final project - woody 2000 project plan
DESCRIPTION
Final Project - Introduction to Project ManagementTRANSCRIPT
Final Project
1.0 Executive summary
2.0 Background Information
3.0 Chosen methodology
4.0 Analysis and interpretation of results
5.0 Conclusions and recommendations
6.0 Appendix
Final Project - 1
1.0 Executive summary
1.1 Basic overview of the Woody 2000 project
It is assumed that an agreement was reached with the Directors and key management
personnel of the Custom Woodworking Company in order to devise a project
management plan to support their Woody 2000 project, aimed at expanding their
manufacturing facilities.
1.2 Goal of the proposed Project Plan
The goal of the Project Plan proposed is then to clearly define the processes and
techniques that would contribute to successfully achieving the objectives of one of the
deliverables contemplated by the Woody 2000 project.
2.0 Background information
2.1 Background of the Woody 2000 project
2.1.1 Company overview
The Woody 2000 project was conceived by the Directors and key management
personnel of the Custom Woodworking Company (also known as Woody’s), a family-
owned small-to-medium-sized company that produced custom furniture and cabinets to
order that had also established itself as a reputable supplier of millwork to the
construction industry.
Final Project - 2
2.1.2 Key management personnel
As it is customary in family-owned enterprises that are built on the reputation of those
involved, the Carpenters where highly involved in the management of the company:
Ron, the founder, was chairman and CEO; his wife, Emelia, was President and ran the
company; and their son, John, was Director and responsible for convincing his parents
of moving the company to the subcontract work.
2.1.3 Circumstances of project conception
In the wake of a mini-boom in commercial construction and its subsequent prospect of
increasing sales, the VP of Sales and Estimating persuaded the company’s Directors
that this unveiled a need to expand their manufacturing business. This sparked
argument within the company’s key management personnel that derived in a
polarization of opinions: either relocate to new and more modern facilities or expand
using the spare space in their premises. Since this heated discussion prevented any
decision from being made, Directors and key management personnel were summoned
by Ron to a meeting in order to resolve the dispute.
2.1.4 Project goals, schedule and cost definitions
It was agreed at this meeting that the company would remain on its current location and
a project was proposed to expand an additional 25% the existing floor space, install an
air-conditioning system, install a dust-free paint and finishing shop complete with
additional compressor capacity, acquire a new woodworking production train —requiring
Final Project - 3
development and installation of software and hardware to run it— and renovate the
President and Executive Vice Presidents’ offices.
Estimates of the total cost of the project —office improvement not included— added up
to $17 million; however, Ron agreed to commit a maximum of $17 million from the
company to finance the entire project and set a deadline of eighteen months for
completion.
3.0 Chosen methodology
3.1 Formulation of business situation to be addressed
With the objective of capitalizing on a prospect increase of their business portfolio, the
Directors and key management personnel of the Custom Woodworking Company have
come to an agreement to expand their manufacturing business by increasing the
production floor space in 25% and investing in the modernization of their production
lines, as well as some renovation works on their offices.
3.1.1 Identification of a specific deliverable to be developed as a
Project Plan
For the purpose of the Final Project, it is assumed that, of all deliverables contemplated
by the Woody 2000 project, the one identified to be developed by the Project Plan is the
expansion an additional 25% the existing floor space.
3.1.2 Development of Project Plan
Final Project - 4
For the purpose of the Final Project, this Project Plan is limited to Scoping and Planning
processes only. This Project Plan also excludes the analysis of market and other risks,
and procurement processes not relevant to the purpose of the Final Project.
3.2 Scoping
It is assumed that Woody’s Directors and key management personnel formed a team,
where decision makers and operational-level staff are represented, acting as
responsible stakeholders of the Woody 2000 project.
Given the impossibility to conduct a scoping meeting, its deliverables (COS,
requirements, etc.) are estimated from the proposed project agreed between the
company’s Directors and key management and used as input for the Project Overview
Statement.
3.2.1 Project Overview Statement
3.2.2 Problem or opportunity
As part of the Woody 2000 project, the Custom Woodworking Company will expand an
additional 25% their existing floor space in order to allocate a prospect increase of their
manufacturing business.
3.2.3 Project goal
Within the scope of the Woody 200 project, this construction Project Plan will deal with
the expansion of the floor space in 25%. The budget allocated for the Woody 200
project is of $ 17 million with a deadline of 18 months. The Custom Woodworking
Final Project - 5
Company has appointed a team of stakeholders to act as responsible for the Woody
2000 project.
For the purpose of this Final Project, it is assumed the construction project will be
concurrent with the other deliverables contemplated in the Woody 2000 project.
3.2.4 Project objectives
The objective of this Project Plan is:
Expand the production floor space in 25%
o Locked budget is of $ 17 million
o Deadline is of 18 months
3.2.5 Success criteria
It is assumed that the negotiated success criterion for the construction project with the
team responsible for the Woody 200 project is as follows:
Increase production capacity (for the purpose of this Final Project, this is not
taking into account)
Finishing on time
Finishing on budget
Finishing within agreed quality standards
3.2.6 Assumptions, risks, and obstacles
The decision making process in a family owned enterprise might affect the smooth
progress of the construction project. Contracting out construction work is found to be a
Final Project - 6
cause of delay in projects (Klemetti, 2006), hence the need to establish a milestones
and milestone review meetings. It is assumed that budget allocation was done without a
proper analysis, therefore financing of the construction project should be closely
monitored, and, if possible, updated.
For the purpose of this Final Project, no cost analysis or non-relevant risk analysis has
been developed; however, comprehensive risk identification is developed during the
Planning process.
3.2.7 Definition of best-fit PMLC model
It is assumed that an agreement with the team responsible for the Woody 2000 project
has been reach to implement the Adaptive Project Framework (APF) as the
recommended PMLC model for the construction project.
Consistent with the Project Management Institute PMBOK standards, the Adaptive
Project Framework (APF) has been used in a number of different projects, like software
development, process improvement, product development, R&D, product design and
process design. Its main characteristic is that it was designed to sequentially
accommodate for changes in a project, therefore limiting planning to each cycle only. Its
fundamental concept is that the scope is variable within defined time and cost
constraints, maximizing business value by engaging the client as primary decision-
maker, who decides on scope adjustments at each cycle (Wysocki, 2009).
3.3 Planning
3.3.1 Work Breakdown Structure
Final Project - 7
Based on assumptions and interpretation from relevant resources (Singh, 2009), a WBS
for the construction project would be as follows:
1. Planning
1.1.Design of expansion
1.2.Timing and budgeting
2. Procurement
2.1.Contractor quoting
2.2.Contractor hiring
3. Construction
3.1.Site clearing
3.2.Excavations
3.3.Foundation
3.4.Mounting steel structure
3.5.Roofing
3.6.Mounting walls
4. Installation
4.1.Electrical installation
4.2.Plumbing installation
4.3.Mechanical installation
5. Finishing works
6. Testing
7. Client sign-off
Final Project - 8
3.3.2 Estimates
For the task duration estimate, a three-point technique was used based on relevant
information from relevant resources (Singh, 2009).
For the purpose of this Final Project, only task duration and resources are estimated.
3.3.2.1 Task duration
No. Task NameOptimistic
Most likely
Pessimistic
Estimate
A Design of expansion 90 120 180 125B Timing and budgeting 10 15 30 17C Contractor quoting 5 10 15 10D Contractor hiring 5 10 15 10E Site clearing 3 5 10 6F Excavations 10 15 25 16G Foundations 15 20 35 22H Mounting steel structure 35 50 60 49I Roofing 30 45 60 45J Mounting walls 45 60 85 62K Electrical installation 25 35 45 35L Plumbing installation 30 40 50 40M Mechanical installation 45 60 90 63N Finishing works 5 10 20 11O Testing 5 10 20 11P Client sign-off 2 5 10 5
Source: Author
3.3.2.2 Resources
Company Area Resource NameCustom Woodworking Co. Team Responsible for
Woody 2000Principal, Schemers and Plotters (S&P)
Industrial design consultants R. Schemers
Expert Industrial Developers (EID)
Industrial property developers and contractors
I. Kontrak
I. Beam Construction Ltd. Steel fabricators and installers D. Rivett
Classic Cladding Co. Cladding and roofing contractors B. Leakey
Zapp Electric Co. Electrical contractors O. Volta
I. C. Rain Ltd. Water-proofing contractors C. Droppe
Tinknockers Associates Mechanical contractors A. Dent
Final Project - 9
Project management consultants
Post-implementation audit report W. Easley
Source: Author
3.3.2.3 Activities, duration and resources
No. Task NameDuration Resource Name
1 Planning 142
2 Design of expansion 125Principal, Schemers and Plotters (S&P)
3 Timing and budgeting 17 Custom Woodworking Co.4 Procurement 20
5 Contractor quoting 10Principal, Schemers and Plotters (S&P)
6 Contractor hiring 10 Custom Woodworking Co.7 Construction 1998 Site clearing 6 Expert Industrial Developers (EID)9 Excavations 16 Expert Industrial Developers (EID)
10 Fundation 22 Expert Industrial Developers (EID)11 Mounting steel structure 49 I. Beam Construction Ltd.12 Roofing 45 Classic Cladding Co.13 Mounting walls 62 Expert Industrial Developers (EID)14 Installation 13815 Electrical installation 35 Zapp Electric Co.16 Plumbing installation 40 I. C. Rain Ltd.17 Mechanical installation 63 Tinknockers Associates18 Finishing works 11 Expert Industrial Developers (EID)
19 Testing 11Principal, Schemers and Plotters (S&P)
20 Client sign-off 5 Custom Woodworking Co.Source: Author
3.3.2.4 Resources Breakdown Structure
1. Custom Woodworking Co.
1.1.R. Schemers
1.1.1. Principal, Schemers and Plotters (S&P)
1.2. I. Kontrak
1.2.1. Expert Industrial Developers (EID)
1.3.D. Rivett
1.3.1. I. Beam Construction Ltd.
Final Project - 10
1.4.B. Leakey
1.4.1. Classic Cladding Co.
1.5.O. Volta
1.5.1. Zapp Electric Co.
1.6.C. Droppe
1.6.1. I. C. Rain Ltd.
1.7.A. Dent
1.7.1. Tinknockers Associates
1.8.W. Easley
1.8.1. Project management consultants – Post-implementation audit report
3.3.3 Project network diagram
T im in g a n d b u d g e ti n g
S t a r t : 1 0 / 3 0 / 1 2 I D : 3
F in is h : 1 1 / 2 1 / 1 2 D u r : 1 7 d a y s
R e s : C u s t o m W o o d w o r k in g C o .
E n d o f P la n n in g
M ile s t o n e D a t e : W e d 1 1 / 2 1 / 1 2
I D : 4
P r o c u r e m e n t
S t a r t : T h u 1 1 / 2 2 / 1 2 I D : 5
F in is h : W e d 1 2 / 1 9 / 1 2 D u r : 2 0 d a y s
C o m p : 0 %
C o n t r a c t o r q u o ti n g
S t a r t : 1 1 / 2 2 / 1 2 I D : 6
F in is h : 1 2 / 5 / 1 2 D u r : 1 0 d a y s
R e s : P r in c ip a l, S c h e m e r s a n d P lo tt e r s ( S & P )
C o n t r a c t o r h ir in g
S t a r t : 1 2 / 6 / 1 2 I D : 7
F in is h : 1 2 / 1 9 / 1 2 D u r : 1 0 d a y s
R e s : C u s t o m W o o d w o r k in g C o .
E n d o f P r o c u r e m e n t
M ile s t o n e D a t e : W e d 1 2 / 1 9 / 1 2
I D : 8
C o n s t r u c ti o n w o r k s
S t a r t : T h u 1 2 / 2 0 / 1 2 I D : 9
F in is h : M o n 7 / 1 / 1 3 D u r : 1 3 8 d a y s
C o m p : 0 %
S it e c le a r in g
S t a r t : 1 2 / 2 0 / 1 2 I D : 1 0
F in is h : 1 2 / 2 7 / 1 2 D u r : 6 d a y s
R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )
E x c a v a ti o n s
S t a r t : 1 2 / 2 8 / 1 2 I D : 1 1
F in is h : 1 / 1 8 / 1 3 D u r : 1 6 d a y s
R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )
F u n d a ti o n
S t a r t : 1 / 2 1 / 1 3 I D : 1 2
F in is h : 2 / 1 9 / 1 3 D u r : 2 2 d a y s
R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )
E n d o f p r e lim in a r y c o n s t r u c ti o n w o r k s
M ile s t o n e D a t e : T u e 2 / 1 9 / 1 3
I D : 1 3
M o u n ti n g s t e e l s t r u c t u r e
S t a r t : 2 / 2 0 / 1 3 I D : 1 4
F in is h : 4 / 2 9 / 1 3 D u r : 4 9 d a y s
R e s : I . B e a m C o n s t r u c ti o n L t d .
R o o fi n g
S t a r t : 4 / 3 0 / 1 3 I D : 1 5
F in is h : 7 / 1 / 1 3 D u r : 4 5 d a y s
R e s : C la s s ic C la d d in g C o .
M o u n ti n g w a lls
S t a r t : 2 / 2 0 / 1 3 I D : 1 6
F in is h : 5 / 1 6 / 1 3 D u r : 6 2 d a y s
R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )
E n d o f c o n s t r u c ti o n w o r k s
M ile s t o n e D a t e : M o n 7 / 1 / 1 3
I D : 1 7
I n s t a lla ti o n s
S t a r t : T u e 4 / 3 0 / 1 3 I D : 1 8
F in is h : T h u 7 / 2 5 / 1 3 D u r : 6 3 d a y s
C o m p : 0 %
E le c t r ic a l in s t a lla ti o n
S t a r t : 4 / 3 0 / 1 3 I D : 1 9
F in is h : 6 / 1 7 / 1 3 D u r : 3 5 d a y s
R e s : Z a p p E le c t r ic C o .
P lu m b in g in s t a lla ti o n
S t a r t : 4 / 3 0 / 1 3 I D : 2 0
F in is h : 6 / 2 4 / 1 3 D u r : 4 0 d a y s
R e s : I . C . R a in L t d .
M e c h a n ic a l in s t a lla ti o n
S t a r t : 4 / 3 0 / 1 3 I D : 2 1
F in is h : 7 / 2 5 / 1 3 D u r : 6 3 d a y s
R e s : T in k n o c k e r s A s s o c ia t e s
E n d o f in s t a lla ti o n s
M ile s t o n e D a t e : T h u 7 / 2 5 / 1 3
I D : 2 2
F in is h in g w o r k s
S t a r t : F r i 7 / 2 6 / 1 3 I D : 2 3
F in is h : F r i 8 / 9 / 1 3 D u r : 1 1 d a y s
C o m p : 0 %
F in is h in g w o r k s
S t a r t : 7 / 2 6 / 1 3 I D : 2 4
F in is h : 8 / 9 / 1 3 D u r : 1 1 d a y s
R e s : E x p e r t I n d u s t r ia l D e v e lo p e r s ( E I D )
C o m p le ti o n o f fi n is h in g w o r k s
M ile s t o n e D a t e : F r i 8 / 9 / 1 3
I D : 2 5
T e s ti n g
S t a r t : M o n 8 / 1 2 / 1 3 I D : 2 6
F in is h : M o n 8 / 2 6 / 1 3 D u r : 1 1 d a y s
C o m p : 0 %
T e s ti n g
S t a r t : 8 / 1 2 / 1 3 I D : 2 7
F in is h : 8 / 2 6 / 1 3 D u r : 1 1 d a y s
R e s : P r in c ip a l, S c h e m e r s a n d P lo tt e r s ( S & P )
E n d o f t e s ti n g
M ile s t o n e D a t e : M o n 8 / 2 6 / 1 3
I D : 2 8
C lie n t s ig n - o ff
S t a r t : T u e 8 / 2 7 / 1 3 I D : 2 9
F in is h : M o n 9 / 2 / 1 3 D u r : 5 d a y s
C o m p : 0 %
C lie n t s ig n - o ff
S t a r t : 8 / 2 7 / 1 3 I D : 3 0
F in is h : 9 / 2 / 1 3 D u r : 5 d a y s
R e s : C u s t o m W o o d w o r k in g C o .
D e s ig n o f e x p a n s io n
S t a r t : 5 / 8 / 1 2 I D : 2
F in is h : 1 0 / 2 9 / 1 2 D u r : 1 2 5 d a y s
R e s : P r in c ip a l, S c h e m e r s a n d P lo tt e r s ( S & P )
P la n n in g
S t a r t : T u e 5 / 8 / 1 2 I D : 1
F in is h : W e d 1 1 / 2 1 / 1 2 D u r : 1 4 2 d a y s
C o m p : 0 %
3.3.4 Schedule
3.3.4.1 Gantt chart
Final Project - 11
Final Project - 12
IDTask Mode
Task NameDuration
StartFinish
PredecessorsResourceNames
1Planning
142 daysTue 5/8/12Wed 11/21/12
2Design of expansion
125 daysTue 5/8/12Mon 10/29/12
Principal,Schemers and Plotters (S & P)
3Tim
ing and budgeting17 days
Tue 10/30/12Wed 11/21/12
2Custom
Woodworking Co.
4End of Planning
0 daysWed 11/21/12
Wed 11/21/125
Procurement
20 daysThu 11/22/12
Wed 12/19/12
6Contractor quoting
10 daysThu 11/22/12
Wed 12/5/12
3Principal,Schem
ers and Plotters (S & P)7
Contractor hiring10 days
Thu 12/6/12Wed 12/19/126
Custom W
oodworking Co.8
End of Procurement
0 daysW
ed 12/19/12W
ed 12/19/129
Construction works
138 daysThu 12/20/12
Mon 7/1/13
10Site clearing
6 daysThu 12/20/12
Thu 12/27/127
Expert Industrial Developers (EID)11
Excavations16 days
Fri 12/28/12Fri 1/18/1310Expert Industrial Developers (EID)
12Fundation
22 daysM
on 1/21/13Tue 2/19/1311Expert Industrial Developers (EID)
13End of prelim
inary construction works
0 daysTue 2/19/13
Tue 2/19/13
14M
ounting steel structure49 days
Wed 2/20/13
Mon 4/29/1312
I. Beam Construction Ltd.
15Roofing
45 daysTue 4/30/13Mon 7/1/1314
Classic Cladding Co.16
Mounting walls
62 daysW
ed 2/20/13Thu 5/16/1312
Expert Industrial Developers (EID)17
End of construction works
0 daysM
on 7/1/13
Mon
7/1/1318
Installations63 days
Tue 4/30/13Thu 7/25/1319
Electrical installation35 days
Tue 4/30/13Mon 6/17/1314Zapp Electric Co.
20Plum
bing installation40 days
Tue 4/30/13Mon 6/24/1314I. C. Rain Ltd.
21M
echanical installation63 days
Tue 4/30/13Thu 7/25/1314Tinknockers Associates
22End of installations
0 daysThu 7/25/13Thu 7/25/13
23Finishing w
orks11 days
Fri 7/26/13Fri 8/9/1324
Finishing works11 days
Fri 7/26/13Fri 8/9/1319,20,21,14,15,16Expert Industrial Developers (EID)
25Com
pletion of finishing works
0 daysFri 8/9/13
Fri 8/9/13
26Testing
11 daysMon 8/12/13
Mon 8/26/1327
Testing11 days
Mon 8/12/13Mon 8/26/1324
Principal,Schemers and Plotters (S & P)
28End of testing
0 daysM
on 8/26/13Mon 8/26/1329
Client sign-off5 days
Tue 8/27/13Mon 9/2/1330
Client sign-off5 days
Tue 8/27/13Mon 9/2/1327Custom
Woodworking Co.
Principal,Schemers and Plotters (S & P)Custom W
oodworking Co.11/21Principal,Schemers and Plotters (S & P)
Custom Woodworking Co.
12/19
Expert Industrial Developers (EID)Expert Industrial Developers (EID)
Expert Industrial Developers (EID)2/19
I. Beam Construction Ltd.Classic Cladding Co.Expert Industrial Developers (EID)
7/1
Zapp Electric Co.I. C. Rain Ltd.Tinknockers Associates
7/25Expert Industrial Developers (EID)8/9
Principal,Schemers and Plotters (S & P)8/26Custom W
oodworking Co.
3/44/8
5/136/17
7/228/26
9/3011/4
12/91/13
2/173/24
4/286/2
7/78/11
9/1510/20
11/2412/29
2/2January 1
March 11May 21
August 1October 11
December 21March 1
May 11July 21
October 1December 11
Source: Author
3.3.4.2 Milestones
Source: Author
3.3.5 Risk identification
A plan to manage potential risks has been put in place after analyzing the milestones of
the construction project, using the risk management approach described by Wysocki
(2009).
Risk identification
I. Technical risks
a. Contractor infrastructure inadequate
II. Project management risk
a. Inadequate resources committed to the project
III. Organizational risks
a. Decision making process in a family owned enterprise
b. Financing and payments
IV. External risks
a. Contractors
Risk assessment
Final Project - 13
I. Top 3 risk drivers
a. Vendor/contractor relations
b. Decision making process in a family owned enterprise
c. Financing
Risk mitigation
I. Vendor/contractor relations
a. Accept
b. Since industrial construction tasks require to be outsourced, closely
monitor contractor performance, especially for those tasks in the critical
path
II. Decision making process in a family owned enterprise
a. Mitigate
b. Interference in the decisions of the team responsible for the Woody 2000
project must be avoided; a decision making process must be clearly
established to avoid unnecessary interference
III. Financing
a. Mitigate
b. Payments are to be made to contractors once they complete their work
and it has been verified against COS
Risk monitoring
I. Vendor/contractor relations
a. Risk owner: Team responsible for Woody 2000 project
Final Project - 14
b. Action to be taken: The team should make sure expectations and
boundaries are set, that contractors are familiar with technology and that
specifications on the work to be performed is understood; also, both are
responsible for managing the relationship with vendors during contract
duration
c. Outcome: Considering the risk of involving outsourced work, any delay or
possible slippage on schedule must be anticipated to the project manager
II. Decision making process in a family owned enterprise
a. Risk owner: Project manager
b. Action to be taken: Establish a decision making process in order to
minimize interference
c. Outcome: Team responsible for Woody 2000 project should communicate
any interference in the decision making process
III. Financing
a. Risk owner: Team responsible for Woody 2000 project
b. Action to be taken: Make sure funding is guaranteed for payment to
contractors and purchase of materials; immediately communicate to
project manager any possible cost overrun identified
c. Outcome: Procure funding for cost overrun, clearly identifying reasons and
their impact
4.0 Analysis and interpretation of results
4.1 Analysis of proposed project to actual project in case study
Final Project - 15
The proposed Project Plan objective is to address the shortcomings in project
management processes of the personnel involved in the Woody 2000 project that lead
to a series of concatenated errors deriving in large cost and schedule overruns as well
as serious operational problems at the plant.
For the purpose of this Final Project, this Project Plan is exclusively focused on the
development of one deliverable of the Woody 2000 project.
The first change introduced is to assume that Woody’s Directors and key
management personnel formed a team, where decision makers and operational-
level staff are represented, acting as responsible stakeholders of the Woody
2000 project. In the case study, the selection of who’s in charge of the project
was done without any analysis of the project necessities.
In the case study, given that the responsible of the project had no idea of project
management practices, no PMLC model was defined. In the Project Plan, an
Adaptive Project Framework (APF) is the recommended PMLC model for the
construction project.
It is proposed a comprehensive project management plan, including all the five
process groups (scoping, planning, etc.) and their proper sequencing. In the case
study, there was no process guiding the project development.
A communications plan will be put in place to ensure all the stakeholders are
kept informed of the progress of the project.
A complete project schedule with critical milestones identified is presented, along
with a resources and work breakdown schedules. In the case study, there were
no milestones or schedule available.
Final Project - 16
The identified milestones will act a monitor tool to identify whether any delays are
expected, and to approve work performed by contractors.
A concise risk management plan is presented.
After the testing of the building and installations, the contractor should obtain the
Certificates of Occupancy and Completion Certificates in order to obtain the
client sign-off.
4.2 Results predicted if proposed project would be implemented
If the proposed Project Plan is implemented, not it will accomplish the goals and
success criteria agreed, but will also demonstrate the effectiveness of a make-sense
approach to project management.
5.0 Conclusions and recommendations
5.1 Summary evaluation and conclusion
In the development of the proposed Project Plan, all of the processes and procedures
reviewed during the Introduction to Project Management course have been put into
practice.
The proposed Project Plan was developed after evaluating the circumstances that
occurred in the case study, and proposes a corrected approach to the implementation of
the Woody 2000 project.
In all, a basic Project Plan has been outlined aiming to provide a formal project
management approach to the solution of a business problem.
Final Project - 17
6.0 Appendix
6.1 Documents to be used in the Project Plan
As described by Wysocki (2009, p.288), the documentation that should be included in
the Project Plan is the following:
Project Overview Statement (POS)
Project proposal and backup data
Original and revised project schedules
Minutes of all project team meetings
Copies of all status reports
Design documents
Copies of all change notices
Copies of all written communications
Outstanding issues reports
Final report
Sample deliverables (if appropriate)
Client acceptance documents
Post-implementation audit report
6.2 Reference List
Final Project - 18
Fewings, P. (2005) Construction Project Management, University of Liverpool
Catalogue [Online]. Available from: http://lib.myilibrary.com/?
id=26774&entityid=urn:mace:eduserv.org.uk:athens:provider:liv.ac.uk
(Accessed: 11 April 2012)
Klemetti, A. (2006) Risk Management in Construction Project Networks [Online] Espoo:
Helsinki University of Technology. Available from:
http://lib.tkk.fi/Reports/2006/isbn9512281473.pdf (Accessed: 3 April 2012)
Microsoft Corporation (2012) Project Help and How-to [Online] Available from:
http://office.microsoft.com/en-us/project-help (Accessed: 11 April 2012)
Project Management Institute Inc. (2008) A Guide to the Project Management Body of
Knowledge (PMBOK Guide). 4th ed. Pennsylvania: Project Management Institute Inc.
Singh, H. (2009) Construction Project Management, University of Liverpool Catalogue
[Online]. Available from: http://site.ebrary.com/lib/liverpool/Doc?id=10416826
(Accessed: 11 April 2012)
Wideman, M. (n.d.) Project Management Case Study: The Custom Woodworking
Company — Woody 2000 Project [Online]. Available from:
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