13

BPP Coursework Cover Sheet
Please use the table below as your cover sheet for the 1st
page of the submission. The sheet should
be before the cover/title page of your submission.
Programme MSc Management with Project Management
Module name Fundamentals of Project Management
QAA Level 7
Schedule Term Spring Term 2016
Student Reference Number (SRN)
Report/Assignment Title Final Assignment
Date of Submission
(Please attach the confirmation of any
extension received)
23:59 – April 26th
2016
Declaration of Original Work:
I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my
original work, researched, undertaken, completed and submitted in accordance with the requirements of
BPP Business School.
The word count, excluding contents table, bibliography and appendices, is words.
Student Reference Number: xxxxxx Date: xx/xx/xxxx
By submitting this coursework you agree to all rules and regulations of BPP regarding assessments
and awards for programmes. Please note, submission is your declaration you are fit to sit.
BPP University reserves the right to use all submitted work for educational purposes and may
request that work be published for a wider audience.
BPP Business School
BPP University Business School: September 2015

MSc Management with Streams
Fundamentals of Project Management
[BMT 7073]
Coursework Assessment Brief
Spring Term 2016
Submission deadline: 23:59 on 26th
April 2016
Submission mode: Turnitin online access

1. General Assessment Guidance
Your summative assessment for Fundamentals of Project Management (BMT7073) is a
Coursework submission.
The deadline for submission is 23:59 AM on 26th April 2016
You are required to submit your assessment via Turnitin online access. Only submissions made
via the specified mode will be accepted and hard copies or any other digital form of submissions
(like via email or pen drive etc.) will not be accepted.
For coursework, the submission word limit is 2,500 words. You must comply with the word
count guidelines. You may submit LESS than 2500 words but not more. Tables, diagrams,
bibliography, appendices, annex and headings are NOT included within word count calculations.
You must specify total word count on the front page of your report.
For coursework, please use font size 12 for body text and the typeface (font) should be Arial or
Times New Roman with minimum 1.5 spacing.
For headers and titles, please use font size 14. Your submission must have standard margins and
page numbers.
Please use English (UK) as your language in the submission.
Do not put your name or contact details anywhere on your submission. You should only put your
student identification number (SRN) which will ensure your submission is recognised in the
marking process.
A total of 100 marks are available for this module assessment and you are required to achieve
minimum 50% to pass this module.
You are required to use only Harvard Referencing System in your submission. Any content which
is already published by other author(s) and is not referenced will be considered as a case of
plagiarism.
You can find further information on Harvard Referencing in the online library on the VLE. You can
use the following link to access this information:
http://my.bpp.com/vle/mod/data/view.php?d=223&rid=596
BPP University has a strict policy regarding plagiarism and in proven instances of plagiarism or
collusion, severe punishment will be imposed on offenders. You are advised to read the rules
and regulations regarding plagiarism and collusion in the GAR and MOPP which are available on
VLE in the Academic registry section.
3

You should include a completed copy of the Assignment Cover sheet. Any submission without
this completed Assignment Cover sheet will be considered invalid and not marked.
2. Assessment Brief
2.1. Case Study
Using the case: American Constructors Inc.: World Outreach Expansion Project, you must assume
the position of the project manager and ensure that you identify the key project, organisation, team
and people issues and challenges to ensure the successful delivery of the project.
***LAST MINUTE UPDATES***
After you have structured your Gantt chart for the remaining work, you receive a last minute briefing
with the following changes, which must be incorporated to your final project plan.
Bookstore/Café/Kitchen
- In addition to original estimate given to Grott and Brodbeck, Charlie Irwin Painting realized
that they had taken several jobs at once. As a result, they would take 4 extra days to
complete the paintjob on this part of the church,
- The mechanical, electrical and plumbing works (M.E.P) will take 2 more days than originally
planned.
Lobby
- The crews who are working in the lobby have raised an issue. Whereas initially they
estimated that the work on the public restrooms would take nine days, they now estimate
that it would take between ten and twelve days to do this task.
- Due to resource constraints, it will no longer be possible to install the glass and hang the
chandeliers in parallel to the restrooms. This will now have to be done as a subsequent
activity. Moreover, the glass and chandeliers installation will now take between two and
four days.
Sanctuary
- The installation of the seats, which is the final step of installing the risers, will now take 21
days in total.
- Southern States Masonry Inc., who were hired to complete all the bricklaying work, have
indicated that due to current weather, in order not to compromise quality, they expect the
masonry work to take 20% longer. Despite the tight schedule you have agreed for the
respective schedule amendment to be made.
Note: Use dates as indicated in the case but instead of 2009, assume the project will be executed
this year.
4

2.2. Questions
Tasks
THERE ARE 7 SEPARATE DELIVERABLES YOU MUST COVER FOR THE ASSIGNMENT:
Please note the following:
1. Clearly identify the objectives of the project manager for this project using a SMART objectives
framework
2. Critically analyse and assess the issues and challenges the project manager is facing covering
project, organisation, team and people challenges and identify key viable
solutions/alternatives to overcome the challenges you have identified
3. Use a RACI framework to clearly identify and assess the stakeholders and different roles and
responsibilities for this project
4. Assess and make clear the assumptions the project manager is making for the running and
execution of this project
5. Construct a risk register that clarifies the areas that need to be managed related to the
assumptions you have identified for this project
6. Construct a GANTT chart for this project using MS Project making clear the key aspects of the
project that need to managed, e.g. the phased activities associated with the project, when
each activity begins and ends, how long each activity is scheduled to last, preceding and
succeeding activities, where activities overlap, key milestones, resources required and how
they will be used, start and end date of the project and any necessary changes
7. Construct a lessons learned brief and identify recommendations for how improvements can be
made to the process based on LEAN Project Management principles. You should define what
lean management principles are and how there use can improve an approach to project
management giving specific examples.
2.3. Assessment Submission Structure
Your document should have the following structure:
Cover Page
Objectives (SMART)
A critical assessment of the Issues, challenges and viable solutions/alternatives
Your project assumptions
Lessons learned brief and recommendations based on Lean Project Management principles
5

References – using Harvard Referencing
Appendix
RACI
Risk Register
GANTT Chart
2.4. Assessment Marking Scheme
The assignment is marked out of 100. The following table shows the mark allocation and the
approach required.
Assignment Part Mark Approach
List of SMART objectives that must be fulfilled in order to
complete the project,
1. Project manager objectives 10 An excellent response will include SMART objectives that
relate to the client, to the construction firm and the project
manager himself
The identification of issues and challenges. (10)
2. Critical analysis of issues and An excellent response will provide a clear description of the
challenges faced by the PM and issues and challenges, and their implications.
15
alternative options for Viable solutions/alternatives (5)
overcoming them An excellent response will identify options open to the
project manager.
Roles and responsibilities of key stakeholders to ensure
successful project completion (10)
3. RACI 10
An excellent response will focus on key decisions and
activities, rather than trying to replicate the WBS.
List of assumptions the project manager is making (10)
4. Project assumptions 10 An excellent response will identify and explain all explicit
and implicit assumptions.
Use the template provided to create a comprehensive risk
register, identifying a maximum of 10 key risks (15)
An excellent response will have used the assumptions to
5. Risk Register 15 generate the risk register. The register will use an
appropriate template and be formatted so that risks are
sorted by their possible impact on the project.
6. GANTT chart 20 Present the project’s remaining deliverables with respective
6

7. Lessons Learned Brief 15
Presentation and Referencing 5
Total 100
activities to be completed. (4)
Identify the correct duration for each activity based on the
case. (4)
Identify the correct precedence of activities based on the
information provided (4)
Add activity resources, where applicable (4)
Clarity, coherence, presentation and layout (4)
An excellent response will show a complete and workable
plan using optimistic times. Tasks will be grouped into
phases and activities with clear milestones. The plan will be
presented in the document formatted so that it
communicates clearly all the above elements to the reader.
Lessons learned from the project (10)
Recommendations for Improvement based on LEAN Project
Management principles (5)
An excellent answer will provide a clear summary of the
lessons learned and the changes that should be made in
future projects. The LEAN PM principles should be
identified and possible improvements recommended.
Structure and presentation as a professional business
document; easy to read, clearly laid out, good use of
headings, page numbering and appendices. Support,
citation and Harvard referencing (5)
Additional Guidelines
The project manager’s objectives must be clearly presented. They must be specific, measurable,
agreed, realistic and timely (SMART) and must ensure that the project is completed in accordance to
client’s requirements. Based on these objectives, and the specific conditions mentioned in the case,
you must conduct a critical analysis in order to identify the most pressing issues and challenges that
the project manager is facing. Conclude your analysis with viable project management alternatives
to overcome them.
The RACI must be presented in a matrix format that specifies the roles and responsibilities of all
relevant stakeholders, including those of the project management team as well as contractors. The
assumptions made by the project manager in order to deliver the project in full and on time must be
clear, and the risks identified in the risk register must be based on these assumptions. You must use
the risk register template that will be provided in class, and this must include the 10 most severe
risks, based on a probability and impact assessment, as well as suitable risk response strategies,
7

amongst other elements specified in the template. This is available in the Risk Management lesson
section of the course in the VLE.
You must prepare a complete Gantt chart using MS Project, in which you clearly organise all pending
tasks identified in the case in accordance with the appropriate hierarchal level (i.e. project,
deliverables, sub-deliverables, work packages etc.). Optimistic times are to be used to calculate the
given planned duration of each task. Project scheduling techniques must be used to determine the
logical sequencing of the work, specifying preceding and succeeding activities for all required tasks.
Resource allocation, including contractors allocated to each task, should be specified where
appropriate.
The lessons learned brief must be concise and well defined. It must provide clear definition of lean
production and identify lessons that the project manager, along with his team and the whole
organisation, can apply based on their experience in delivering the project. It should emphasise what
worked well and what did not, so that future projects can build on past successes and prevent
mistakes recurring. In this section you must also ensure you answer the following question: How
would the application of a Lean project management approach improve the delivery of the church
building project at American Constructor Inc.? Your answer should include a Lean project
management analysis and be suitably referenced.
Your assessment must:
Have the correct use of language
Use Harvard Referencing
Have a clean and professional layout and a suitable format
All the above points are specified in the general assessment guidance section.
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Submission format:
You should submit ONE MS Word document, containing all the required sections of the main body of
the paper and all the annexes.
The Gantt chart (including resource sheet) and risk register must be adhered to the assignment (MS
Word Document) as screen shot images and you should ensure that it is readable, within the annex
section. For the Gantt chart, resource sheet and risk register, you are advised to use landscape
format for those respective pages only.
Tip:
PC users: Use the ‘Print Screen’ key on your keyboard to capture a screen shot and then crop the
required section using Paint (or any other image edition software). Then copy and paste that into
your MS Word Document.
Mac users: Use the “Comand+Control+Shift+4” function and then select the required section by
clicking and dragging the cursor over the area you intend to copy. Then paste that into your MS
Word Document.
You may find necessary to ‘zoom in/out’ of the Gantt chart to capture all the required rows, bars and
columns. You may have to do this more than once and use multiple pages to capture your entire
Gantt chart.
Make sure that all of the deliverables and sub-deliverables are fully expanded so that every activity is
shown. Please also ensure that the text is ‘wrapped’ so that all columns can fit in the same screen
shot, whilst including all the information. This is particularly needed for the resource column.
For the Risk Register you may find it easier to copy the whole Excel table and the paste it as an
image, using the Paste Special function.
IT IS IMPERATIVE THAT THE CONTENT YOU ADHERE TO YOUR DOCUMENT IS LEGIBLE IN ORDER
FOR IT TO BE MARKED. ILLEGIBLE CONTENT WILL NOT BE MARKED.
You may use the ‘zoom in’ function in MS Word to test it, but aim to have a readable font size and
resolution. Please see a sample of the required formats below. Note: this sample is not exhaustive, it
is for illustration purposes only, and you must obviously use the material you created. Good Luck!
9

GANTT CHART (Screen Shot Sample)
10

Note: Notice the (correct) consecutive numbering of the activities, the clear resolution when zoomed in, and the respective section of the Gantt Chart (bars)
properly displayed.
11

RISK REGISTER (Screen Shot Sample – NOTE: Your risk register must have 10 risks. Separate screen shots may be used to ensure readability)
12

Appendix A - General Grading Criteria
Insert the General Grading Criteria appropriate for your module.
Criteria Pass Grades Fail Grades
High Distinction
85-100%
Distinction
70-84%
Merit
60-69%
Pass
50-59%
Fail
30-49%
Low Fail
0-29%
The work displays: The work displays: The work displays: The work displays: The work displays: The work displays:
Knowledge &
Understanding
(a) Systematic
Understanding
(b) Emerging
Thought
(a) Strong evidence of a
comprehensive and
systematic understanding of
an extensive range of
appropriate issues,
concepts, theories and
research
(b) Sustained excellence in
the application of thoughts
and practices at the forefront
of the discipline
(a) Clear evidence of a
comprehensive and
systematic understanding
of a considerable variety of
issues, concepts, theories
and research
(b) Precise and well judged
application of thoughts and
practices at the forefront of
the discipline
(a) Clear evidence of a
comprehensive and
systematic understanding
of all major - and some
minor - issues, concepts,
theories and research
(b) Some clear evidence of
the application of thoughts
and practices at the
forefront of the discipline
(a) Evidence of a
systematic understanding,
which may contain some
gaps, of all major - and
some minor - issues,
research
(b) Clear evidence of an
understanding of thoughts
forefront of the discipline.
(a) Evidence of an
understanding of an
appropriate range of issues,
research but has significant
gaps or misunderstandings.
(b) Unclear or imprecise
understanding of thoughts
forefront of the discipline.
(a) Evidence of a limited
understanding of issues,
research either major
and/or minor.
(b) Significant gaps in the
understanding of the
debates at the forefront of
the discipline.
Argument
(a) Analysis,
Synthesis &
Evaluation
(b) Numerical
Analysis
(c) Argumentation
(d) Independent
Research
(a) Consistently precise,
accurate and reasoned
analysis, synthesis and/or
evaluation; addressing
issues with insight or
originality
(b) Numeric analysis that is
complete and free from
errors with application of
methods that may be
insightful or original
(c) Extremely strong and
consistent argument making
a convincing whole with
(a) Consistently precise,
accurate and reasoned
analysis, synthesis and/or
evaluation addressing all
issues, some with creativity
complete and mostly free
from errors with fluent and
appropriate application of
methods.
(c) Extremely strong and
consistent argument that
convincingly addresses issues
including uncertainties and
(a) Precision, accuracy and
clear reasoning throughout
the analysis, synthesis
and/or evaluation
addressing all issues
appropriately
complete and mostly free
from errors with relevant
and effective application of
methods.
(c) Evidence of an
argument that is generally
convincing with a good
(a) Broad levels of
precision, accuracy and
reasoning in analysis,
synthesis and/or evaluation,
and addresses all key
issues
mostly complete and free
from significant or critical
errors with appropriate
application of methods.
(c) Evidence of an overall
convincing argument but may
have weaknesses, gaps or
inconsistencies. Clear use of
(a) Errors which affect the
consistency of the analysis,
synthesis or evaluation
and/or key gaps in the
issues addressed
mostly complete but
contains errors with
significant effect, or
methods that are applied
inappropriately
(c) Evidence of a consistent
argument but may have
weaknesses, significant
(a) A lack of precision,
accuracy or reasoning in
analysis, synthesis or
evaluation with significant
gaps in the issues
addressed
incomplete or contains
errors which have critical
effect, or methods that are
applied inappropriately
(c) Lack of consistency or
structure in the argument.
Serious weaknesses in the

Criteria Pass Grades Fail Grades
High Distinction
85-100%
Distinction
70-84%
Merit
60-69%
Pass
50-59%
Fail
30-49%
Low Fail
0-29%
The work displays: The work displays: The work displays: The work displays: The work displays: The work displays:
evidence of originality.
Impressive dexterity in the
use of information gathered
to support the argument.
(d) Evidence of an innovative
or original use of extensive
personal research which has
been thoroughly critically
evaluated both conceptually
and methodologically
conflicts. Excellent use of
information gathered which to
support and further the
argument
(d) Substantial research
and evidence of an
innovative use of a wide
range of personal research
with clear and consistent
critical evaluation both
conceptually and
methodologically
internal consistency and
addresses most issues.
Very good use of
information gathered to
support the argument.
(d) Clear evidence of
considerable personal
research and the use of a
diverse range of
appropriate sources but
may contain problems with
consistency in the
conceptual and
methodological critical
evaluation
information gathered but may
have some weaknesses in the
integration into the argument.
(d) Appropriate use of a
wide range of personal
research which is critically
evaluated for key
conceptual and
methodological issues
although this may not be
consistent throughout
gaps or be unconvincing.
Clear use of information
gathered but may not be
sufficient to sustain the
argument.
(d) Evidence of a range of
personal research but
evidence of methodological
or conceptual evaluation
may be limited, inconsistent
or inappropriate
integration of evidence
and/or no awareness of the
limitations or weaknesses
of the research.
(d) Over reliance on very
restricted range of personal
or secondary research
much of which may not be
evaluated and may not be
directly related to the
question or area
Argument
(continued)
(d) Independent
Research
Presentation
(a) Structure
(b) Referencing
(c) Use of
Language
(a) Excellent structure and
presentation
(b) Precise, full and
appropriate references and
notes.
(c) Subtle use of language
expressing highly nuanced
thought with clarity and
precision to a level
appropriate for submission
for publication.
(a) Excellent structure and
presentation
(b) Precise, full and
appropriate references and
notes.
(c) Precise use of language
expressing complex
thought with clarity,
accuracy and precision
which furthers and
enhances the argument
(a) Good structure and
presentation
(b) Full and appropriate
references and notes with
minor or insignificant errors
(c) Clear and precise use of
language allowing a
complex argument to be
easily understood and
followed
(a) Adequate structure and
presentation
(b) Good references and
notes with minor or
insignificant errors or
omissions
(c) Generally clear use of
language sufficient for
arguments to be readily
understood and followed
(a) Adequate structure and
presentation
(b) Competent references
and notes but may contain
inconsistencies, errors or
omissions
(c) Generally
understandable use of
language but significant
errors in expression
affecting overall clarity
(a) Poor structure and
presentation
(b) Poor references and
notes with multiple
inconsistencies, errors or
omissions
(c) Serious errors in the use
of language which makes
meaning unclear or
imprecise

Table of Contents
1. Project manager objectives ..........................................................................................................2
2. Issues and challenges faced by the Project Manager and mitigation action............................2
3. RACI ..............................................................................................................................................6
4. Project assumptions......................................................................................................................8
5. Risk Register..................................................................................................................................9
6. GANTT chart ..............................................................................................................................10
7. Lessons Learned Brief ................................................................................................................12
References............................................................................................................................................13
Appendix..............................................................................................................................................14
1. RACI ........................................................................................................................................14
2. Risk Register............................................................................................................................16
3. GANTT Chart .........................................................................................................................18

1. Project manager objectives
To the client
- Complete World Outreach Church (WOC) as of the Christmas coming upon client’s
request, within $34 million with quality and timely manner since there is no room for
errors or mistakes. The church will be the major establishment in Tennessee to serve
over 5,000 members every Sunday morning
To the American Constructors, Inc (ACI)
- As one of the leading commercial construction companies in Tennessee with more
than 30 years of experiences, ACI has a big reputation in the construction market, so
this project is to uphold ACI’s reputation and protect future opportunities.
- Additionally, this project aims to take opportunities to grow in the market, helps ACI
maintain a strong hold in this church construction market by quality & timely
deliverables, meet customer’s demand, as well as compete with its rivals.
To Grott, project manager
- The success of this project will enhance Grott’s leadership and impress the local and
church communities
- Bring Grott opportunities to get higher position in his career progression.
2. Issues and challenges faced by the Project Manager and mitigation action
Categories
Alternative solution to overcome issues
and challenges
Soft Issues
- Communication between Tom Grott,
the project manager with the client of
World Outreach Church, external
stakeholders including Christian
congregation and Tennessee’s local
communities, architects and
inspectors, subcontractors, and the
project planning team
- Come up with clear communication
plan and make sure this plan is
implemented during the project

- Lack of motivation to speed up the
project to complete sooner
- Develop reasonable motivating
policies to motivate employees, for
example, by giving incentives for
workers to work overtime or
satisfying other needs of employees.
- Notably, carefully think of the
adverse influence of these policies on
working efficiency of labors and their
morale when implementing the
increase of working hours
- The project is required to be
completed as of December 14th
,
thereby; employees are easy to be
demotivated due to time pressure
- Maintain the effective
communication plan with key
members of his team to together
discuss the alternative options and
properly motivate employees for
better working efficiency.
- Employees might misunderstand and
conflict due to their vague
responsibilities and duties
- Effectively communicate with
employees to make sure they
understand well their responsibilities
and duties.
- Closely monitor the work and
performance of project team member
throughout the lifecycle of project
Hard Issues
- As the construction of WOC was the
big project of ACI, the major problem
is the completion of project in time.
The possibility of late delivery is
more likely to happen
- Take into consideration to increase
the resources including employees
and extra time for working on
Saturdays and Sundays. Moreover,
alternative option with more working
hours could be given out to make the
project sooner. For example, Grott
might decide to increase the working
days per week or working hours per

day. Beside the working time, other
options for the punch list can be used
with different allocation of resources
to make the project complete faster.
- The project was originally scheduled
for completion by March 2010, but
the client changed their mind and
desired to have it done as of
December 14th
, thus, there is no room
for mistakes in this project.
- Do forecasting and planning carefully
before the project and strictly monitor
the project progress to promptly react
with errors
- Crashing the project
- Carefully considering all constraints
before crashing project
- Planning and executing tasks in
parallel, such as installing the doors
and mechanical, electrical and
plumbing work for constructing
Bookstore/Café/Kitchen are taken at
the same time, the public restrooms
will be executing at the same time
with installing glass and hanging, etc.
- Better planning the combination of
different task at the same time to
come up with the specific plan before
the execution start.
- Assigning key members to closely
monitoring the execution of each
activity to make sure it follows the
plan.
- In terms of project scope, there are
still three main sections of the
property that remained unfinished
before September 24, 2009.
- Good planning can help out to make
sure the completion of all three
sections within deadline.
- There still have many uncertainties
existing, for example, the unclear in
the role of each project member.
- Identify the uncertainties and prepare
the contingency plan to deal with
these risks.
Challenges
- Deliver the project on time and within
the budget of $34 million
- Well plan the project and closely
monitoring the implementation
- Effective leadership to coordinate and
motivate employees
- As ACI is a reputed business in the - Effectively leading the project for

construction market, Grott’s challenge
is to make effort to preserve the
company’s reputation in the market
completing in quality and timely
fashion as well as protect the future
opportunities
- Crashing activities to complete the
project within deadline
- First, figure out which activities
could be crashed to help the project
shorten the timeline? Crashing just
makes sense for the activities that are
on the critical path
- Next, calculate the cost for crashing
each activity, including the additional
funds for more employees and
equipment as well as the incentives
for crews and contractors to speed up
the project.
- Third, think about how likely the
project will be speeded up and
completed one time by crashing each
activity and make the comparison
between the possible combination of
time and cost of activities to choose
the best option with the lowest cost
and largest time saving.
- Maintain the effective
communication plan with key
members of his team to together
discuss the alternative options and
properly motivate employees for
better working efficiency.
- Decide the method to motivate
employees and subcontractors
- Discuss with the company
management and key project
members to calculate the extra time
and incentives for the crews and

subcontractor to work faster to make
the project completed on time.
- Ensure no error occurs during the
project execution
- Make critical decision concerning the
planning
- Regularly assess the performance of
members on task assigned.
- To assess the probability of
completing the expansion within the
given deadline, one challenge is how
to review the current progress of the
project and consider the crashing
techniques to speed up the timeline
- Do well the reporting process to
timely update the current progress of
the project
Overcoming Challenges
One of the most important mitigating solutions to ensure the project is completed on time is
crashing. How to implement crashing properly? First, Grott must first figure out which
activities could be crashed to help the project shorten the timeline? Crashing just makes sense
for the activities that are on the critical path. Next, Grott must calculate the cost for crashing
each activity, including the additional funds for more employees and equipment as well as the
incentives for crews and contractors to speed up the project.
The next step is that Grott should think about how likely the project will be speeded up and
completed one time by crashing each activity. Afterward, Grott is required to make the
comparison between the possible combination of time and cost of activities to choose the best
option with the lowest cost and largest time saving. During this process, it is important to
consider the benefits of crashing and possible loss if the project is delivered late. Moreover,
Groot should maintain the effective communication plan with key members of his team to
together discuss the alternative options and properly motivate employees for better working
efficiency.
3. RACI
In this project, key stakeholders, who have an interest and influence on the project, include:

World Outreach Church (WOC)
Architects
Subcontractors: Integrity Architectural Millwork, Cage Drywall, Roscoe Brown
Heating & Cooling, S&W Electric, Charlie Irwin Painting, Southern States Masonry
Inc., etc.
ACI’s workforce: administrative staff and labourers (carpenters, finishers, cleaners
and machine operators)
ACI’s management
Tom Grott – the senior project manager for ACI

Details of st
assignment
Keep sastify
Tom Grott
Encouraged
Tom Grott Bridget
Brodbeck Larry
Hawker ACI’s
management
WOC’ client
Monitor
Subcontractors
Keep informed
Architects
ACI’s workforce
Bridget Brodbeck - the project coordinator
Larry Hawker - the project superintendent
In addition, other stakeholders who are not listed as key stakeholder could have less
significant affected to the project.
The stakeholder map below shows their level of interest in the project and their importance to
this project.
Figure 1: Stakeholder Map
High
Power
Lower akeholders’ responsibilities during the project are presented in responsibility
matrix (RACI) in appendix.
Interest
High
4. Project assumptions
Remaining unfinished sections of this project will start from 26th
September, 2016.
Framing, hanging & finishing the dry wall will be completed in 21 days.
Integrity Architectural Millwork will complete the Architectural Millwork in 15 days.
The received doors are correct and no hardware is missing, so installing the doors and
hardware is in 5 days.

Concrete layer for carpeting was assumed to take only 5 days in good weather
condition.
The material will be laid with precision, so three additional days will be excluded and
the installation will be completed in 35 days.
In Sanctuary work, the crew will complete installing the doors and hardware in 5
days.
As AIC carried out internal inspections at various stages throughout the project, the
inspection of ACI properties are always passed.
Additionally, there was no time for mistakes and errors in this project
5. Risk Register
Like most projects, this project also faces some uncertainties that might adversely impact on
the project, for example, cause the delay, or cost the project more. Generally, this project has
some following risks:
1. Subcontractor delays
This risk might arise due to the poor performance of subcontractor, failure to understand the
requirement of project, or derives from natural causes. In order to deal with this risk, the
project manager should carefully choose the contractor at the early stage, work well with
them at contract stage, and closely supervise their working.
2. Resource constraints
Resource constraints is because the project company is responsible for many other project at
the same time, thus, they don’t concentrate resources for only one project.
3. Unfavourable Weather Condition
This risk arises due to the natural cause. In order to mitigate this risk, the project manager
should come up with contingency plan to work under bad weather.
4. Incorrect received doors and missing hardware
This risk comes from the error and mistake during the implementation that could influence
the quality of project delivered.
5. Material is not laid with precision

This type of risk arises due to inappropriate attention from working during execution,
thereby; the project manager must closely and regularly supervise activities of employees.
6. Architect's changes
Change architect for new task or due to poor performance of previous architect. In order to
deal with this, the project team should carefully select the right architect at the beginning;
work well with architect to avoid the change.
7. Unexpected errors or mistake
Error and uncertainties inevitably occur during the project.
More specifically, those above risks are presented in the Risk Register in the appendix.
6. GANTT chart
Based on above assumptions, the project’s remaining deliverables with specific duration for
each activity are presented in table 1. A detailed progress with fully precedence of activities
and activity resources are exhibited in the Gantt chart at appendix.
The project plan summary is as below:
Project Start Date: Monday 26th
September 2016
Project End Date: Monday 30th
January 2017
Start Final Task (the architect’s punch list): Wednesday 11th
January 2017
Total Duration: 90.25 days
Table 1: Work Breakdown Structure for World Outreach Expansion Project (used
Most Likely Times)
WBS Task Name Duration
1
World Outreach Expansion - finish
construction
90.25 days?
1.1 Receive close-out documents from architect 15 days?
1.2 Bookstore/Café/Kitchen 53 days
1.2.1 Frame, hang and finish drywall 21 days
1.2.2 Hard tile 10 days
1.2.3 Stone columns 5 days
1.2.4 Millwork on the bookstore, café and kitchen 15 days
1.2.5 Casework 5 days

1.2.6 Flooring 10 days
1.2.7 Glass 3 days
1.2.8 Paint the glass 14 days
1.2.9 Doors and associated hardware 5 days
1.2.10 M.E.P. 12 days
1.3 Lobby 53 days?
1.3.1 Reception 10 days
1.3.1.1 Millwork at reception walls and rails 10 days
1.3.1.2 Millwork at counter 3 days
1.3.2 Hard ceilings 15 days
1.3.3 Hang and finish the drywall 15 days
1.3.4 Paint - first and second floor 5 days
1.3.5 Flooring 40 days
1.3.5.1 Insert concrete layer at carpeted areas 5 days
1.3.5.2 Hard tile 5 days
1.3.5.3 Acclimatize the wood and install wood flooring 35 days
1.3.5.4 Carpet first floor, stairwell and second floor 9 days
1.3.6 Public restrooms 11 days?
1.3.7 Install glass and hang chandeliers 3 days?
1.3.8 Ceiling tiles 5 days
1.3.9 Doors and hardware 10 days
1.3.10 M.E.P 10 days
1.4 Sanctuary 63 days
1.4.1 Hanging and finishing drywall 16 days
1.4.2 Auditorium seating 63 days
1.4.2.1 Core drill for rails 2 days
1.4.2.2 Carpet at seats 15 days
1.4.2.3 Install rails 5 days
1.4.2.4 Wood paneling, trim and stage flooring work 25 days
1.4.2.5 Carpet at rails 5 days
1.4.2.6 Seats 21 days
1.4.3 Wood stage steps 5 days
1.4.4 Bowl 29 days
1.4.4.1 Seats 20 days
1.4.4.2 Stain concrete floor 5 days
1.4.4.3 Carpet at stage steps, flats and aisles 5 days
1.4.5 Paint 20 days
1.4.6 Doors and hardware 6.5 days
1.4.7 Terrace 45 days
1.4.7.1 Window surrounds 8 days
1.4.7.2 Water proofing 7 days
1.4.7.3 Insulation 3 days
1.4.7.4 Concrete deck 5 days
1.4.7.5 Concrete stairs 10 days

1.4.7.6 Aluminum rails 5 days
1.4.7.7 Masonry at stairs 12 days
1.5 Clean 4 days
1.6 ACI punch list 4 days
1.7 Fire marshal inspection 5 days
1.8 Architect punch list 7.5 days?
1.9 Sign the general guarantee and warranty 0.75 days?
1.10 Project Review 5 days
7. Lessons Learned Brief
In the unpredictable economic climate and high demand for project nowadays, project
management faces many uncertainties and strong forces to efficiently manage change to
deliver the project in timely manner, high quality, and satisfy requirements of customers.
Moreover, the project manager also has responsibilities for strategically maintaining firm
competitiveness and preserving future opportunities for firm. This project raises many
concerns from project management perspectives, including managing risks and uncertainties,
delivering the projects in timely manner, as well as training the project management skills in
terms of allocating resources, managing tasks and employees, crashing the projects, as well as
motivating employees to make sure the project completed on time. Moreover, this case has
also laid out implication for the effective communication between different stakeholders of
the project as well as for the decision making process, particularly in terms of working with
time pressure.
Moreover, in working in team, it is important for the project manager to always make sure the
project team member understand their responsibilities and duties and work with each other to
together achieve the common goals. According to the lean project, the project manager
should think about the solutions to eliminate the waste during the project. For example, in
this project, since there is no room for error and mistake, the project management must do
everything right from the beginning and make critical decision to avoid the waste during the
execution.

References
Richard Ivey School of Business Foundation (2013) American Constructors Inc.: World
Outreach Expansion Project. Ontario, Canada: The University of Western Ontario.

Appendix
1. RACI
Task
WOC
Architects
Subcontractors
ACI’sworkforce
ACI’smanagement
TomGrott
BridgetBrodbeck
LarryHawker
Receive close-out documents from architect I R I A,R I I
Frame, hang and finish drywall I C R I A I I
Hard tile I C R I A I I
Stone columns I C R I A I I
Millwork on the bookstore, café and kitchen I C R I A I I
Casework I C R I A R I
Flooring I C R I A R I
Glass I C R I A R I
Paint the glass I C R I A I I
Doors and associated hardware I C R I A,R I I
M.E.P. I C R I A I I
Reception I C R I A I I
Millwork at reception walls and rails I C R I A,R I I
Millwork at counter I C R I A I I
Hard ceilings I C R I A I I
Hang and finish the drywall I C R R I A,R I R
Paint - first and second floor I C R I A,R I I
Flooring I C R I A,R I I
Insert concrete layer at carpeted areas I C R I A I I
Hard tile I C R I A,R I I
Acclimatize the wood and install wood
flooring
I C R I A I I
Hanging and finishing drywall I C R I A I I
Auditorium seating I C I I I
Wood stage steps I C R I A,R I I
Bowl I C R I A,R I I
Paint I C R I A,R I I
Doors and hardware I C R I A,R I I
Terrace I C R I A,R R
Clean I R I A I I

ACI punch list I R I A I I
Fire marshal inspection I R I A I I
Architect punch list I R I A I I
Sign the general guarantee and warranty I R R I A,R I I
Project Review R C R I A,R R R
R – Responsible A – Accountable C – Consulted I – Informed
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RiskCategoryExternalExternalEnvironmentOrganizationProjectManagement
ThreatThreatThreatThreatThreatThreatorOpportunity
ProbabilityProbabilityProbabilityProbabilityProbability
2. Risk Register
Sample Risk Management Register for Project XXXX
Risk Identification Qualitative Risk Assessment Risk Response Plan Contingency Plan Monitoring and Control
# Risk Event Cause Effect
Primary
Objectiv
e
Pro
b
Impa
ct
PxI Risk Matrix
Respons
e
Strategy
Response
Actions
Trigger
Contingency
Action
Responsibi
le Entity
Interval
or
Mileston
e Check
Status: Date
and Review
Comments
Subcontractor Subcontractors'
5 VH
4 H
3 M
2 L x
Carefully chose
the contractor,
working well with
them at contract
Subcontractor fails
to understand the
requirement of
Preapre a list of
contigency Project
1
delays
issues or Project delayed Time 2 5 10 1 VL Mitigate stage, and
porject or poorly
subcontractor to switch manager, ACI’s Weekly 26/09/2016
backruptcy
5 VH
4 H
3 M
VL L M H VH
1 2 3 4 5
Impact
closely
suppervise the
working of
contractors
prepare for the
implementation
The company is
to in case of
emergency
Reallocate resource
management
Project
Resource
2
Unadequate
Project delayed Time 2 4 8
2 L x Efficiently responsible for
between different
manager, ACI’s
Monthly
constraints resource 1 VL
5 VH
VL L M H VH
1 2 3 4 5
Impact
Mitigate
allocate resource many other project
at the same time
project if necessary
management
and staff
26/09/2016
Unfavorable
3 Weather
Condition
Natural cause Project delayed Time 4 4 16
4 H x
3 M
2 L
1 VL
VL L M H VH
1 2 3 4 5
Impact
Mitigate
Prepare to work
under bad
weather
Natural cause or
bad forecast
Prepare plan to work
under bad weather,
follow the weather
forecast before
planning activities
ACI’s
management Weekly 26/09/2016
Incorrect
received doors Poor planning and
4 Project delayed Time 3 4 12
5 VH
4 H
3 M x
2 L
Mitigate
Working with
architect to fix
Wrong planning or
inefficicient
Working well with
architect from the
beginning, spending
ACI’s
management Weekly 26/09/2016and missing
hardware
execution 1 VL
5 VH
4 H
VL L M H VH
1 2 3 4 5
Impact
the problem excecution gap between timeline
to fix the problem
and staff
Material is not
5 laid with
precision
Error during
execution
3 M x
2 L
1 VL
VL L M H VH
1 2 3 4 5
Impact
Mitigate
Working with
staffs to fix the
problem
Inappropriate
attention from
workingduring
execution
Closer and regularly
supervise activities of
employees
ACI’s

ProjectManagementProjectManagementProjectManagementProjectManagementDesign
ThreatThreatThreatThreatThreat
ProbabilityProbabilityProbabilityProbabilityProbability
5 VH
4 H Carefully select
Change architect
3 M x the right architect
for new task or due Carefully select theArchitect's
6
changes
Poor performance
of former architect
2 L
1 VL
5 VH
4 H
VL L M H VH
1 2 3 4 5
Im pact
Mitigate
at the beginning,
work well with
architect to avoid
the change
to poor
performance of
previous architect
right architect at the
beginning
ACI’s
Unexpected
7 errors or
mistakes
Poor management
or natural cause
Project delayed
Insuficient internal
Time 3 4 12
3 M x
2 L
1 VL
VL L M H VH
1 2 3 4 5
Im pact
5 VH
4 H X
Mitigate
Timely deal with
issue to avoid the
more serious
consequence
Review the
Error is inevitable
There is not
enough internal
Closely manage and
control during the
project
ACI’s
management
Weekly 26/09/2016
Unpassed
ACI's
8
standards
inspection
Vague
understanding
inspections at
various stages
throughout the
project
Project delayed
and poor quality
delivered
Time 2 5 10
3 M
2 L
1 VL
5 VH
4 H
VL L M H VH
1 2 3 4 5
Im pact
Mitigate
progress to
detect the errors
and fix them to
meet with the
standard
inspections at
various stages
throughout the
project or the
nternal inspections
are not effective
Lack of
A clear and specific
inspection plan should
be passed before the
project
A clear communication
ACI’s
management
Weekly 26/09/2016
among
employees for
9
their
responsibilities
and project
requirement
Time pressure
and lack of
commnunication
Project delayed
due to mistake
arises
Time 3 4 12
3 M x
2 L
1 VL
VL L M H VH
1 2 3 4 5
Im pact
Mitigate
Hold a meeting to
again clarify
assigment for
each member
commnunication
from the early
stage of project
and during project
plan must be developed
to ensure employees
understand their roles in
project
Project
manager and
staff
Weekly 26/09/2016
Crashing fails
Project delayed
5 VH
4 H
3 M x
Increase the
incentives for
contractors or
Ineffective crashing
planning at the Carefully planning and
Project
to deliver
10
Ineffective
and cost Time 3 4 12 2 L
Mitigate
manager, ACI’s
motivated policies beginning or poorly choose the best option Weekly 26/09/2016expected
result
crashing planning
increases 1 VL
VL L M H VH
1 2 3 4 5
Im pact
for employees to
speed up the
progress
monitor project
progress
for crash
management
and staff

13

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