Project Implementation Plan “Home Sweet Home”

Introduction to Project Management

MGT 5164 Submitted To: Professor Jovica Riznic

Submitted By: Ann Marie Veneziano

Due Date: Thursday, November 15th, 2012

Table of Contents

Executive Summary Page 1

Scope Statement Page 2

Assumptions Page 3

Constraints Page 3

Work Breakdown Structure Page 4

Network Diagram Page 5

PERT Chart Page 6

Responsibility Assignment Page 6

Budget Plan Page 7

Schedule Plan Page 8

Gantt Chart Page 9

Issue & Change Management Page 9, 10

Quality Specifications Page 11

Project Dependencies Page 12

Project Metrics Page 13

Human Resource Planning Page 14

Lessons Learned Page 15

Bibliography Page 16

Executive Summary

Mary Jo and Bobby Doe have been married now for approximately 6 months and while

staying with Mary Jo’s parents, they have been saving money to move into a new home. Now

that the project has been approved, they have hired a project manager to help arrange an

implementation plan. As their project manager, it is my job to ensure that the stakeholders play

key roles in the PIP’s development and that it establishes the overview of any major project

management plans that will be further settled later.

The PIP begins with a scope statement reviewing what the project objectives,

deliverables, milestones, and customer reviews are documented for future project decisions or

changes, and for stakeholders to have a common understanding of the project scope. This is

followed by Assumptions to fill any knowledge gaps and also Constraints to outline how the

availability or unavailability of resources will be managed. A Work Breakdown Structure and a

Network Diagram are created to give new project members an idea of how much of the budget is

going to tasks that need to be completed, the actual duration of the project, and whom will be

responsible for certain duties. One of the most vital parts of the implementation plan is the

Budget Plan, which is a time based budget forecast for the intended duration of the project

creating the budget baseline and to ensure that the plans do not go over.

During the 2-month period, changes may occur and stakeholders must be aware ahead of

time of the potential problems and solutions the project team has. There will be an Issue and

Change Management Plan created in the early phase of the project to have a change review and

control process set up to reduce risk of the customers not being satisfied with the end result.

Project Dependencies will describe what internal and external factors play a role in the

successful completion of this project, and Project Metrics will measure how the project is doing

compared to what is expected.

Project team members and stakeholders must be aware of what roles and responsibilities

they must fulfill in order for this project to be a success, therefore requirements through Human

Resources will be stated. By creating and following this Project Implementation Plan, Mary Jo

and Bobby Doe will have their dream home built within the time frame and budget needed.

Scope Statement

Project: Home Sweet Home

Project Objective:

The project objective is the first part of the project scope, which sets the stage for

developing a project plan, and answers the questions of what, when, and how much.

The project objective is to successfully plan, organize, and complete the design of Mary-Jo and

Bobby Doe’s dream home within a 2 month period, without exceeding a cost of $200,000.00.

Deliverables:

Deliverables are the expected outputs over the life of the project, and in the early design

phase of a project might be a list of specifications. Here are some of the requirements that

Bobby Doe and Mary Jo have for their dream home:

A 2000-sq foot house (including 3 bedrooms)

A finished basement

Modern kitchen with appliances, such as dishwasher, refrigerator, gas stove, and

microwave

Attached garage

Milestones:

A milestone is a significant event in a project that occurs at a point in time. Using the

deliverables as a platform, a milestone schedule identifies major segments of work and an end

date.

Approval of permits: April 21

Foundation poured: April 28

Approval of electrical, plumbing, mechanical and framing inspections: May 21

Final inspections: May 24

Limits & Exclusions:

The limits of scope should be defined to avoid false expectations, and to expending

resources and time on the wrong problem.

The home will be built around the owners’ expectations

Air conditioning will not be included

Working time for contractors/home builders is Monday to Friday, between 8am to 4pm

Customer Reviews:

Customer reviews are at the completion of the scope checklist and the main concern is

the understanding and agreement of expectations. The home owners are Bobby Doe and Mary

Jo, and the review will evaluate if they are getting what they desire in the deliverables, or if the

project definition identifies key accomplishments, budgets, and performance requirements.

Assumptions

Project assumptions are made to clarify gray areas within the project scope and are made

to fill knowledge gaps. It is important to mention that splitting activities will be not allowed and

the level of resources used for an activity cannot be changed. The two major assumptions that

have a reasonable chance of occurring are: that it is possible the dream house that Bobby Doe

and Mary Jo want cannot be completed within a 2 month period, and could possibly exceed their

budget of $200,000.00.

Constraints

In projects the availability or unavailability of resources will often influence the way

projects are managed, and resources can be thought of as people, equipment, and material. The

constraints listed are relative to the assumptions made above. One of the constraints is the

budget of $200,000.00 and the other is only having two months to fulfill Bobby Doe and Mary

Jo’s expectations.

Work Breakdown Structure

Work: 100%

Budget: $200,000.00

ID 100 ID 200 ID 300

Work %: 24% Work %: 30.4% Work %: 45.6%

Budget: $48,000 Budget: $60,800 Budget: $91,200

Excavate Foundation - 2 days

Construct Foundation - 8 days

Rough Landscaping - 1 day

Finish Landscaping (plants & sod) - 3 days

Foundation &

Landscape

Frame House - 5 days

Finish Roof - 4 days

Install Siding - 2 days

Install Soffit & Fascia - 1 day

Outside

Electrical - 4 days

Plumbing - 6 days

Mechanical - 3 days

Drywall - 7 days

Finish Carpentry & Fixtures - 8 days

Inside

Frame - 1 day

Electrical - 1 day

Plumbing - 1 day

Mechanical - 1 day

Final - 1 day

Inspections

Network Diagram

M.J & B.D House Project Job Prereq. Time

(Days)

Permit Approval A Start 5

Foundation & Landscape: 16

Excavate Foundation B A 3

Construct Foundation C B 5

Rough Landscaping D B 3

Finish Landscaping E D 5

Outside: 16

Frame House F C 7

Finish Roof G F 4

Install Siding H G 3

Install Soffit & Fascia I H 2

Approval for Inside Work J A 3

Inside: 17

Electrical K J,F 3

Plumbing L K 3

Mechanical M L 3

Drywall N M 5

Carpentry & Fixtures O N 3

Final Inspection P O 2

Total Days (End): 56

PERT Chart (Critical Path):

*Critical Path Outlined in Red

Responsibility Assignment Matrix

Individuals Involved In the

Project

Assigned Responsibilities

Contractor I, R, A

Home builders/Construction workers I, R

Landscaper I, R

Electrician I, R

Plumber I, R

Mechanic I, R

Carpenter I, R

Inspectors I, R, A

I = Information, R = Review, A = Approve

Budget Plan

Category Estimated Budget Breakdown

Foundation & Landscape

Excavate Foundation $24,000.00

Construct Foundation $12,000.00

Rough Landscaping $7,000.00

Finish Landscaping $5,000.00

Total for Foundation & Landscaping $48,000.00

Outside Work

Frame House $19,000.00

Finish Roof $29,000.00

Install Siding $7,200.00

Install Soffit & Fascia $5,600.00

Total for Outside Work $60,800.00

Inside Work

Electrical $25,300.00

Plumbing $32,000.00

Mechanical $9,600.00

Drywall $10,500.00

Carpentry & Fixtures $13,800.00

Total for Inside Work $91,200.00

Total Budget $200,000.00

Schedule Plan

M.J & B.D House Project

Task Start Duration End

Permit Approval 27-Mar 5 31-Mar

Excavate Foundation 31-Mar 3 03-Apr

Construct Foundation 03-Apr 5 08-Apr

Rough Landscaping 08-Apr 3 11-Apr

Finish Landscaping 11-Apr 5 16-Apr

Frame House 16-Apr 7 23-Apr

Finish Roof 23-Apr 4 27-Apr

Install Siding 27-Apr 3 30-Apr

Install Soffit & Fascia 30-Apr 2 02-May

Approval for Inside Work 02-May 3 05-May

Electrical 05-May 3 08-May

Plumbing 08-May 3 11-May

Mechanical 11-May 3 14-May

Drywall 14-May 5 19-May

Carpentry & Fixtures 19-May 3 22-May

Final Inspection 22-May 2 24-May

Issue & Change Management

Change management is a major element of the risk control process. Every feature of a

project plan will not materialize as expected, therefore presenting project managers with a

challenge to cope and control with these changes. The majority of changes that occur fall into

three categories:

1. Scope changes – design or additions

2. Implementation of contingency plans – baseline costs and schedules

3. Improvement changes

27-Mar 03-Apr 10-Apr 17-Apr 24-Apr 01-May 08-May 15-May 22-May 29-May

Permit Approval

Excavate Foundation

Construct Foundation

Rough Landscaping

Finish Landscaping

Frame House

Finish Roof

Install Siding

Install Soffit & Fascia

Approval for Inside Work

Electrical

Plumbing

Mechanical

Drywall

Carpentry & Fixtures

Final Inspection

Change management systems involve reporting, controlling, and recording changes to the

project baseline. Since change is inevitable, having a change review and control process set up

early in the project plan is crucial to it running as smoothly as possible. Stakeholders are the first

to state the communication and decision-making process that will be used to evaluate and accept

changes as part of the project communication plan. The system is designed to accomplish the

following:

1. Identify potential changes and expected effects on schedule and budget

2. Review, evaluate, and approve/disapprove changes

3. Discuss and create a solution for conflicts surrounding change, conditions, and cost

4. Communicate changes to stakeholders and other parties affected

5. Depending on the change implemented, assign responsibility accordingly

6. Adjust schedule and budget

7. Track all changes that need to be implemented

Quality Specifications

The project objective is to successfully plan, organize, and complete the design of Mary-Jo

and Bobby Doe’s dream home within a 2 month period, without exceeding a cost of

$200,000.00. When it comes to meeting my customers’ expectations, I must follow all specific,

detailed instructions from them that address characteristics related to the purchase of their home.

The happy couple’s requirements for their brand new home are a 3-bedroom, 2000-sq foot house

with an attached garage, finished basement, and modern kitchen with new appliances. To stay

within the budget of $200,000.00 is extremely important.

Once the project commences, it is important to keep customers well-informed of its progress

and developments. As the project manager, I will be quick to explain any changes that occur and

what implications they may cause, so they can make an informed choice and adjustments to their

own plans if necessary. The more actively involved Mary Jo and Bobby Doe are, it will be

easier to adjust any expectations in accordance with the events and decisions that emerge while

the home is being built. Also, it will keep our project team focused on what Mary Jo and Bobby

Doe expect. Following the Work Breakdown Structure, Scheduling Plan, Budget Plan, and the

customer’s requirements while keeping them up-to-date with any changes, the end result of the

project will surely meet the customer’s performance criteria.

Project Dependencies

There are times that internal and external factors can play a direct or indirect role in the

successful completion of the project. Internal dependencies typically deal with your project not

being able to continue unless certain plans or factors are already complete, and are part of the

scope of the project. It is important to stay on track with all responsibilities and tasks that must

be completed in order to move forward. An example of an internal factor is budget and time.

Depending on how much time the project team has will determine how quickly we must arrange

a contractor and assign responsibilities among individuals involved. A time based budget

forecast for the planned duration of the project will cap an amount of all work that must be

completed inside and outside, and will determine affordability of the quality of the materials.

External dependencies are also things that need to happen before a certain activity on

your project plan can take place, but they are out of the scope of the project. An example an

external factor is the orientation of the home. Building the house is part of the scope, but

specifications and details can be changed along the way, such as the design of the rooms and

how much open space Mary Jo and Bobby Doe want in the kitchen or basement.

Project Metrics

Metrics are measurable attributes of interesting project features and determines the

progress of the project compared to what was expected. Metrics are used by the project manager

to develop realistic estimates and plans, to objectively track and communicate project status, and

to anticipate problems or identify risks. There are number of reasons for using metrics including:

Evaluating project progress and project health

Risk mitigation

Managing team performance

Understanding level of customer satisfaction

Determining what should be measured revolves around the objectives of the event being

planned. Mary Jo and Bobby Doe want their dream home built within a 2-month time frame and

cannot exceed a budget of $200,000.00. The metrics used should reflect the customers’ needs,

internal metrics should be achieved, and create a common language between team members.

The following is a list of knowledge areas and questions that will help compare how the project

plan is going to what is expected.

Categories Measurement

Cost Will the project meet the budget?

% of budget under or over for last report period

Cost Performance Index

Time Will the project meet the schedule?

List of milestones with dates and times

Schedule Plan

Risk Are we effectively anticipating changes? Are we managing

risks relevant to this project? Do customers and stakeholders

know of potential scheduling and budget changes?

Scope Will the project deliver the planned scope? Are customers

prepared for changes? Are these changes still in line with

expectations?

Number/severity of scope forecast changes

Quality Are the customers happy? Were all project deliverables met?

Are quality targets met?

Hours and dollars spent doing rework in last report

Number of deliverables rejected by customer

Human Resource Requirements

Human Resource planning must be tied to the overall project plan. The process can

commence by assessing the current conditions and future goals of this project. Identifying the

goals and objectives will help predict future hiring needs in terms of the number of employees,

types of skills, and work experiences. Therefore, we can consider the following questions:

What are the project objectives?

What skills and/or training will be required to meet the goals and objectives?

In order to determine who is fitting to perform and complete certain tasks, I will identify needs,

conduct an analysis of roles and responsibilities among the project team and stakeholders, and

determine feasibility of hiring.

Major Participants Roles/Responsibilities

Internal Mary Jo &

Bobby Doe

Stakeholders, have procurement of funds for the project

Must be aware & prepared for potential changes

Attend all status meetings

Visit construction site weekly

Project Team Must attend project kick-off and all status meetings

Must complete assigned responsibilities on time

External Carpenter Gather information and review with project manager and

customers for requirements

Wood finishing, furnishing of wood work

Electrician Gather information and review with project manager and

customers to determine where lights in the home will be

placed

Lighting fixtures, electrical work

Inspector Conduct a thorough search of the site (inside and outside)

Meet with PM weekly to discuss new information, as well

as Mary Jo & Bobby Doe to have approval of requirements

Landscaper Detailing and design of exterior site of the house

Mechanic Installation and rework of household appliances

Plumber Installation and maintenance of potable water, sewage, and

drainage system

Lessons Learned

One of the most valuable contributions to the project is the lessons learned. It represents

an analysis carried out during and shortly after the project life cycle, and attempts to capture

positive and negative project learning. The holder of the lessons learned report will be I, the

project manager, because I am accountable for knowing all objectives that must be met, jobs

assigned to team members and meetings scheduled with customers and stakeholders, and

knowledgeable of what worked and did not work during this 2-month period. After the project

has been successfully completed, I want the lessons learned used to avoid future pitfalls, project

implementations to go smoother, and for the organizational culture to recognize the value of

learning. Other project managers that have an objective to design a home for a young couple on

a tight budget and within a short time frame, could use this template as an example to

Bibliography

“Construction of a House.” 8 November 2012. https://www.workbreakdownstructure.com/img-

content/wbs-sample-full.png

Evans, Gary J. “Deciding what to measure and how to measure it.” A Framework for Project

Metrics. 16 November 2012. http://www.cvr-it.com/Presentations/ProjectMetrics_CVR-IT.pdf

“Human Resource Planning.” 18 November 2012.

http://www.sasknetwork.ca/html/Employers/hr/Module1-HR.pdf

kinley Consulting. “Four Types of Dependencies.” kinley consulting. 13 November 2012.

http://www.kinleyconsulting.com/2012/05/four-types-of-dependencies/

Larson, Erik W., Gray, Clifford F. project management: the managerial process. New York:

McGraw-Hill/Irwin, 2011.