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Project Report

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Introduction

The report will edify the project of fixing an old cabin that is arranged beachside. The house is visited an examined and the significant objectives or destinations are distinguished. The cabin is to be fixed well so this could be used as an investment property or a get-away goal. A bank advance of sum $20,000 is profited and is to be utilized for purchasing the materials and different supplies and offer the expenses of the nearby temporary workers and the two student. In the event that the project the executives of fixing the cabin is effectively cultivated according to the arrangement, the bungalow will be treated as investment property and will be a wellspring of adequate pay.

This report will distinguish the real exercises of this project, will build up a budget and timetable for this project, and make a Work breakdown structure for this concerned project. The report will discuss the assets, risks, stakeholders of this project and communication plan, change the executives’ plan of this house fix project.

4. Topic 4: Communication Plan, WBS, RACI

4.1 Stakeholder Prioritization Matrix

Stakeholders are the people who are legitimately or in a roundabout way identified with the project. They either influence the project or get influenced by the results of the project (Butt, Naaranoja, and Savolainen, 2016). Inside stakeholders are straightforwardly appended to the project and work as a piece of the project. The outer stakeholders are not straightforwardly connected with to the project but rather are influenced by the results of the project.


stakeholder

Power

Interest

Partners and sponsors

High

High

Project manager

Low

High

Financing source

High

Low

The apprentice and other labors

Low

Low

suppliers

Low

Low

4.2 Project Communications Matrix

Communication is significant so as to upkeep the progression of work in the project the executives (Heagney, 2016). This is critical to continue examining on the project undertakings, work status, issues developed amid the project, risk factors, system, changes in methodology with every one of the stakeholders of the project. On the off chance that the stakeholders are not interconnected with communication, a communication hole emerges, which results misconception, trouble and coordinated effort and subsequently hampers and defers the project course of events (Joslin, and Müller, 2015). Up close and personal gatherings, email, calls, verbal and visual communication, application, letter, reports are the vehicle of communication between the stakeholders.

stakeholder

Learn from stakeholder

Share with stakeholder

timing

Method of communication

Owner

Partners and sponsors

The budget resources and agreements

Schedule, financial plans

From the starting of the project

Face to face meetings, emails, calls

Project manager

Project manager

Every single topic in relation with the project

Plan, project schedule

Every day

meetings

Project manager and team

Financing source

Project budget

financial report

In a regular interval

Regular meetings and the reports

Project manager and team

The apprentice and other labors

Skills, time management,

communications

Progress of work, timetable

Every day

Meetings and phone calls

Project manager

suppliers

Price proposal

Project plan and schedule

As per schedule

Meetings and mails

Project manager

4.3 Work Breakdown Structure

Work breakdown structure is valuable apparatus to streamline the multi-step projects. This structure serves to divide the project into littler and more straightforward undertakings (Larson, and Gray, 2017). This is made with the point of dealing with each piece of project errands minutely and proficiently. The utilization of Work Breakdown Structure has been enormously expanded lately and this is demonstrated to be proficient apparatus to deal with the project (Serrador, and Turner, 2015). In WBS, the project is separated in basic errands and they are masterminded serialy. As indicated by the PMBOK, the WBS is a "deliverable arranged" order of decayed errands rthat is to kept up by the entire project group. The work breakdown structure for the project can be developed using the listed works,

Broken down works

Description of task

Setting contract with the contractor

First the contractor, labours, apprentice are fixed

Timeline is discussed

Rate is negotiated

Setting contractor with the suppliers

Estimation is done about the quantity of materials

Deal with supplier is settled

Cost negotiation

Identifying the portion of building that need repair

The portion that need major repair and replacement is identified

Prioritisation of the major repair and replacement works

Flooring

Floor finish is removed

Subfloor is examined and treated with cement concrete or lime concrete

Sand filling is done

Finishing is provided

Wall treatment

Damaged portion is dressed out

Patch work is carried out to fill the dressed portion

Wall finish is done with plaster

Repair of wooden portions

Wooden porch is repaired and replaced as per requirements

Wooden floor is repaired

Finishing work

The interior walls are painted along with the ceiling

Exterior wall is painted

Doors and windows are cleaned with sand paper

Doors and windows are Painted

Installation of glass

Glass are removed from the windows

New glass are installed

Interior decoration

New curtains are hanged

New photo frames and sculptures are adorned

The diagram for WBS is given below,

diagram for WBS

4.4 The RACI chart

WBS

Task Name

Project Manager

Contractor

Apprentices

Team Members

1.1

Requirement Analysis

A

I

R

C

1.2

Charter Documents

A

I

R

C

1.3

Submission of documents

A

I

R

C

1.4

Sign off

R

A

C

I

2.1

Activity Listing

C

A

R

I

2.2

Scheduling of plan

C

A

R

I

2.3

Contingency Planning

C

A

R

I

2.4

Plan Approval

R

A

C

I

3.1

Purchase supplies

C

A

I

R

3.2

Hang new curtains

C

A

I

R

3.3

Repair wooden shutters

A

R

I

C

3.4

Paint shutters

A

R

I

C

3.5

Hang shutters

C

A

I

R

3.6

Repair wooden porch

A

R

I

C

3.7

Repair wooden floor

A

R

I

C

3.8

Sand floor

A

I

R

C

3.9

Refinish (seal) floors, including porch

A

I

R

C

3.10

Paint ceilings

A

R

I

C

3.11

Paint doors

A

R

I

C

3.12

Paint interior walls

A

R

I

C

3.13

Paint exterior walls

A

R

I

C

3.14

Wash exterior windows

C

A

I

R

3.15

Wash interior windows

A

I

R

C

4.1

Development of Final Documents

A

I

R

C

4.2

Submission of documents

A

I

R

C

4.3

Closed

R

A

C

I

5. Topic 5: Scheduling projects

5.1 AoN

Scheduling projects

5.2 Critical path

Critical path

5.3 Gantt chart

Gantt chart

6. Topic 6: Resources and budgeting

6.1 Resource Loading

The resources required for the project include,

Sl no.

particulars

quantity

1

Project manager

80 total hours

2

Contractor

20

3

Apprentice1

80 total hours

4

Apprentice 2

80 total hours

5

Cement

5 bags

6

sand

5 bags

7

wood

2 quintal

8

Paint

5 lit

9

Glass

30 sq m

10

Concrete batch mixer

1 no

11

curtain

10

12

Paintings and sculptures

5

13

lights

7

14

Chandeliers

1

15

Air conditioner

1

6.2 Budget

The project chiefs use budget device so as to gauge the absolute expense of the project (Oettingen, Kappes, Guttenberg, and Gollwitzer, 2015). This is the summation of the cash relegated to finish a specific undertaking of the project inside the course of events. The project administrators screen whether the assignments are going according to the budget or not. At the point when the project assignments pursue the budget, the expense of the project turns out to be anything but difficult to screen and control.

Sl no.

particulars

quantity

Unit rate

Total cost

Human resources

$7000

1

Project manager

80 total hours

40

3200

2

Contractor

20

30

600

3

Apprentice1

80 total hours

20

1600

4

Apprentice 2

80 total hours

20

1600

Supply of material of construction 8000

5

Cement

5 bags

300

1500

6

sand

5 bags

300

1500

7

wood

2 quintal

1000

2000

8

Paint

5 lit

300

1500

9

Glass

30 sq m

50

1500

Rent equipment 800

10

Concrete batch mixer

1 no

800

800

Interior decoration 2000

11

curtain

10

50

500

12

Paintings and sculptures

5

300

1500

Equipment needed 2000

13

lights

7

100

700

14

Chandeliers

1

500

500

15

Air conditioner

1

800

800

Grand total $20,000

6.3 Reporting

6.3.1 Earned Value Management

Task Name

Planned Value - PV (BCWS)

Earned Value - EV (BCWP)

AC (ACWP)

SV

CV

EAC

BAC

VAC

Construction of Beachside Cottage and Renovation

$0.00

$0.00

$0.00

$0.00

$0.00

$20,000.00

$0.00

-$20,000.00

Initiation Phase

$0.00

$0.00

$0.00

$0.00

$0.00

$400.00

$0.00

-$400.00

Requirement Analysis

$0.00

$0.00

$0.00

$0.00

$0.00

$100.00

$0.00

-$100.00

Charter Documents

$0.00

$0.00

$0.00

$0.00

$0.00

$200.00

$0.00

-$200.00

Submission of documents

$0.00

$0.00

$0.00

$0.00

$0.00

$100.00

$0.00

-$100.00

Sign off

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

Planning Phase

$0.00

$0.00

$0.00

$0.00

$0.00

$400.00

$0.00

-$400.00

Activity Listing

$0.00

$0.00

$0.00

$0.00

$0.00

$100.00

$0.00

-$100.00

Scheduling of plan

$0.00

$0.00

$0.00

$0.00

$0.00

$100.00

$0.00

-$100.00

Contingency Planning

$0.00

$0.00

$0.00

$0.00

$0.00

$100.00

$0.00

-$100.00

Plan Approval

$0.00

$0.00

$0.00

$0.00

$0.00

$100.00

$0.00

-$100.00

Construction Works

$0.00

$0.00

$0.00

$0.00

$0.00

$18,700.00

$0.00

-$18,700.00

Purchase supplies

$0.00

$0.00

$0.00

$0.00

$0.00

$12,500.00

$0.00

-$12,500.00

Hang new curtains

$0.00

$0.00

$0.00

$0.00

$0.00

$550.00

$0.00

-$550.00

Repair wooden shutters

$0.00

$0.00

$0.00

$0.00

$0.00

$750.00

$0.00

-$750.00

Paint shutters

$0.00

$0.00

$0.00

$0.00

$0.00

$500.00

$0.00

-$500.00

Hang shutters

$0.00

$0.00

$0.00

$0.00

$0.00

$100.00

$0.00

-$100.00

Repair wooden porch

$0.00

$0.00

$0.00

$0.00

$0.00

$800.00

$0.00

-$800.00

Repair wooden floor

$0.00

$0.00

$0.00

$0.00

$0.00

$800.00

$0.00

-$800.00

Sand floor

$0.00

$0.00

$0.00

$0.00

$0.00

$650.00

$0.00

-$650.00

Refinish (seal) floors, including porch

$0.00

$0.00

$0.00

$0.00

$0.00

$550.00

$0.00

-$550.00

Paint ceilings

$0.00

$0.00

$0.00

$0.00

$0.00

$300.00

$0.00

-$300.00

Paint doors

$0.00

$0.00

$0.00

$0.00

$0.00

$300.00

$0.00

-$300.00

Paint interior walls

$0.00

$0.00

$0.00

$0.00

$0.00

$300.00

$0.00

-$300.00

Paint exterior walls

$0.00

$0.00

$0.00

$0.00

$0.00

$300.00

$0.00

-$300.00

Wash exterior windows

$0.00

$0.00

$0.00

$0.00

$0.00

$150.00

$0.00

-$150.00

Wash interior windows

$0.00

$0.00

$0.00

$0.00

$0.00

$150.00

$0.00

-$150.00

Closing

$0.00

$0.00

$0.00

$0.00

$0.00

$500.00

$0.00

-$500.00

Development of Final Documents

$0.00

$0.00

$0.00

$0.00

$0.00

$300.00

$0.00

-$300.00

Submission of documents

$0.00

$0.00

$0.00

$0.00

$0.00

$200.00

$0.00

-$200.00

Closed

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

6.3.2 Timeline reporting

WBS

Task Name

Duration

Start

Finish

0

Construction of Beachside Cottage and Renovation

18 days

Mon 03-06-19

Wed 26-06-19

1

Initiation Phase

5 days

Mon 03-06-19

Fri 07-06-19

1.1

Requirement Analysis

1 day

Mon 03-06-19

Mon 03-06-19

1.2

Charter Documents

2 days

Tue 04-06-19

Wed 05-06-19

1.3

Submission of documents

2 days

Thu 06-06-19

Fri 07-06-19

1.4

Sign off

0 days

Fri 07-06-19

Fri 07-06-19

2

Planning Phase

5 days

Mon 10-06-19

Fri 14-06-19

2.1

Activity Listing

1 day

Mon 10-06-19

Mon 10-06-19

2.2

Scheduling of plan

2 days

Tue 11-06-19

Wed 12-06-19

2.3

Contingency Planning

2 days

Thu 13-06-19

Fri 14-06-19

2.4

Plan Approval

0 days

Fri 14-06-19

Fri 14-06-19

3

Construction Works

6 days

Mon 17-06-19

Mon 24-06-19

3.1

Purchase supplies

1 day

Mon 17-06-19

Mon 17-06-19

3.2

Hang new curtains

1 day

Mon 17-06-19

Mon 17-06-19

3.3

Repair wooden shutters

2 days

Mon 17-06-19

Tue 18-06-19

3.4

Paint shutters

1 day

Wed 19-06-19

Wed 19-06-19

3.5

Hang shutters

1 day

Thu 20-06-19

Thu 20-06-19

3.6

Repair wooden porch

2 days

Mon 17-06-19

Tue 18-06-19

3.7

Repair wooden floor

2 days

Mon 17-06-19

Tue 18-06-19

3.8

Sand floor

1 day

Wed 19-06-19

Wed 19-06-19

3.9

Refinish (seal) floors, including porch

2 days

Thu 20-06-19

Fri 21-06-19

3.10

Paint ceilings

1 day

Thu 20-06-19

Thu 20-06-19

3.11

Paint doors

2 days

Fri 21-06-19

Mon 24-06-19

3.12

Paint interior walls

2 days

Wed 19-06-19

Thu 20-06-19

3.13

Paint exterior walls

2 days

Wed 19-06-19

Thu 20-06-19

3.14

Wash exterior windows

1 day

Fri 21-06-19

Fri 21-06-19

3.15

Wash interior windows

1 day

Fri 21-06-19

Fri 21-06-19

4

Closing

3 days

Mon 24-06-19

Wed 26-06-19

4.1

Development of Final Documents

2 days

Mon 24-06-19

Tue 25-06-19

4.2

Submission of documents

1 day

Wed 26-06-19

Wed 26-06-19

4.3

Closed

0 days

Wed 26-06-19

Wed 26-06-19

7. Topic 7: Risk management

7.1 Risk identification

Risk management is a piece of project the executives through which the likely risks that could be developed in the project are recognized and broke down. In this procedure, the strategies are additionally distinguished that could limit or evade the effects and outcomes of the risks (Adafin, Rotimi, and Wilkinson, 2019). The risk of budget, plan risk, execution risk are ordinarily developed risks in the projects. There are different risks too that hamper the projects, for example, vital risks, legitimate risks, showcase risks, risk of cataclysmic events (Schwalbe, 2015). The risk the executives’ procedure incorporates essentially four stages: recognizable proof of risk, dissecting the results and force of the risk, organizing risk, and create methodologies to react to the risk.

8. Topic 8: Quality management & project closure

8.1 Quality tools

The projects are planned in the basis of few perceptions, hypothesis, analysis and estimations hence, few quality are occurred in the progression of the tasks. Quality management is the approach that deals with the minor and potential quality of the project goals, procedure of works and the technologies used in the project (Morden, 2017). Quality management aims to apply the strategies to respond the quality, control the quality and help people to get used to the quality.

8.2 Change management

The change management includes the following activities:

  • Discussing the project vison and the outcomes of the project
  • Creating a communication plan to address the stakeholders
  • Identification and engagement of the stakeholders
  • Identification and proper engagement of the change champions
  • Development of attesting plan
  • Utilization of the training for instructing the team members

9. Project close

Closure Meeting called by

The project manager

The team members who need to be present in the Closure Meeting

Project partners, team members and financing source

Agenda topics

Item1 : budget increment

Discussions in the Closure Meeting

The project management urges the partners that there is need to increase the budget of the project. It is done for successful completion of the project works

conclusions

The PM summarizes the needs of the post review

Action items

Personnel in charge

deadline

The partners allows that this amount will be transferred

Project partner

ASAP

Financing source allocates

Financing source

ASAP

Conclusion

Project the board was the way toward dealing with the errands identified with a project. It assumed an essential job to achieve the assignments inside allotted budget, time and foreordained procedure. Project the board contained five noteworthy stages like ini8tiation of work, arranging of assignments, execution of the errands, observing and controlling the undertakings and ultimately project conclusion. The Project Management Body of Knowledge Guide considers project as an essential endeavour so as to achieve the objectives that make an important item or administration. In the project the board procedure, the practicality of project, extents of the project, stakeholders of the project, assets required for the project, project course of events, risks of the projects, communication plans and viable communication frameworks are distinguished (Grissom, Loeb and Mitani, 2015). The project chiefs assume an essential job for the effective and productive achievement of the project. The project the board procedure incorporates project achievement that indicates the significant destinations of the project. The Project Management Body of Knowledge Guide recognizes the principle certainties, issues and procedures that are required to start, screen, control and complete the project.

Bibliography

Dai, J. G., & Shi, P. (2017). A two-time-scale approach to time-varying queues in hospital inpatient flow management. Operations Research, 65(2), 514-536.

Figueiredo, J. (2017, April). Engineering project, a sociotechnicalperspective in engineering education. In 2017 IEEE Global Engineering Education Conference (EDUCON)(pp. 311-311). IEEE.

Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.

Grissom, J. A., Loeb, S., & Mitani, H. (2015). Principal time management skills: Explaining patterns in principals’ time use, job stress, and perceived effectiveness. Journal of Educational Administration, 53(6), 773-793.

Heagney, J. (2016). Fundamentals of project management. Amacom.

Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), 1377-1392.

Larson, E. W., & Gray, C. F. (2017). Project management: The managerial process. McGraw-Hill Education.

Livesey, S., & Crane, A. (2017). Are You Talking to Me?: Stakeholder communication and the risks and rewards of dialogue. In Unfolding Stakeholder Thinking 2 (pp. 39-52). Routledge.

Morden, T. (2017). Principles of management. Routledge.

Oettingen, G., Kappes, H. B., Guttenberg, K. B., & Gollwitzer, P. M. (2015). Self‐regulation of time management: Mental contrasting with implementation intentions. European Journal of Social Psychology, 45(2), 218-229.

Schwalbe, K. (2015). Information technology project management. Cengage Learning.

Serrador, P., & Turner, R. (2015). The relationship between project success and project efficiency. Project Management Journal, 46(1), 30-39.

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