Phone:
0424445667)
27

Technical information: Avoiding workers occupying same work room can prevent task delay,
and have to be follow the safety instruction during performing task
Quality requirement: After completion, the quality must be checked by expert and project
manager, and the following task can be conducted conveniently.
Acceptance criteria: Tasks are met the expectations of the expert and done on schedule of the
project. There is no risk occur in the next following task

28

WBS Number:

WBS Name:

Work Package?

Remove lighting,
Relocate
existing lights
grid, ceiling
and electrical
tiles

Yes / No

1.2.2
1.2.1
WBS Predecessor(s):

WBS Description:

After the compilation of

This work package aims to remove

Relocateexisting
existinglights,
lightscables,
and

1.2.1
1.1.3
Must-Start Date:

electrical
ceiling
tiles and grids
Resources: Labor, equipment,
Resources: Labor, equipment,

07/03/16
02/02/2016
Must-Finish Date:
08/03/16
03/02/2016
WBS Estimated Effort:
52 days
Assigned to:
Team Leader: Alice
Jordan
Hens
(Phone: 0449133559)
0449133556)
Project manager: James

Total cost: $800 AUD

Total cost: $2,400 AUD
Assumptions and Constraints:
There could be time and safety constraints during the operation
of this work package. So it is important to observe the task
during the time of implementation and need to give more safety
awareness before stating the task.

Smith (Phone:
0424445667)
Technical information: There
To perform
is needthis
of work
properpackage,
and experienced
there is amanpower
use of various
as it is ceiling
work, Need tomaterials
construction
considerand
about
tools
thesuch
safety
as drill,
of workers.
hammer,
At and
firstlifter
electrical
if necessary.
lights are
There
removed
is need
and
all proper
of
wires are
andremoved
experienced
and then
manpower
only we
ascan
it isrelocate
ceiling work,
the grid
Need
work.
to consider about the safety
Quality
requirement: After completion, the quality must be checked by expert and project
of
workers.
manager,requirement:
Quality
and the following
After task
completion,
can be conducted
the qualityconveniently.
must be checked
Especially
by expert
the and
circuit
project
work,
cable, lighting
manager,
Especially
fixture,
theAlso
circuit
the work
tile works
and the
as ittile
is works
ceilingasworks
it is ceiling
and may
works
haveand
chance
may of
have
leakage.of leakage and slope maintain in the ceiling.
chance
Acceptance criteria: Tasks are met the expectations of the expert and done on schedule of
the project. There is no risk occur in the next following task

29