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122 Part 1 - GuideFigure 4-15. Close Project or Phase Dat.docx
- 1. 122 Part 1 - Guide Figure 4-15. Close Project or Phase: Data Flow Diagram • Project charter 5.5 Validate Scope 12.1 Plan Procurement Management 4.1 Develop Project Charter Project Management Plan Project Documents Project Documents
- 2. 4.7 Close Project or Phase Enterprise/ Organization Enterprise/ Organization Customer • Accepted deliverables • Project Charter • Procurement documentation 12.2 Conduct Procurements • Organizational process assets • Final product, service, or result transition Project documents updates • Lessons learned register • Final report • Organizational process
- 3. assets updates Project management plan • All components Project documents • Assumption log • Basis of estimates • Change log • Issue log • Lessons learned register • Milestone list • Project communications • Quality control measurements • Quality reports • Requirements documentation • Risk register • Risk report Business Documents • Agreements • Business case • Benefits management plan Co py ri gh t © 2 01 7. P ro
- 6. it te d un de r U. S. or a pp li ca bl e co py ri gh t la w. EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 3/13/2020 4:15 PM via YORKVILLE UNIV AN: 1595320 ; Project Management Institute.; A Guide to the Project Management Body of Knowledge (PMBOK® Guide)– Sixth Edition Account: s7439054 Directions: Each writing should be a multi-paragraph response, but the quality of your answer is more important than the length of your answer.
- 7. Discuss Robert Frost’s use of images such as walls that both connect and separate (870), spire-like birches that allow him both to ascend and to descend (876), and paths that lead him both toward and away from where he ought to be in life (877). A. Discuss why Mrs. Mallard really dies in Kate Chopin’s “The Story of an Hour” (174). · Discuss the characterization of Bartleby in Herman Melville’s “Bartleby, The Scrivener” (406) and why Bartleby repeatedly says, “I prefer not to.” 122 Part 1 - Guide Figure 4-15. Close Project or Phase: Data Flow Diagram • Project charter 5.5 Validate Scope 12.1 Plan Procurement Management 4.1 Develop
- 8. Project Charter Project Management Plan Project Documents Project Documents 4.7 Close Project or Phase Enterprise/ Organization Enterprise/ Organization Customer • Accepted deliverables • Project Charter • Procurement documentation 12.2 Conduct
- 9. Procurements • Organizational process assets • Final product, service, or result transition Project documents updates • Lessons learned register • Final report • Organizational process assets updates Project management plan • All components Project documents • Assumption log • Basis of estimates • Change log • Issue log • Lessons learned register • Milestone list • Project communications • Quality control measurements • Quality reports • Requirements documentation • Risk register • Risk report Business Documents • Agreements • Business case
- 10. • Benefits management plan Co py ri gh t © 2 01 7. P ro je ct M an ag em en t In st it ut e. A ll r ig ht s re se rv
- 13. EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 3/13/2020 4:15 PM via YORKVILLE UNIV AN: 1595320 ; Project Management Institute.; A Guide to the Project Management Body of Knowledge (PMBOK® Guide)– Sixth Edition Account: s7439054 Quality Management Plan Project Management Improvement Project Example Prepared By: Name1 - Project Manager Position: Project manager Date: January 27, 2006 Version No: v1.0 Document Change Control The following is the document control for revisions to this document. Version Number Date of Issue Author(s) Brief Description of Change 0.9 11/15/05 Name1 - Project Manager Phase 1 - Preliminary draft for Phase 1
- 14. 1.0 1/27/06 Name1 - Project Manager Phase 1 & 2 – conform to new framework template, update for Phase 2 deliverables Definition The following are definitions of terms, abbreviations and acronyms used in this document. Term Definition PMA Project Management Advisor Web tool Table Of Contents 11. Quality Management Approach 22. Quality Management Objectives
- 15. 33. Project Quality Control 64. Project Quality Assurance 75. Quality Team Roles & Responsibilities 96. Quality Tools 107. Quality Control and Assurance Problem Reporting Plan 118. Appendix 11Gap Resolution Targets 1. Quality Management Approach The purpose for managing quality is to validate that the project deliverables are completed with an acceptable level of quality. Quality management assures the quality of the project deliverables and the quality of the processes used to manage and create the deliverables. The quality management plan identifies these key components: Objects of quality review Quality Measure Quality Evaluation Methods Project Deliverables Deliverable Quality Standards Completeness and Correctness Criteria Quality Control Activities Project Processes Process Quality Standards Stakeholder Expectations Quality Assurance Activities The following is a brief explanation of each of the components of the quality management plan. Project Deliverables and Processes The key project deliverables and processes subject to quality review.
- 16. Deliverable Quality Standards and Completeness and Correctness Criteria The quality standards that are the “measures” used to determine a successful outcome for a deliverable. The completeness and correctness criteria describe when each deliverable is complete and correct as defined by the customer. Deliverables are evaluated against these criteria before they are formally approved. Process Quality Standards and Stakeholder Expectations The quality standards that are the “measures” used to determine if project work processes are being followed. Stakeholder expectations describe when a project process is effective as defined by the project stakeholders. An example is the expectation to be regularly informed monthly of project status. Quality Control Activities The quality control activities that monitor and verify that the project deliverables meet defined quality standards. Quality Assurance Activities The quality assurance activities that monitor and verify that the
- 17. processes used to manage and create the deliverables are followed and are effective. 2. Quality Management Objectives The following are the quality objectives of the project that reflect the overall intentions to be applied with regard to quality throughout the project. · Deliverables support improved project management proficiency at DoIT · Deliverables meet the requirements of DoIT leaders and project managers · Deliverables align with industry best practices for project management and Web delivery · Deliverables are easy to use · Project practices conform to recommended project management standards 3. Project Quality Control The focus of quality control is on the deliverables of the project. Quality control monitors project deliverables to verify that the deliverables are of acceptable quality and are complete and correct. The following table identifies: · The major deliverables of the project that will be tested for satisfactory quality level. · The quality standards and the correctness and completeness criteria established for the project deliverable. Included are any organizational standards that need to be followed. · The quality control activities that will be executed to monitor the quality of the deliverables. · How often or when the quality control activity will be
- 18. performed. Project Deliverable Deliverable Quality Standards/ Completeness and Correctness Criteria Quality Control Activity Frequency/Interval Framework QC1. Conforms to expert commentary regarding clarity and conciseness (95%) Information mapping Technical editor review Core Team review Review Team review Weekly by topic Weekly by topic . Weekly by topic Monthly Framework QC2. Aligned with industry best practices (90%) Project Management Institute alignment per Project Management Book of Knowledge, 3rd edition Core Team review Review Team review Once during overall framework design Weekly by topic Monthly Framework QC3. Aligned with UW best practices (90%)
- 19. UW Office of Quality Improvement alignment per Symposium 2006 training and documentation Review Team review Once during overall framework design Monthly Framework QC4. Apply prioritized changes per Review Team review (95%) Document, prioritize, publish change requests Apply change requests per Project Management – Review Team Commentary by Action (1/6/06) and update change control documentation Monthly Weekly Project Management Advisor (PMA) QC5. Meets ease of use criteria (90%) Establish & document evaluation criteria Preliminary prototype feedback per criteria Review Team review per criteria Usability test per criteria Once during initial prototype design Weekly during prototype design Monthly . Once prior to each phase/interim version release conclusions Project Management Advisor (PMA) QC6. Meets UW Web accessibility standards per http://www.wisc.edu/policy/wwwap.php See: http://helpdesk.doit.wisc.edu/page.php?id=1157 (Phase 1 – 90%) (Phase 2 – 100%) DoIT accessibility standards committee review Once prior to each phase/interim version release
- 20. Project Management Advisor (PMA) QC7. Supports cross-browser access per Help Desk documentation http://helpdesk.doit.wisc.edu/page.php?id=3207 (Phase 1 – 90%) (Phase 2 – 100%) Cross-browser test by Help Desk Once prior to each phase/interim version release Project Management Advisor (PMA) QC8. Accurate incorporation of framework into PMA (100%) Apply version control to all PMA changes (100%) Routine framework developer audit of PMA Weekly during each change cycle Project Management Advisor (PMA) QC9. Completeness and correctness of Web linking (100%) Routine framework developer audit Final go-live test Monthly testing . Once prior to each phase/interim version release Project Management Workshop QC10. Structured per good training standards (95%) Delivery consultation by training provider Biweekly during workshop design Project Management Workshop QC11. Accurate communication of framework (95%) Core Team review Biweekly during workshop development Project Management Training Plan QC12. Addresses all DoIT project management skill levels (95%) Group manager survey Group manager review Core Team review .
- 21. Sponsor review Once during plan design Once prior to plan publication Monthly during plan development Monthly during plan development Resolve project management gaps per Appendix A QA13. Gaps resolved per Appendix A (100%) Assessment and reporting of satisfactory gap resolution Once per project phase completion4. Project Quality Assurance The focus of quality assurance is on the processes used in the project. Quality assurance ensures that project processes are used effectively to produce quality project deliverables. The following table identifies: · The project processes subject to quality assurance. · The quality standards and stakeholder expectations for that process. · The quality assurance activity – such as a quality audit or reviews - that will be executed to monitor that project processes are properly followed. · How often or when the quality assurance activity will be performed. Project Process Process Quality Standards/ Stakeholder Expectations Quality Assurance Activity Frequency/Interval QA1. Develop/refine project charter QA2. Develop/refine project plan QA3. Execute and control project per project plan QA4. Approve each project stage
- 22. QA5. Close project with post project review 100% compliance with framework 100% compliance with framework 95% compliance with framework 100% compliance with framework 100% compliance with framework Audit charter updates by phase Audit plan content and updates, project priorities, and task estimation Audit the following project activities: · Quality · Communications · Project progress Audit stage checkpoints Audit project reviews by phase Once per project phase Once per project phase Weekly Monthly Monthly Once per project phase/stage Once per project phase 5. Quality Team Roles & Responsibilities The following identifies the quality-related responsibilities of the project team and lists specific quality responsibilities. Project Team Role Assigned Resource Quality Control and Quality Assurance Responsibilities
- 23. Executive Sponsor . Project Sponsor Name3 - Executive Sponsor . Name2 - Project Sponsor QA4: Approve each project stage per framework checkpoints QA1, QA2, QA3, QA5: Assess practice of project management framework activities QC13: Assess satisfactory resolution of project management gaps Project Manager Name1 - Project Manager QA3: Assure practice of quality control measures and communications in project plan QC1, QC2, QC5: Assure framework and PMA reviews by Core Team, Review Team, usability testers, Web accessibility testers, cross-browser testers QC1, QC2, QC5: Communicate prioritized changes per Review Team review QC3, QC4: Assure deliverables meet broad set of UW and DoIT project manager requirements QC12: Assure training plan addresses all DoIT project management skill levels QC13: Assure project management gap resolution Lead Framework Developer Phase 1 – Name4 Phase 2 – Name5 QC6: Confirm PMA meets Web accessibility standards
- 24. QC7: Confirm PMA provides cross-browser access QC8, QC9: Test PMA for accurate delivery of framework and completeness of linking Core Team Member Name1 - Project Manager, Name4, Name6, Name5 QC4: Prioritize changes per Review Team review QC11: Assure workshop accurately delivers framework Technical Editor Name7 QC1: Edit framework to assure it is clear and concise Web Accessibility Committee DoIT committee QC6: Test PMA for Web accessibility Cross-Browser Testers DoIT Help Desk QC7: Test PMA for cross-browser support Training Consultant Name8 QC10: Assure workshop structured per good training standards 6. Quality Tools The following lists the tools to be used to support quality management implementation and the purpose or use of the tool. Tool Name Tool Purpose/Use Project Management Advisor Document the project management framework stages and activities to be applied to this project Project Management Framework Templates Document the project management deliverables to be produced by this project My Webspace Phased Deliverables Directories Directory structure used for version control of framework and
- 25. PMA My Webspace Phased Review Team Feedback Directories Directory structure used for comments and change requirements from the Review Team and the Usability testers Web Accessibility Testing Tool: Bobby Used to test PMA compliance with Web accessibility standards. DoIT Help Desk Browser Testing Standards Used to test PMA compliance with Web browser support standards.7. Quality Control and Assurance Problem Reporting Plan Quality was managed rigorously but informally during Phase 1. Beginning with the initiation of Phase 2, this project will manage quality according to this quality management plan. The project manager will monitor quality and report exceptions to the executive sponsor and the project sponsor as part of monthly status reporting, or more frequently if conditions warrant. The following logs will be used to itemize, document and track to closure items reported through quality management activities. Quality Control Log Exception ID Number Review Date Deliverable Reviewed Findings Resolution Resolution Date QC-Exc-1 QC-Exc-2
- 26. Quality Assurance Log Exception ID Number Review Date Process Reviewed Findings Resolution Resolution Date QA-Exc-1 QA-Exc-2
- 27. 8. Appendix Gap Resolution Targets DoIT conducted a study in 2005 to assess gaps in DoIT’s project management practices. Appendix A summarizes gap findings and identifies the targeted Project Management Improvement project phase for resolving each gap. See Appendix B for the gap assessment report. Table 1 lists each gap and identifies (1) the means to progress toward resolution of the gap via the project management framework and (2) a targeted phase for resolution. Tables 2 and 3 summarize the gaps targeted for resolution in Phases 1 and 2, respectively. Table4 summarize the gaps targeted for resolution in Phases 3 and beyond. Target dates for completion of project phases are specified in the project plan. In general, the framework alone will not resolve gaps. Rather, organizational implementation of the framework is necessary, including implementation of appropriate tools and training as well as adjustment of thinking and culture to align with the framework. This is reflected in the targeted phase for resolution, which often is later than the expected completion of the indicated framework components. For each phase of the project management improvement project, the project manager will plan, execute, and control progress toward resolution of gaps as specified below. The project sponsor and project manager will assess and report satisfactory resolution of these gaps as part of the acceptance checkpoint at the end of each project phase. Table 1 – Gap Resolution Plan by Category This table itemizes all gaps identified in the 2005 study and maps the resolution plan the project management framework and a project phase for framework implementation. Gap Category Gap
- 28. Project Management Framework Stage Project Management Framework Activity Project Management Improvement Phase Cross-Unit Leadership 1. Inadequate assessment of interdependences between projects in terms of resource allocation and customer impact 1 - Conceptualize Strategic Alignment 3+ 2. Inadequate controls on project definition, launch, and impact on other projects 1 - Conceptualize Strategic Alignment 3+ 3. Inadequate controls on project priority setting 1 - Conceptualize Strategic Alignment 3+ 4. Inadequate controls for major project commitments, timelines, and interdependences 1 - Conceptualize Strategic Alignment 3+ Unit Leadership 1. Inadequate setting of project’s rationale and strategic goals 1 - Conceptualize Strategic Alignment 2-3 2. Inadequate explicit communications of project’s rational and strategic goals 1 - Conceptualize 2 - Initiate Communication Management
- 29. 2-3 3. Inadequate controls identifying and verifying customer need 1 - Conceptualize 2 - Initiate Scope Management Requirements Management 2-3 4. Inadequate controls identifying and verifying sponsor support 1 - Conceptualize 2 - Initiate Role Management 2 5. Inadequate working relationship with customers during project phases All Role Management Communication Management 2 Project Management Culture 1. Inadequate control for unit leaders to determine which projects need or do not need formal project management 1 - Conceptualize Role Management 2 Project Management Culture (cont.) 2. Inadequate control for determining skill levels needed for project manager 1 - Conceptualize 2 - Initiate Role Management 2 3. Project Managers do not necessarily have formal project management training
- 30. All All 2 4. Lack of processes for project initiation, go/no-go, move from project to production All Checkpoints 1-2 5. Need for project management process All All 1 6. Need for decision and process strategies All All 1 7. Inadequate pricing strategy for customers 2 - Initiate 3 - Plan Budget Management 2 8. Need for a “Project Management Apprentice Program” All All 2 9. Distribution of templates designed as helpful approaches All All 2 10. Need for customers to participate in functional requirements
- 31. workshops 2 - Initiate Scope Management Requirements Management Role Management 2 Table 2 – Targeted Gap Resolution for Phase 1 This table summarizes the gaps targeted for resolution at the conclusion of Phase 1. Gap Category Gap Framework Stage Framework Activity Improvement Phase Project Management Culture 5. Need for project management process All All 1 6. Need for decision and process strategies All All 1 4. Lack of processes for project initiation, go/no-go, move from project to production All Checkpoints 1-2 Table 3 – Targeted Gap Resolution for Phase 2 This table summarizes the gaps targeted for resolution at the
- 32. conclusion of Phase 2. Gap Category Gap Framework Stage Framework Activity Improvement Phase Unit Leadership 1. Inadequate setting of project’s rationale and strategic goals 1 - Conceptualize Strategic Alignment 2-3 2. Inadequate explicit communications of project’s rational and strategic goals 1 - Conceptualize 2 - Initiate Communication Management 2-3 3. Inadequate controls identifying and verifying customer need 1 - Conceptualize 2 - Initiate Scope Management Requirements Management 2-3 4. Inadequate controls identifying and verifying sponsor support 1 - Conceptualize 2 - Initiate Role Management 2 5. Inadequate working relationship with customers during project phases All Role Management
- 33. Communication Management 2 Project Management Culture 1. Inadequate control for unit leaders to determine which projects need or do not need formal project management 1 - Conceptualize Role Management 2 2. Inadequate control for determining skill levels needed for project manager 1 - Conceptualize 2 - Initiate Role Management 2 3. Project Managers do not necessarily have formal project management training All All 2 4. Lack of processes for project initiation, go/no-go, move from project to production All Checkpoints 1-2 7. Inadequate pricing strategy for customers 2 - Initiate 3 - Plan Budget Management 2 8. Need for a “Project Management Apprentice Program” All All 2
- 34. Project Management Culture (cont.) 9. Distribution of templates designed as helpful approaches All All 2 10. Need for customers to participate in functional requirements workshops 2 - Initiate Scope Management Requirements Management Role Management 2 Table 4 – Targeted Gap Resolution for Phase 3 and Beyond This table summarizes the gaps targeted for resolution at the conclusion of Phase 3 and beyond. Gap Category Gap Framework Stage Framework Activity Improvement Phase Cross-Unit Leadership 1. Inadequate assessment of interdependences between projects in terms of resource allocation and customer impact 1 - Conceptualize Strategic Alignment 3+ 2. Inadequate controls on project definition, launch, and impact on other projects 1 - Conceptualize Strategic Alignment 3+
- 35. 3. Inadequate controls on project priority setting 1 - Conceptualize Strategic Alignment 3+ 4. Inadequate controls for major project commitments, timelines, and interdependences 1 - Conceptualize Strategic Alignment 3+ Unit Leadership 1. Inadequate setting of project’s rationale and strategic goals 1 - Conceptualize Strategic Alignment 2-3 2. Inadequate explicit communications of project’s rational and strategic goals 1 - Conceptualize 2 - Initiate Communication Management 2-3 3. Inadequate controls identifying and verifying customer need 1 - Conceptualize 2 - Initiate Scope Management Requirements Management 2-3 Disclaimer This example is based on a real project. However, this version is changed to present full examples of Quality Management Plan components as described in the DoIT Project Management Framework. This example is not a true representation of the
- 36. Quality Management Plan for the Project Management Improvement project. Example - Project Management Improvement Project – Quality Management Plan, v1.0.1 Page ii Running head: PROJECT SCOPE STATEMENT 1 PROJECT SCOPE STATEMENT 6 Individual Term Project Part 2 Shannon Brain Yorkville University BUSI 3623 Project Planning Essentials February 1, 2020
- 37. Project Scope Statement 1. The project name: Family House Construction Project 2. The project charter This project focuses on designing, developing, and completing a detached house for a family in Toronto, Ontario. The house shall be constructed in full compliance with the City Planning Regulations, as well as the recommended construction safety standards. As part of the construction process, the road to the building will be planned and will be wholly surfaced. Moreover, potable water will be piped from the mains municipality water supply. The piped water will be connected by designing a canal to the front of the plot or site. Once complete, electric power connection will be linked to the house from the mains supply. 3. The project owner, sponsors, and stakeholders The project is owned by Dominic Schwab, a businessman based in Toronto. Manning is the client whose house should be completed. The key stakeholders of the project include: employees, who include architect, engineer, trade contractor, as well as material suppliers. While the project is fully owned by the client, it is partly sponsored by the Ministry of Municipal Affairs and Housing, partly sponsors the development of decent housing for the low- and middle class societies. 4. Problem Statement The housing crisis among the low- and middle-class populations is increasingly becoming a major concern for both Federal and Provincial Governments. In the last five years, The Canada and US has witnessed an upsurge in shanty houses. The mushrooming of slums across different towns and cities is
- 38. indicative of the increase in the number of low- and middle- income people who cannot afford decent housing (Fields & Hodkinson, 2018). Moreover, government regulators and authorities are concerned with the need to prevent rental homes from being converted to market-rate housing or demolished to keep them affordable and available to low-income households. Policymakers also seek to develop interventions that can increase access to affordable housing facilities for low-income families. 5. The project goals and objectives Goals a) To complete a five-bedroom house for a family within 6 months. b) To develop a high-quality house. Objectives a. To assess the site and determine the housing needs for the family b. To examine the budget for each item and resources c. To design the foundation and complete the building d. To conduct quality and safety assessment of the completed building e. To connect water and electricity to the completed house 6. The project requirements Requirements are the resources and activities that will be needed to complete the project. Determining the project requirements is a critical step in determining what the project team can use to successfully implement the construction project (Sokowski, 2015). The key requirements for the project will include: a. Labor requirements b. Financial requirements c. Construction equipment d. Construction machines e. Building materials 7. The project deliverables Project deliverables refer to the outputs that should be
- 39. completed upon closure of the project. It is the task of the project manager to determine, track, and manage project deliverables for each task that has been assigned (Moustafaev, 2014). For this particular construction project, the list of project deliverables includes: a. Engineering project reports b. Product quality checks report c. Design documents d. Proposals e. Drawing f. House assessment report g. The completed family house h. Power connection i. Water connection j. Progress Reports 8. The project non-goals (what is out of scope) The purpose of the project will be to complete a 5-bedroom family house. As such, there are various items that will be out of the scope for the project. Examples of items that will be out of scope include: a. Fencing the construction site b. Furnishing the house c. Landscaping the compound 9. Milestones Activity From To 1 Requirements Analysis February 2, 2020 February 10, 2020 2 Surveying and preparing the site February 11, 2020 February 25, 2020
- 40. 3 Designing the structural components February 26, 2020 February 29, 2020 4 Constructing foundation March 1, 2020 March 10, 2020 5 Electrical system installation March 11, 2020 March 22, 2020 6 Roadway surfacing March 23, 2020 March 31, 2020 7 Fitting the windows doors April 1, 2020 April 10, 2020 8 Obtain inspection approvals April 20, 2020 April 24, 2020 10. Cost estimates Item Cost (CAD) 1 Labor Costs $150,000 2 Construction equipment and machines 50,000 3 Purchasing building materials
- 41. 250,000 4 Purchasing windows 5,000 5 Purchasing doors 5,000 6 Installing electric power 20,000 7 Water pipe connections 20,000 TOTAL $500,000 References Fields, D. J., & Hodkinson, S. N. (2018). Housing policy in crisis: An international perspective. Journal of Housing Policy Debate, 28 (1), 1-5. "Ministry of Municipal Affairs and Housing." www.ontario.ca/page/ministry-municipal-affairs-housing. Moustafaev, J. (2014). Project scope management: A practical guide to requirements for engineering, product, construction, IT and enterprise projects. New York: Auerbach Publications. Sokowski, D. (2015). Mastering Project Management Integration and Scope: A Framework for Strategizing and Defining Project Objectives and Deliverables. New York: FT Press.
- 42. Sheet3Project NameFamily House ProjectProject #141Project Manager's NameJoseph DunhillSponsor0Project Timeframe6 Months Updated2.2.2020Project StagesWBS CodeTask/ Deliverables DependenciesStatus Author: Options are: Open Closed Effort HoursNeeds/ Requirements Assessment1Site InvestigationID #1Complete422Detailed Planning#2Not Complete433Identifying Labor Requirements#3Complete674Identifying Machine and Technology Requirements#4Not Complete875Assessing Financial Needs/ Requirements#5Complete306Determining the Time Needed#5Complete307Assessing the Building materials Requirements#6Complete30 Design and Analysis8Detailed Design#7Complete309Architectural Design#8Complete3010Drawing the Plan#9Not Complete30Development Phase11Preparation of site#10Not Complete3512Relocating services#11Not Complete3513Piling (stakes)#12Not Complete3514Constructing foundation#13Not Complete3515Erecting pylons#14Not Complete4616Filling the concretes#15Not Complete4617Assessing the building materials Requirements#16Complete4518Detailed design#17Complete4719Architectural design#18Complete4920Drawing the plan#19Not Complete5021Design approval#20Not Complete50Completion and Implementation22Preparation of site#21Not Complete5223Relocating services#22Not Complete5424Piling (stakes)#23Not Complete5625Constructing foundation#24Not Complete5826Erecting pylons#25Not Complete59Testing27Filling the concretes#26Not Complete6128Assessing the building materials requirements#27Complete6329Detailed design#28Complete6530Architectural design#29Complete67Repair and Maintenance31Drawing the
- 43. plan#30Not Complete6832Preparation of site#31Not Complete7033Relocating services#32Not Complete7234Piling (stakes)#33Not Complete74 IntroIndividual Term Project Part 3Shannon BrainYorkville UniversityBUSI 3623 Project Planning Essentials16-Feb-20 BudgetFamily House Construction PlanProject Owner: Joseph ManningBudget$500,000Requirement AnaylsisPlanned Actual(+/-)CommentsEngineering project reports$145,000.00123,000.00$22,000.00Product quality checks report$3,000.003,200.00-$200.00Additional reports requested Design documents$5,000.004,850.00$150.00 Proposals$1,000.001,250.00-$250.00Updated quoteDrawings$1,000.001,100.00-$100.00Customer changesSurvey/Prepare Site$7,500.006,250.00$1,250.00Design structural components$5,000.006,000.00-$1,000.00Customer changesHouse assessment report$2,000.001,100.00$900.00Install Foundation$75,000.0082,000.00-$7,000.00Rework cementFrame$25,000.0023,750.00$1,250.00Roof install$50,000.0047,000.00$3,000.00Window/Doors$50,000.005 0,000.00$0.00 Power connection$10,000.0010,000.00$0.00Water connection$12,000.0013,500.00-$1,500.00Change in scopeProgress Reports$1,000.002,500.00-$1,500.00Additional reports requestedDrywall install$7,000.009,000.00- $2,000.00Additional labourTrim$3,000.003,200.00- $200.00Paint$5,000.004,400.00$600.00Floor install $20,000.0018,000.00$2,000.00Kitchen Install$40,000.0042,000.00-$2,000.00Added FeaturesBathroom install$20,000.0026,009.00-$6,009.00Added FeaturesGrade Yard$10,000.0026,000.00-$16,000.00Driveway addedBuild Inspection$2,500.002,200.00$300.00Total$500,000.00$506,309. 00-$6,309.00Result : Over Budget Gantt TimelineCreate a Gantt Chart in this worksheet. Enter title of this project in cell B1.
- 44. Legend title is in cell I1. Information about how to use this worksheet, including instructions for screen readers and the author of this workbook is in the About worksheet. Continue navigating down column A to hear further instructions.Family House Construction ProjectLegend:Enter Company Name in cell B2. A legend is in cells I2 through AC2.Family House Construction ProjectOn TrackLow RiskMed RiskHigh RiskUnassignedEnter the name of the Project Lead in cell B3. Enter the Project Start date in cell F3 or allow the sample formula to find the smallest date value from the Gantt Data table. Project Start Date: label is in cell D3.Joseph ManningProject Start Date:1/1/20A Scrolling Increment is in cell F4. Months for the dates in row 5 are displayed starting in cells I4 through cell BL4. Do not modify these cells. They are auto updated based on the project start date in cell F3.Scrolling Increment:0JanuaryFebruaryCells I5 through BL5 contain the day number of the month for the Month represented in the cell block above each date cell and are auto calculated. Do not modify these cells. Today's date is outlined in Red (hex #AD3815) from today's date in row 5 through the entire date column to the end of the project schedule.123456789101112131415161718192021222324252627 2829303112345678910111213141516171819202122232425A scrollbar is in cells I6 through BL6. The increment for paging through the data is defined as 2 pages at a time and can be configured in the settings for the control bar. To jump forward or backward in the timeline, enter a value of 0 or higher in cell F4. A value of 0 takes you to the beginning of the chart.This row contains headers for the project schedule that follows below them. Navigate from B7 through BL7 to hear the content. The first
- 45. letter of each day of the week for the date above that heading, starts in cell I7 and continues through cell BL7. All project timeline charting is auto generated based on the category, start date and number of days entered in the Milestones table.Milestone DescriptionCategoryAssigned ToProgressStartNo. DaysColumn1WTFSSMTWTFSSMTWTFSSMTWTFSSMTWTF SSMTWTFSSMTWTFSSMTWTFSSMTDo not delete this row. This row is hidden to preserve a formula that is used to highlight the current day within the project schedule. Requirement AnaylsisMilestoneT Smith100%1/11/208Enter Project information starting in cell B9 through cell G9. Sample data is in cells B9 through G33. Enter Milestone Description, select a Category from the drop- down list, assign someone to the item, enter the progress, start date and number of days for the task to start charting. The next instruction is in cell A34.Engineering project reportsOn TrackT Smith59%2/14/192Product quality checks reportGoalA Solce75%3/13/203 Design documentsOn TrackA Solce100%1/1/2030 ProposalsLow RiskT Smith90%3/10/2010DrawingsMilestoneA Solce100%1/22/201411111111111111Survey/Prepare SiteMilestoneJ Baker100%2/5/207Design structura;ComponentnsDesign structural componentsMilestoneJ Baker100%1/29/2010House assessment reportMilestoneJbaker100%3/19/206Install FoundationMilestoneJ Baker75%2/14/2014FrameOn TrackL Coal0%2/28/2014Roof installOn TrackL Coal0%3/6/207Window/DoorsMilestoneGraybar0%3/13/204 Power connectionOn TrackC Docker0%3/14/207Water connectionOn TrackL Coal0%3/14/207Progress ReportsLow RiskT Smith0%3/19/2011Drywall installOn TrackJ Baker0%3/23/2014TrimOn TrackJ Baker0%4/6/207PaintOn TrackJ Baker0%4/7/2014Floor install GoalJ Baker0%4/20/2021Kitchen InstallGoalJ Baker0%5/12/205Bathroom installLow RiskJ
- 46. Baker0%5/12/204Grade YardMilestoneJ Baker0%4/20/202Build InspectionMilestoneJ Baker0%5/15/201Walk thru/Final AcceptanceMilestoneJ Baker0%5/30/201