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Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
Bridgewater complex smarthomes pmi casestudy
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Bridgewater complex smarthomes pmi casestudy

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College Course Project Management Project on Smarthomes, Irish company, structured cabling organisations for residental new house builds.

College Course Project Management Project on Smarthomes, Irish company, structured cabling organisations for residental new house builds.

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  • 1. Institute of Project Management Ireland Project Case Study Report Smarthomes Brian Andrews 12th Jan 2008 2
  • 2. Table of Contents: PageBACKGROUND .......................................................................................................................5 Smarthomes .............................................................................................................................. 5 Project Types ............................................................................................................................ 5 Observations concerning organisational PM culture ................................................................ 6PROJECT DESCRIPTION ........................................................................................................8 Project Description ................................................................................................................... 8 Project Selection ....................................................................................................................... 8PROJECT MANAGEMENT DOCUMENTATION .................................................................9 SCOPE ...................................................................................................................................... 9 Initiation - Scope .................................................................................................................. 9 Planning - Scope .................................................................................................................. 9 Control – Scope.................................................................................................................... 9 Critique – Scope................................................................................................................. 10 TIME ...................................................................................................................................... 10 Initiation - Time ................................................................................................................. 10 Planning – Time ................................................................................................................. 10 Control – Time ................................................................................................................... 11 Critique - Time................................................................................................................... 11 COST ...................................................................................................................................... 12 Initiation – Cost.................................................................................................................. 12 Control – Cost .................................................................................................................... 13 Critique – Cost ................................................................................................................... 13 HUMAN RESOURCES ......................................................................................................... 14 Planning – Human Resources ............................................................................................ 14 Execution – Human Resources .......................................................................................... 14 Critique – Human Resources ............................................................................................. 14 COMMUNICATION ............................................................................................................. 15 Project Planning ................................................................................................................. 15 Execution – Communication.............................................................................................. 16 Critique – Communication ................................................................................................. 17 3
  • 3. RISK ....................................................................................................................................... 17 Project Initiation................................................................................................................. 17 Controlling - Risk .............................................................................................................. 18 Critique - Risk .................................................................................................................... 18 CONTRACT ........................................................................................................................... 19 Planning – Contract............................................................................................................ 19 Critique – Contract ............................................................................................................. 19 INTEGRATION ..................................................................................................................... 20 Project Planning ................................................................................................................. 20 Control - Planning .............................................................................................................. 20 Critique - Planning ............................................................................................................. 20 Project Management Information Systems............................................................................. 21Summary ..................................................................................................................................22Enclosure..................................................................................................................................24 Scope Statement ..................................................................................................................... 24 Time ........................................................................................................................................ 25 Cost ......................................................................................................................................... 25 Quality .................................................................................................................................... 25 Work Breakdown Structure .................................................................................................... 28 Communication Plan .............................................................................................................. 32 Contract / Procurement Summary .......................................................................................... 33 Smarthomes Organisational Structure .................................................................................... 34 Project Organisational Structure ............................................................................................. 35 Appendix ............................................................................................................................ 36 4
  • 4. BACKGROUNDSmarthomesThe company is based in Dundalk, Co. Louth, will all functions supported from this location.Smarthomes was established up in 2002, 2,500 completed installations in 2007.Smarthomes is the market leader in ‘Smart home’ technology; structured cabling (Cat5e & Co-ax) and technology systems in new homes.Almost all gadgets require some form or wiring, whether its for electric power, connecting tothe phone network or the computer network. We are accustomed to having our electric powercentrally managed by a fuse box and then distributed to every room using electrical sockets.Smarthomes has devised a fuse box device that centralises control of TV points, phone point,CCTV and computer networks. This eliminates the eyesore of cables visibly tacked to skirtingboards and any future re-cabling of your home.At the heart of the system is the Smart Connection Centre, the hub to where all incomingtelephone, broadband and TV services are brought, and subsequently distributed to variousrooms. The system enables wide access to a vast range of communication and entertainmentlinks in your house.ServicesThe range of services covered include telephones, PC networking, broadband, aerial, cable andsatellite TV, Plasma /LCD screens, home cinema surround sound, multi room audio,programmable mood lighting, CCTV, provision for home office and heating control via mobiletelephone.Project TypesSmarthomes is a project based organisation. The project manager has full authority to assignpriorities and to direct the work of individuals assigned to the project. The project managerreports into the Operations Manager. All other departments are there to support operations. 5
  • 5. With the nature of the business, projects are similar to each other, differencing only by meansof units, additional features and pricing mechanisms. A project manager can have 20 or moresites to oversee, a site can consist of ten to hundreds of unites. Timescales can vary frommonths to several years.The country divided into three regions for project managers, split into three regions,A) Dublin Region.B) Northern half of country (line from Dublin to Galway north)C) Southern half of country (Dublin to Galway south inc Galway).Observations concerning organisational PM cultureA strong project management culture is developing within the organisation. A systematicprocedure operates for managing, tracking and reporting project status.The sales dept retain the original documentation in orange folders, whilst copies of thefollowing are in the operations black folders. Copy of original sales quote & financial breakdown Copy of signed sales order Outline timescale for the projectEach project has its own case file and folder, containing the relevant supportingdocumentation, which includes the following.Project Scope Summary Description: contained in the original sales documentation, describing the goal of the project. Benefits: bullet points detailing the benefits to both developers and home owner that will be realised, tangible and intangible. Timescale; start dates and approximate finish requirements Assumptions & constraints Project duration – defined once the project manager has the kick-off meeting with site managers. Project structure 6
  • 6. Key MilestonesMilestones are identified and a Microsoft Excel spreadsheet is prepared for status reporting tosenior management.Project IssuesA record of all issues encountered during the projectScope RevisionsA document management system exists, recording and detailing revisions to scope, timescaleand documents. In conjunction with this, procedures are in place to monitor, control and reporton the project status.Project CouncilAn important element of the project management culture within the organisation is the ProjectCouncil, this council consists of all project managers, operation manager and general manager,and quarterly, the managing director would join this council. Each Monday, this council meetsto discuss the current status of each project, issues of concern raised, resources allocated asdirected.In summary, the project management culture is strong in the organisation, some of themethodologies differ to that of the Pmbok, but in essence the system initiate, plans, monitors,controls and reviews all projects in the organisation. 7
  • 7. PROJECT DESCRIPTIONProject DescriptionTo provide and install a structured cabling system in twenty three apartments in theBridgewater Shopping Complex. The project provides for a communal satellite system andprovision for the connection to Eircom.Business StrategySmarthomes is a sales based projectised organisation. Upon the successful tender for eachproject, the operations dept is tasked with the design, project management & installation foreach unit.We do not engage in 1st fix cabling of units. We insist that the onsite electricians perform thisprocess, once proper documentation and training is provided to the electricians. We perform2nd fix termination of cables.When all other trades are finished in the apartment/unit, and adequate security is provided, weprovide and install audio visual equipment. This is either agreed at the sales contract stage orafterwards with the homeowner.Project SelectionI selected this project as it satisfied the project selection criteria as outlined in the project reportguidelines. I was responsible for this project from the sales tendering process to closeout meeting. The project commenced in October 2006 and finished in April 2008, with definite mile stones for product requirements. Some of the projects which I was involved with are still ongoing, with no definite end date due to market conditions. Other projects were too small in either timescale or monetary value to make it interesting to prepare a report on. This project was complex and required good project management skills. The lead in time was short, due to the sales tendering process. Communication between the teams was critical for the success of this project 8
  • 8. PROJECT MANAGEMENT DOCUMENTATIONSCOPEInitiation - ScopeThe project was initiated following a successful tendering process with the developers of theBridgewater Complex, Allen & Smyth Ltd for the provision of the structured cabling system.Planning - ScopeThe project was broken down into key deliverables. At the end of these a milestone eventoccurred. Construction of detailed CAD drawings for each unit. Provision of cables for electricians to perform 1st fix cabling. 2nd fix termination of cables. 3rd Fix, installation of hardware (TV’s, DVDs, music systems) for show units. Walk through with site representative to sign off each unit. Marketing Launch and preparation of marketing material.The project scope summary was prepared included the benefits to the developers, timescale,assumptions and constraints, see enclosure A.Control – ScopeA formal management plan is a project requirement with Smarthomes. Management of scope isdocumented by the sales department within the customer’s contract. Any changes to scope isdefined and documented in the project scope documents. The steering team; project manager,project supervisor and operations manager, may approve any scope changes.Requests for changes are made either during formal meetings on site or on an ad-hoc basisduring site visits and inspections. These are documented and depending on the nature of therequest can be granted by the project manager or presented to the Change Request/ApprovalMeetings.The project manager, records of all issues encountered during the project, changes are managedthrough a document management system, recording revisions to scope, timescale anddocuments. 9
  • 9. Critique – ScopeSmarthomes depends on projects to function in business. The successful tendering for thiscontract was the initiation for the project, and the agreed functionality was the base line to theproject scope.There was no definite launch date for a completed show units, however a provisional date wasnoted. Apartments 201 and 202 were the show apartments, and these were given a higherpriority. This required marketing material to be prepared for May 2007, but not printed untilconfirmation from the developers, Allen & Smyth. When this was confirmed, the material wasfast tracked through marketing department.The project had clear deliverables and objectives, hence planning of scope had a logicalapproach. Scope creep was limited, as each change request had the potential to impact thebottom line. Following changes to scope, the schedule was updated to reflect this. The vastmajority of changes impact on time or positioning of components within apartments. Timechanges are monitored on the Excel spreadsheet, while equipment locations are noted onupdated document revisions. Which are then issued to both site personnel and architects.TIMEInitiation - TimeDuring the tendering process, the approximate start date for 1st fix cabling was Jan 07 and theproject to finish prior to May 08.Planning – TimePlanning was based on prior knowledge of other developments. Electricians were allocated 2days initially to 1st fix apartments, this reduced to hours when they were comfortable with ourcables. The provisional launch date for the show apartments was for June 2007. This deadlinespecified that two apartment units apt 201 and 202 be completed. After 1st fix, each unit wassnagged by the project manager. Any errors discovered would and could be immediatelyrectified when the electricians were on the same floor. 10
  • 10. The 2nd fix termination of the cables was completed post the electrician installing the electricalsockets on the walls. This schedule was fixed that three units would be 2nd fixed by theelectricians before Smarthomes would 2nd fix these units. This allowed us to put a team on sitefor 3 to 4 days to maximise efficiency. Each team contained 1 team leader and 2 othertechnicians.Control – TimeThe Smarthomes schedule was adapted to reflect the overall construction project schedule.Initially, each apartment was allocated a team to complete the 2nd fix in less than 8 hours. Thisis based on past efforts and knowledge of speed and efficiency of a team.Performance time reporting was carried out on a weekly basis using an Excel spreadsheet. Weused a variation on the traffic light system. Variations of green specified the stage of theproject and if it was on target, off target, or had a major problem occurring.The actual completion date was inserted when a milestone was achieved. Performancereporting was conducted by reviewing actual versus baseline performance from the milestones.This was on a per floor basis.Any slippage was approved through the steering team. This required the overall schedule to beupdated upon the change approval as per documented procedures.As with most construction based projects, time (hard) dependencies occur. Typically you haveto wait for ‘all four walls to be built before the roof can be done’. In this project, we have towait for the electricians to complete and certain other trades to be completed also before wecan proceed with each apartment.Critique - TimeThere were no time issues that affected the overall schedule. Any problems werecommunicated rapidly to the project manager either by the site manager/ M&E foreman ordirectly from the electrician foreman. In conjunction with the change request / approval systemreported above, all issues were address in a timely fashion.The request to have show apartments finished ahead of schedule ensured that these work onthose units were prioritised. 11
  • 11. MS project Gantt charts were not used in this project, instead MS Excel to allocate resources tothe schedule.As the project progressed, due to team allocation issues, the project timeline was pushed backby 2 weeks from original. This allocation problem continued through out the project from Juneonwards, and we were constrained from allocating greater resources as staffing was a finiteresource. There was a 4 week period built in to the project as a contingency.COSTInitiation – CostThe financial cost of this project was defined at the start due to the tender process. The totalfigure cannot be exceeded, this is a constraint otherwise Smarthomes would suffer a loss. Thecost is broken down into its contingent parts.Contingency is set at 10% of the total project, Quantity € per Unit Total 3 Bed Apartments 705 2 Bed Apartments 545 Hardware 350 Satellite Contractor Subtotal Total before Contingency Contingency Totals 12
  • 12. Control – CostPerformance cost is reported against the baseline budget. All spend on the project is tracked byboth the finance department and the project supervisor. The project manager signs off all of thepurchase orders. The project manager has control over the budget, and allocating resources,equipment and personnel. The project spend is reported to the project manager by the projectsupervisor on a weekly basis. Variance reporting per project occurs on a monthly basis by thefinance dept.In this project, one small cost addition to the communal system was agreed upon, as per therequest of the developers, who became an apartment owner.Critique – CostAs before, Smarthomes tender for all projects, costs are fixed prior to the initiation of eachproject. It is difficult to exceed the budget once the contract has been signed, unless a validjustification occurs. The initial contract is based upon analogous estimating. Smarthomes has aformula that gives a cost per square foot of house based on the number of terminationscontained within.The baseline of the spending plan is used to track actual versus planned and control spending.There is a contingency allowed to each project, it is tightly controlled and cannot be accessedwith out permission from the project council. Contingency is budgeted at 10% of the total. Inthis case, we utilised a small amount to cover a minor addition to the satellite system. 13
  • 13. HUMAN RESOURCESPlanning – Human ResourcesThe Human resource perspective of this project is that of a projectised organisation. Theproject manager has complete control over all aspects. Once the project tendering wascompleted, the project manager was assigned based on the location. The project managerassigned resources from other departments, when required.We use generic industry cabling, the requirements are documented, explained anddemonstrated to the electricians. Using colour coded drawings and cables, once the projectmanager explains or walks through one apartment; what is required is self evident.Execution – Human ResourcesTraining requirements for Smarthomes personnel was limited. Projects are identical to others,apart from slight differences to functionality or size of units. Training requirements wereidentified at the initiation phase of the project. Plans were developed and resources allocatedby the project supervisor. To keep continuity with in the project, the same team members wereused throughout the project, this kept both service levels and knowledge of the project at anacceptable rate.As with current construction sites work practice, most work is sub contracted out. This lessensthe legal requirements on organisations. Smarthomes had a maximum of 3 different team’sonsite. Current Health and Safety regulations were followed by all on-site personnel.Critique – Human ResourcesBeing a projectised organisation, the learning curve for all smarthomes personnel involved isslight. Each project is similar to previous ones, only differencing by minor featuresThe project manager had overall control over staff resources and schedules.Teams were tasked with a specified quantity of work to complete against in house efficiencystandards. The project manager monitored this on a weekly basis to ensure targets were beingmet. 14
  • 14. Due to team allocation issues, a delay occurred mid June onwards. As staffing levels are finite,and there was no possibility to increase them. This delay continued throughout the project.As a sub-contract on the site, the project manager had limited influence over the main electricalcompany. There was a good working relationship between the project manager and electricalforeman on the site. This allowed for issues to be dealt with on an informal basis and conflictscould be resolved efficiently.COMMUNICATIONProject PlanningThe communications plan was developed in the project planning phase. It was defined in theproject scope documentation. It included the requirement reports and meetings.Two groups were identified as primary persons requiring information, namely; Senior management Smarthomes, developers, architects and M&E foreman, who need periodically project status reports. Project steering team, project’s weekly status.Each Smarthomes project has its own folder and contained all files, minutes of meetings, andcommunications. This was both stored electronically in a common network folder and in paperformat in the operations dept. The project manager maintained all documentation to the project.Smarthomes uses a colour coded system to document the stage of each apartment/house perconstruction site. This allows all to view the project at its current stage.The communications plan was based on previous project plans. Meetings were scheduled tocoincide with other events on site, to increase effectiveness. Smarthomes plans weekly projectcouncil meetings every Monday to review all projects. Change Request and Approval meetingswere scheduled to occur after these meetings. 15
  • 15. A close out meeting was scheduled towards the end of the project to hand over alldocumentation, review any outstanding issues, and formally close the project.Execution – CommunicationAt the start of each week, the project council met. This meeting would give all present anoverview to all projects being handled by the operations department. The PM sent a monthlyreport to senior management and site managers. One page bullet point reports on the status ofthe project. This was based on the reviews post project council meetings.Change request and approval meetings occurred on a regular basis for the steering team,typically at the end of the weekly project council meeting. This allowed for the regular transferof information.The project manager met both site electricians and site manager on a bi-weekly basis. This wasdeemed to be the most appropriate schedule. Frequently this meeting occurred with other onsite activities for the project manager. Some meetings were on an adhoc basis, whilst theproject manager was on site, would meet the electrician foreman, M&E foreman or sitemanager. Occasionally, these were the basis for scope request changes to the project.All written project documentation is held on the operations network server. Read access ispermitted to all, write access only per documented request.Smarthomes project manager is tasked to manage the marketing launch for the showapartments. Meetings were conducted with the marketing dept to design and print brochuresfor the show apartment launch.At the end of the project, the project close out report was completed. The PM handed over anOperational and Maintenance Manual, O&M manual, both soft and hard copy to the developersat the end of the project. In conjunction with this, the close out report for the site wasdeveloped. 16
  • 16. Critique – CommunicationEffective project management requires that communication between stakeholders is a criticalfactor to ensure the success of a project.For top level management, a simple one page document was used, along with variouscolours/shades to highlight status for each units. The operations manager maintains an overallproject review sheet to document the each project, with unit quantity completed and currentstages of in complete units.By having proper project status meetings, prior to the kick-off, the effect of scope creep couldbe minimised. Also by use of regular change request process meetings, each request had amonetary value attributed to it, and this brought rapid decision making process to changerequests. The regular performance and review meetings allowed all stakeholders to have anaccurate picture of the project.Project Council meetings were kept to the bare minimum; each project manager had typically15 minutes to report on their projects. Frequently site meetings were on a standing basis, andhad duration of a few minutes while discussing the various aspects. Having regular meetingswith the electricians and site personnel, ensured that no surprises occurred. Any issues werebrought to the project manager direct and could be solved quickly.RISKProject InitiationRisk assessment plan was implemented. At the project planning stage, a risk analysis wascompleted to identify and mitigate risk. Risks have either a positive or negative threat to theproject.The project risk procedure includes a project risk analysis template. This has the probability (P)– impact (I) matrix, in conjunction with the monetary value associated with these risks. Themultiplication of the P x I provides a method to rank risks and determine the appropriate 17
  • 17. response. The risk analysis was carried out by the steering team, who complied the riskassessment template.The risk analysis was categorised under the following headings; Technical Risks ; Result of complexity, integration issues, technology Financial risks ; Danger of unforeseen events Schedule Risks ; Relationship between financial and schedule risks, Internal risks ; Technical failures, delays in carrying out scheduled work, errors by staff, Risks the project manager can control External Risks ; Threats from environment, business risks, outside PM control, Legislative changes, changing market conditions.Controlling - RiskRisks that were identified were periodically reviewed, during meetings. Risk exposure andcategory were analysed. New risks were identified and reviewed. Any change to the projectplan was carried out using the risk analysis template.Critique - RiskRisk mitigation is an input to risk assessment, to reduce risk to an acceptable level during theproject. Early risk identification and action reduces the impact later in the project both on cost,timeline, and consequences.The triple constraints of time, resources, and quality generally have the biggest risk impact onthe project. Risks are usually lurking in each of these areas. If time is your primary constraint,risks associated with this constraint could include loss of key personnel, lack of trainingopportunities in time for critical project activities, vendor delays, equipment failure, and so on.So the project schedule, or time, is not only a constraint, its also a key area for us to examinein the risk-identification process. 18
  • 18. CONTRACTPlanning – ContractThe tender document for this contract contained a detailed price breakdown. Each apartmentunit was itemised, along with price per component. This allowed both parties to accurately planthe project. Payment terms were in the contract, with final payment after sign off of each unit.In addition, Smarthomes contracted out the communal satellite system to a regionalorganisation. This was identified at the tender stage; the budget included a provision, based onan allocated figure per apartment. The criteria was to provide this service and for maintenanceon the equipment.Critique – ContractSmarthomes won this project based on a tender. All relevant information was contained within.The contract included payment terms, performance requirements for the equipment.The developers had an overview of our product prior to tendering, and as we are the marketleaders, were satisfied that we could deliver a product which would positively impact on theirbottom line.At the early project stage meetings, time lines and ambiguities about the functionality,appearance and locations of our products were discussed and finalised. These meetingsincluded representatives of the developers, architects, M&E foreman, electricians andSmarthomes sales and project personnel. 19
  • 19. INTEGRATIONProject PlanningProject integration was required during this project. The installation of our cables was plannedto occur in conjunction with the electrical cabling. The installation of the communal satellitesystem was outsourced to a local company who is a registered Sky installer. This sub projectwas scheduled to occur after all cables had been installed to the comms area.Provision for telephones & broadband, Eircom was included in the project. Each apartmentwas provided with cable to the Eircom head- end in the comms area. The project manager hadto plan with Eircom what requirements they had, and allocate resources accordingly.Control - PlanningOnce the tender was successful, the project plan was outlined and milestones agreed.A system exists with in the operations department to graphically illustrate the status of eachunit/project. This allows the steering team to assess if any slippage was occurring in theproject.Weekly project meetings were scheduled in house with the project council to allowedinformation to be assessed by all in-house project members, and bi-weekly meetings with sitepersonnel. These meetings allowed resources to be allocated, ensuring no conflict occurred.The status reports meetings allowed stakeholders review current project status.The project was planned from initiation to completion, based on previous projectdocumentation.Planning for Eircom to complete their connection to the telephone system was impractical.Deadlines came and went, and only when they were ready did this final connection occur.This was many weeks after the scheduled date.Critique - PlanningThe project plan was agreed at the start, and was held mostly true. Some variation on weeklyschedules occurred. This was to facilitate other trades on the site to complete their activitiesand or for Smarthomes to maximise team utilisation accordingly. 20
  • 20. Site meetings can be on an ad-hoc basis, and change requests can occur accordingly. Allchanges are documented and based on the level of change, can be approved immediately.From previous sites, working with Eircom is difficult. They plan according to their ownschedules and even agreed dates are typically missed.Project Management Information Systems What pm systems were used & software applied Comment on suitability & interaction with existing org processes and systemsSmarthomes is in an entrepreneurial rapid growth phase of organisational development. Theoperations department uses Ms Excel to manage projects.The finance department use a combination of excel and common finance packages to track thefinancial aspect of the contract. A weekly time sheet was used in conjunction with GIStracking systems to monitor team’s onsite. 21
  • 21. SummaryThis project was a success. It completed the terms of the scope on time and with in overallbudget terms.Cost ObjectivesThe budget was set for this project based on the successful tender document. This figure wasbased on the standard formula for apartment square footage. As I worked on projects previousto this, and subsequent, this amount was deemed to be accurate for Smarthomes to have apositive financial gain from this project.Allocation of resources was based on in house efficiency rates for teams. Contingency budgetwas set at 10% of the total. Due to a request from a stakeholder, a small amount of this wasused to complete the project.Increases in cost of fuel and cable, necessitate Smarthomes to use the management reserve. Asboth of these impact on all projects in the organisation, it was deemed by the financedepartment to use the reserve to reduce these effects on the organisation as a whole.Quality ObjectivesAll units were inspected by the site electrician, M&E foreman, site manager and myself priorto site sign off. This quality is a subjective appraisal, and based on a snag report.Equipment has pre determined quality levels; cables have a 10 year guarantee, as per industrystandards. TV’s and audio equipment manufacturer’s warranty, other electronic devices have aone year guarantee.Time ObjectivesThis project ran as a sub project to the main construction of the Bridgewater Complex.The estimated start and finish times were pre-determined before the project started. Only withthe project kick off and subsequent meetings were actual dates agreed upon. 22
  • 22. We allocated lag times to the project for time constraints to be ironed out. One issue arose dueto team allocation and other site issues which caused a 2 week delay to ripple through theproject. Upon evidence that this time could not be caught up, the project schedule was updated.Overall, this two week issue did not effect the finish time of the project, as I had planned for anadditional four weeks through out the project duration.Request to scope changes or the schedule were easily accommodated through out the project. Iplanned as per company norms that a minimum of three apartments were ready for us toproceed with 2nd fix. This buffer gave us a week’s grace either way to allocate resources.The weekly project council meeting was used to allocate resources for the forth coming month,and allowed myself to handle any request for changes in a timely and methodically fashion.The use of Ms Project and Gantt Charts would simplify the scheduling of projects. This wouldbe change to Smarthomes to increase its efficiency. 23
  • 23. EnclosureScope StatementProject JustificationThe project was initiated following a successful tendering process with the developers of theBridgewater Complex, Allen & Smyth Ltd for the provision of the structured cabling system.Brief Description of ProductTo provide and install a structured cabling system in twenty three apartments in theBridgewater Shopping Complex. The project provides for a communal satellite system andprovision for the connection to Eircom.DeliverablesThe project was broken down into key deliverables. At the end of these a milestone eventoccurred. Construction of detailed CAD drawings for each unit. Provision of cables for electricians to perform 1st fix cabling. 2nd fix termination of cables. 3rd Fix, installation of hardware (TV’s, DVDs, music systems) for show units. Walk through with site representative to sign off each unit. Marketing Launch and preparation of marketing material.Objectives To earn a profit for Smarthomes Not to make a mistake and cost Smarthomes money To complete the project in a professional manner, gain additional business from developers. Use of the project as a show case to gain other business in the area. To complete in a timely manner and move on to next project 24
  • 24. TimeThe approximate start date for 1st fix cabling was Jan 07 and the project to finish prior toMay 08.MilestonesDrawings completed by 3rd Jan 20071st Fix cabling completed by 2nd July 20072nd Fix completed by 19th Oct 2007Sign off of all completed units by 14th Jan 2008Close out report completed by 14th April 2008CostThe cost of the project is set at € 256K. This is based on the original tender document.QualityAll units were inspected by the site electrician, M&E foreman, site manager and myself priorto site sign off. This quality is a subjective appraisal, and based on a snag report.Equipment has pre determined quality levels; cables have a 10 year guarantee, as per industrystandards. TV’s and audio equipment manufacturer’s warranty, other electronic devices have aone year guarantee.Assumptions  Cost of cable does not rise above assumed limit  Fuel prices do not rise above 1.50 per litre  Staff members remain constant through out project  No body gets injured.  No turf war’s occur on site  Good working relationships between project manager, electrician foreman, M&E foreman and site manager. 25
  • 25. Constraints  Work hours are between 8 and 5 pm, no overtime permitted  Have to work with in project plan of Eircom for the complex, not able to adequately plan them into our schedule  Completion deadline of April 2008  Have to work in conjunction with complex schedule, not able to fall behind 26
  • 26. Bridgewater Gantt Chart 27
  • 27. Work Breakdown Structure 28
  • 28. Budget Summary Quantity € per Unit Total3 Bed Apartments2 Bed ApartmentsHardwareSatellite Contractor SubtotalTotal before ContingencyContingencyTotalsPlease note, the excel spread sheet that these figures came from, I am not able to simplify.The quotation to the client is based on the number of units/terminations per apartment andcombined with the square footage of the apartment.In conjunction, there are overheads at 10% included, and a reserve factored into this. 29
  • 29. Risk Analysis The risk analysis has determined the following levels of risk to the project: Risk RiskRisk Risk Result Risk Preventative Contingency Description Probability Impact QuantitiveId Category PxI Owner Actions Actions (1 – 5) (1 – 5) Cost1.1 Incorrect cable Technical 1 5 5 €160 per PM / Use of colour Training and pulled cable Electricians coded cable documentation and drawings. PM snags unit before next stage.1.2 Cable damaged Technical 1 5 5 PM Spare cable Spare redundant in each run cable1.3 Cables pulled to Technical 1 5 5 PM / use of colour Training and wrong location Electricians coded cable documentation and drawings PM snags unit before next stage1.4 Components in Technical 3 5 15 Electrician Use of colour PM Snags before wrong location s / PM coded next stage drawings1.5 Components not Technical 2 5 10 PM / Use of spirit Can wait till 2nd level electrician level fix to adjust if necessary1.6 Conflict with Technical 2 3 6 PM Adequate None other electrical communicati equipment on with electricians / site manager1.7 Health and Technical 3 5 15 Steering Adequate Safety Team training, Safe pass, site induction training1.8 Communication Technical Pm Regular Problems communication between stakeholders1.9 Equipment Technical 2 1 2 €1000 Steering Ensure Have spare Damaged / Team equipment equipment Stolen secure1.10 Workmanship Technical 1 3 3 €1000 Pm Training and Team supervisor review monitors junior 30
  • 30. standards members, PM monitors teams2.1 Delays in Financial 4 5 20 €20,000 Steering Timely Insurance Payments Team signoff of against delay units payments2.2 Cost over run, Financial 1 5 5 €10,000 Steering Communicati scope creep Team on with stakeholders3.1 Delay to finish Schedule 1 5 5 €5,000 PM date3.2 Resource conflict Schedule 3 5 15 €1000 Project Regular Project council, project overlap, Council meetings plans schedule 4 wks in advance3.3 Schedule Delays Schedule 1 3 3 €5000 Steering Adequate Adequate Team planning and planning and forecasting forecasting3.4 Show launch Schedule 1 1 1 €500 Pm Communicati Limited, easy to earlier than on with ramp up in- expected Interior house printing developers4.1 Scope change External 3 5 15 €25,000 Steering Meetings Communication Team with between stakeholders stakeholders4.2 Objectives External 3 5 15 €15,000 PM Meetings Communication change with between stakeholders stakeholders4.3 Team members External 1 1 1 €130 per Steering 3 person Co-op staff from change day Team team, other teams redundancy built-in4.4 Cost of cable External 3 5 15 €10,000 Project Reduce None increases Council wastage, increase efficiency4.5 Fuel prices External 3 5 15 €5,000 Project Reduce Use telephone to Council unwanted monitor journeys activities / communication4.6 Conflict External 1 5 5 € PM Adequate Communication working between relationship stakeholders. between staff & electricians 31
  • 31. Communication Plan What Who/Target Purpose When/Frequency Type/Method(s)Project Kick Off Project Manager, Site Manager, M&E Communicate plans, deadlines, costs and Project Start Meeting Foreman, Electrician Foreman, roles/responsibilities. ArchitectsProject Council General Manager, Operations Manager, To review tasks, assignments, and action Weekly in-house meetings every MeetingMeetings Project Supervisor, PM items for all projects to allocate resources Monday morning for the forth-coming weeksSteering Team PM, Ops Mgr, Project Supervisor Steering Team Meetings Bi –Weekly MeetingProject Meetings PM, Site Manager, Electrician Foreman Review tasks and action items. Bi –Weekly Meeting / Verbal Review schedule timeline changesStatus Reports PM, Site Manager, Electrician Foreman Current status, review next month Monthly., with Operations manager Verbal & Meetings / Report and or M&E Foreman schedule, amend changes to timeline attending quarterly meeting Ops Manager,Change Request PM, Site Manager or M&E Foreman or To provide a controlled process for the Regularly Scheduled or when major Verbal & MeetingMeetings Electrician Foreman acceptance of deliverables and ensure that request to contract required. customer requirements are metChange Approval PM, Ops Manager, Project Supervisor, To provide a controlled process for the Regularly Scheduled or when major MeetingMeetings acceptance of deliverables and ensure that request to contract required. customer requirements are met 32
  • 32. Contract / Procurement Summary Supplier Responsibility Product / Service Description Type Budget AmountABC supplier Project Supervisor Cables Variable €3000BBC supplier Project Supervisor Manufacture and delivery of SCC Variable €2000Texaco Team Leader Fuel Fuel for Vans Variable €1000John Cloake Project Manager Satellite System Provision, installation and maintenance of Fixed € 1000 equipmentInternal Marketing Project Manager Brochures Design and production of brochures Variable €4000Dept 33
  • 33. Smarthomes Organisational Structure CEO Marketing Admin / PA General Manager Operations Manager Sales Manager Engineering Manager Logistics Mgr Financial Controller Project Project Project Project Sales & Marketing Technical Support Warehouse Accounts Manager Manager Manager Supervisor Executive x 6 Personnel x 2 Staff Admin x 4 R&D IT Admin Personnel x 3 Personnel Install Install Install Install Subcontractors Subcontractors Team A Team B Team C Team D 34
  • 34. Project Organisational Structure Operations Manager Project Manager Project Supervisor South Region Aidan Brian CAD Technicians X2 Liam / Lech Production Install Team A Install Team D Subcontractors Teamleader Team leader John Cloake Operative X2 Colin Ciarian 35
  • 35. AppendixServices provided by Smarthomes;TELEPHONETelephone points are provided in all main rooms for convenience and ease of accessTVAll main rooms are cabled to cater for Terrestrial and Satellite TV, with further provisionbeing made for Sky+.WALL-MOUNTED PLASMA/OR LCD SCREENS & SURROUND SOUNDMain reception room is pre-cabled for Surround Sound and wall-mounted LCD or Plasmascreen, bringing Home Cinema right into your living room.CENTRAL MUSIC SYSTEMCabling is provided for a Central Audio System for four rooms allowing you to install acentral music system and speakers at any time in the future. Once installed the same musiccan be played throughout the home when entertaining, or you can choose to listen todifferent music, in different rooms simultaneously.Speakers simply clip into the In-Ceiling Speaker Frames, making installation accurate andtidy. The speakers can either be installed at construction stage or “blanked-off” to allow forinstallation at a later stage.BROADBANDProvision for broadband is available in all main rooms, even allowing access in every roomsimultaneously.WIRELESS ACCESSIn addition, by simply plugging a wireless receiver into any PC point, your new homebecomes a world of wireless connectivity.PC NETWORKINGA secure PC network is pre-installed so that computers, printers and other devices can beshared throughout your new home.HOME OFFICEWorking full-time or part-time from home has never been easier, as the Smarthomessystem allows you set up your office in whatever room you choose.AUDIO & VIDEO EQUIPMENTSmarthomes offer a wide range of equipment from LCD or Plasma screens, Home CinemaSurround Sound Systems and Multi Room Audio equipment. This is a popular serviceoption for ease of installation, convenience and reliabilityCONTROL OF HEATINGFor your added convenience, provision has been made for the installation of the Text SmartSystem as standard in all homes (cabling only). This allows control of your heating via atext message from your mobile phone so that you arrive to a beautifully warm &comfortable home. If you wish to enable the Text Smart control unit, Smarthomes Ltd willinstall & commission this for you directly at an extra costCOMMUNAL SATELITEEach unit is connected to the communal satellite system, provision of which is based onaccess to the Sky system. 36
  • 36. Smart Connection CentreThe Smart Connection centre, with its compact design, is a user-friendly type patch panelsystem. Pre-connected Telephone, PC, TV and Multi Media points throughout the home arelinked to this central hub, where they can be easily identified.Features may include;  TV splitters and amplifiers which distribute TV and satellite to each room  Hub for PC Networking  Router for simultaneous Broadband access in multiple rooms  Discretely concealed power supply panelExamples of colour coordinated cables 37
  • 37. 38 Wardrobe En-Suite SH-04 Bathroom Master Bedroom SH-02 SH-03 2 Entrance Hall SH-01 Bedroom 2 SH-05 Wardrobe HotpressExample of colour coordinated drawings 2 L PP R 3 Kitchen SH-07 D/Washer Living Room SH-06 Washer/ Dryer Freezer Fridge Oven LR RR

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