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Project Plan for Construction of School in Africa (Congo)


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Project Plan for Construction of School in Africa (Congo)

  1. 1. Project Plan for Construction of the Technical College in Lodja, Sankuru Province, Democratic Republic of Congo Presented by: Alex Osborne Date: 17 th March 2010
  2. 2. <ul><li>Approach to Project Plan </li></ul><ul><li>Outline of my contributions to the project plan </li></ul><ul><li>To discuss in depth, specific contributions </li></ul><ul><li>Conclusions </li></ul>Agenda
  3. 3. Approach to Project Plan <ul><li>To expand on the business case and dig deeper into the topics of risk, quality, estimation and programme in particular. </li></ul><ul><li>Design plan in a manner that risk is the primary focus . </li></ul><ul><li>Take account of inherent risks in building a technical college in the region of Lodja, in a safe, practical and sustainable way. </li></ul><ul><li>Each section of plan should to take account of the risks, particularly the WBS, organisation, estimates and programme. </li></ul><ul><li>The plan should be designed to be realistic, self explanatory, formal and well structured . </li></ul>
  4. 4. Contributions to the Project Plan
  5. 5. Work Breakdown Structure Approach <ul><li>To seek out information on building schools in Africa from online sources </li></ul><ul><li>Build up information supported by real life projects, such as UNOPS </li></ul><ul><li>Don’t over complicate WBS, this will create complications in Estimation and Programme </li></ul><ul><li>Structure WBS in a sequential way to fit programme and vice versa </li></ul><ul><li>Break out WBS into area’s rather than square meters . With a lack of dimensions, it would easy to blanket the cost the school project and leave out detail </li></ul><ul><li>Detail should be consistent throughout </li></ul>
  6. 6. Work Breakdown Structure Level 1 Level 2
  7. 7. Work Breakdown Structure Level 3
  8. 8. Organisation structure approach <ul><li>Structure should be designed to protect and enhance charities opportunities for project success </li></ul><ul><li>Communication would need to be open and simple to allow quick decision making , hence proposed use of NEC contracts, ‘mutual trust and cooperation’ </li></ul><ul><li>Reporting lines need to be efficient , principle contractor to consultancy and PM team, then to the board </li></ul><ul><li>Project Manager holds a lot of the responsibility </li></ul><ul><li>Consultancy would act as a lay client on behalf of the charity </li></ul><ul><li>Consultancy has particular expertise in procurement and post contract </li></ul><ul><li>This protects the charity if anything goes wrong throughout the lifecycle </li></ul><ul><li>Independent auditor role pivotal to the success of the project. No bias towards either consultancy or principle contractor </li></ul>
  9. 9. Organisation Structure
  10. 10. Organisational Structure and consultancy rationale The charities in house staff were assumed to have a lack the qualifications and the skill to implement such a project A consultancy was employed to close the gap in skill, qualifications and availability of resources.
  11. 11. Estimates Approach <ul><li>Mirror that of the WBS composition to maintain continuity of documentation </li></ul><ul><li>Estimates should be made primarily through actual cost data obtained from online sources </li></ul><ul><li>Obtain, if possible, benchmarking or lessons learnt data for comparison purposes </li></ul><ul><li>Due to the level of uncertainty in the project, it would be wise to keep it simple to ensure transparency of cost </li></ul><ul><li>Focus on area’s rather than square feet to create more detailed information </li></ul><ul><li>Avoid over subscribing to single sources for information, for example one prefabrication company, use triangulation </li></ul><ul><li>Staff Estimates were deemed very important in the breakdown of costs, since we chose prefabrication rather than traditional build </li></ul><ul><li>It is vitally important to demonstrate cost profiled across the lifecycle for the executive and board </li></ul>
  12. 12. Estimate Total 25% of construction total (Principle Contractor) 10% of total (to cover poor estimates and quants) Established via expected values WBS Level 1 Cost Start up the Project - Fundraising 202,000 Initiate project - Procurement Process - Staff 1,523,075 Design - Execute Project - Mobilisation - Logistics - Construction 684,800 Total 2,409,875     Overhead and Profit 171,200 Contingency 240,988 Risk Pot 779,470 Grand Total 3,601,533
  13. 13. Apportionment of Costs
  14. 14. Estimate and Lifecycle The estimates were profiled across the lifecycle of the project to provide clarity on where the costs are apportioned month by month (cumulatively). This provides some analysis from May 2009 to May 2011. Actual costs have been captured and evidenced to demonstrate the project is currently operating within budget. Budget Vs Actuals Month Budget p/m Budget Cumulative Actuals p/m Actuals Cumulative May-09 79,577   79,577.36   Jun-09 63,662 143,239 63,661.89 143,239 Jul-09 63,662 206,901 63,661.89 206,901 Aug-09 79,577 286,479 79,577.36 286,479 Sep-09 63,662 350,140 63,661.89 350,140 Oct-09 63,662 413,802 63,661.89 413,802 Nov-09 79,577 493,380 79,577.36 493,380 Dec-09 63,662 557,042 63,661.89 557,042 Jan-10 79,577 636,619 79,577.36 636,619 Feb-10 63,662 700,281 63,661.89 700,281 Mar-10 63,662 763,943 63,661.89 763,943 Apr-10 63,662 827,605   763,943 May-10 79,577 907,182   763,943 Jun-10 63,662 970,844   763,943 Jul-10 63,662 1,034,506   763,943 Aug-10 79,577 1,114,083   763,943 Sep-10 155,662 1,269,745   763,943 Oct-10 275,477 1,545,222   763,943 Nov-10 272,229 1,817,451   763,943 Dec-10 96,995 1,914,446   763,943 Jan-11 79,577 1,994,024   763,943 Feb-11 63,662 2,057,685   763,943 Mar-11 63,662 2,121,347   763,943 Apr-11 63,662 2,185,009   763,943 May-11 224,866 2,409,875   763,943
  15. 15. Budget verses Actual Spend
  16. 16. Conclusions <ul><li>The exercise of producing the project plan was difficult to do because of the uniqueness of the project and also the lack of available information </li></ul><ul><li>The organisation structure was appropriate given the lack of expertise within the charity itself. Kept it to 3 levels to maintain simple channels of communication so that the project could respond to risks and change in an affective way </li></ul><ul><li>More upfront planning may have helped estimates and produced a more accurate figure </li></ul><ul><li>Benefits realisation could have played a more central role in developing the plan </li></ul>