This document discusses the poor project management of Leatty's construction project in Shanghai, China. The project was delayed by 16% over budget and 2 months behind schedule due to several factors. These included design changes by the architects, supply chain issues that increased material costs and delayed deliveries, difficulties accessing the construction site due to road work, and weather challenges. Additionally, poor communication between the multinational team from different countries exacerbated delays. To get the project back on track, a new project manager implemented solutions like internet training to improve information sharing, adjusting meeting times for different time zones, and enhancing risk management and contingency planning.
The document is an assessment report from Cem Kilinc, Head of project development at Leatty, regarding the construction project in Shanghai that has faced multiple delays. It recommends establishing an intranet and quarterly meetings to improve coordination and communication. It also suggests implementing a mentoring program, team-building events, and rewards to boost employee morale. Finally, it advises calculating more delays into the schedule as a safety buffer and making all deadlines clear to avoid future issues. The goal is to remodel operations to reduce delays and allow the Shanghai project to be completed on time and successfully.
Why social housing transformation projects get stuckBarry Hodge
This document discusses why social housing transformation projects often get stuck and provides 3 steps to help get them unstuck. It explains that projects get stuck due to the unique operating environment of social housing providers, limited funding, and not enough resources. Specifically, it identifies the "yes effect" where people overcommit and the "magpie effect" where people lose interest in ongoing projects when new shiny ones start. The 3 steps to get projects unstuck are: 1) Break large projects into smaller ones, 2) Make a prioritized list of all projects, and 3) Use a gated approach to deliver projects in stages.
This document discusses how open-ended activities can impact project completion dates when activity durations change. It provides two examples:
1) When activity B's duration increased from 30 to 50 days, and it was linked to predecessor and successor activities with finish-to-start and finish-to-start/start-to-start relationships, the project completion date was delayed by 20 days.
2) When activity B had start-to-start relationships with all successor activities, its increased duration from 30 to 50 days did not impact the project completion date, as long as activity B finished on or before the original project end date. This type of activity is called an "open-ended activity." Identification of open-ended
The document discusses roles and responsibilities at different stages of a startup company's growth. It begins by introducing the founders and an investor. It then outlines initial responsibilities when the company is small, focusing on building the product and getting users. As the team grows, hiring and integrating new members becomes important. Later stages involve multiple teams that require cross-team communication and empowered teams. Ultimately different departments like engineering, sales, marketing and operations emerge, requiring a division of responsibilities between the CEO and department heads. The document also discusses splitting equity as the company succeeds and references examples.
Why projects are causing your organisation staff salary costs to go up Barry Hodge
The document discusses why organization staff salary costs are increasing due to projects. It provides two steps to stop costs from rising: 1) Include the cost of internal staff time worked on projects in project budgets at a fixed daily rate. This allows substituting external staff if needed without exceeding budgets. 2) Use a gated approach to project delivery that progresses in steps, allowing projects to be stopped before too many resources are spent if not viable. Doing so can prevent projects from going over budget or increasing long-term organization costs.
I found the book was an easy to read, was entertaining and surprisingly compelling and informative. and therefore I do not hesitate in recommending this to you, even if you may not be working directly in technology.
When creating technical documentation it's good to know how long it will take. This presentation (delivered to the STC in Calgary Alberta) explores estimating such projects as well as an overview of the estimating process.
This document provides details about a student project to build a solar vehicle. The project will take approximately 8 months to complete. It involves building the vehicle's structure and installing solar panels. The goals are to learn about renewable energy sources, save energy, clean the institution, and improve the environment. The project may help humanity by providing cleaner air and helping people save money. It could also help technological progress. Students will go through phases of conceptualizing, formulating a proposal, conducting research, analysis, construction, and exhibiting the final vehicle. Teachers Jairo Miranda and Alba Ines will guide the students through each stage of the project.
The document is an assessment report from Cem Kilinc, Head of project development at Leatty, regarding the construction project in Shanghai that has faced multiple delays. It recommends establishing an intranet and quarterly meetings to improve coordination and communication. It also suggests implementing a mentoring program, team-building events, and rewards to boost employee morale. Finally, it advises calculating more delays into the schedule as a safety buffer and making all deadlines clear to avoid future issues. The goal is to remodel operations to reduce delays and allow the Shanghai project to be completed on time and successfully.
Why social housing transformation projects get stuckBarry Hodge
This document discusses why social housing transformation projects often get stuck and provides 3 steps to help get them unstuck. It explains that projects get stuck due to the unique operating environment of social housing providers, limited funding, and not enough resources. Specifically, it identifies the "yes effect" where people overcommit and the "magpie effect" where people lose interest in ongoing projects when new shiny ones start. The 3 steps to get projects unstuck are: 1) Break large projects into smaller ones, 2) Make a prioritized list of all projects, and 3) Use a gated approach to deliver projects in stages.
This document discusses how open-ended activities can impact project completion dates when activity durations change. It provides two examples:
1) When activity B's duration increased from 30 to 50 days, and it was linked to predecessor and successor activities with finish-to-start and finish-to-start/start-to-start relationships, the project completion date was delayed by 20 days.
2) When activity B had start-to-start relationships with all successor activities, its increased duration from 30 to 50 days did not impact the project completion date, as long as activity B finished on or before the original project end date. This type of activity is called an "open-ended activity." Identification of open-ended
The document discusses roles and responsibilities at different stages of a startup company's growth. It begins by introducing the founders and an investor. It then outlines initial responsibilities when the company is small, focusing on building the product and getting users. As the team grows, hiring and integrating new members becomes important. Later stages involve multiple teams that require cross-team communication and empowered teams. Ultimately different departments like engineering, sales, marketing and operations emerge, requiring a division of responsibilities between the CEO and department heads. The document also discusses splitting equity as the company succeeds and references examples.
Why projects are causing your organisation staff salary costs to go up Barry Hodge
The document discusses why organization staff salary costs are increasing due to projects. It provides two steps to stop costs from rising: 1) Include the cost of internal staff time worked on projects in project budgets at a fixed daily rate. This allows substituting external staff if needed without exceeding budgets. 2) Use a gated approach to project delivery that progresses in steps, allowing projects to be stopped before too many resources are spent if not viable. Doing so can prevent projects from going over budget or increasing long-term organization costs.
I found the book was an easy to read, was entertaining and surprisingly compelling and informative. and therefore I do not hesitate in recommending this to you, even if you may not be working directly in technology.
When creating technical documentation it's good to know how long it will take. This presentation (delivered to the STC in Calgary Alberta) explores estimating such projects as well as an overview of the estimating process.
This document provides details about a student project to build a solar vehicle. The project will take approximately 8 months to complete. It involves building the vehicle's structure and installing solar panels. The goals are to learn about renewable energy sources, save energy, clean the institution, and improve the environment. The project may help humanity by providing cleaner air and helping people save money. It could also help technological progress. Students will go through phases of conceptualizing, formulating a proposal, conducting research, analysis, construction, and exhibiting the final vehicle. Teachers Jairo Miranda and Alba Ines will guide the students through each stage of the project.
The document provides guidance on key steps to effectively manage a project. It discusses defining the project scope and available resources, developing a timeline, assembling a project team, listing major and minor tasks, creating a baseline plan, requesting adjustments if needed, monitoring progress, and adapting the plan as required while maintaining scope and resources. The overall message is on the importance of planning while remaining flexible to change.
The candidate is seeking an engineering position with a small company where they can utilize over 30 years of experience in product development, process development, and engineering management. They have a BSME from the University of Illinois at Chicago and have managed multiple engineering teams. Their experience includes product design, manufacturing processes, CAD, and implementing process methodologies. They were most recently a winemaker but are interested in returning to engineering.
Microsoft Project is a project management software that helps plan, assign resources, track progress, manage budgets, and analyze workloads for projects. It was first released in 1984 and acquired by Microsoft in 1985. The latest version is Microsoft Project 2013. It allows creating project schedules and budgets, tracking resource allocation, and managing project progress through various phases from planning to closing. Enhancements have extended its capabilities with Project Server and Web Access.
Kathryn Emtman is the project manager for the $102 million 929 Office Tower project in Bellevue, Washington. The 20-story concrete office building is scheduled for completion in December 2015. Emtman oversees all aspects of planning, execution, cost management, and closeout for the project. She manages a team that includes over 35 subcontractors and project engineers. Emtman finds the most rewarding part of the project to be the collaborative team working to deliver a high-quality building ahead of schedule.
IRJET- Effect of Pre-Planning in High Rise Building for Time ManagementIRJET Journal
This document discusses the importance of pre-planning for high-rise building projects and time management. It analyzes two case studies of metro projects in Delhi and Mumbai to study their environmental management plans and mitigation methods. The study aims to understand whether the plans mentioned in literature are actually followed at construction sites. It identifies 20 causes of delays in construction projects in India, categorized into owner-contributed and contractor-contributed factors. Some major causes include delayed payments, design changes, and lack of experience. The effects of delays include time and cost overruns, disputes, and damage to reputation. The objective is to describe the importance of pre-planning and identify key parameters requiring focus to complete projects successfully and on time.
The memo discusses a rescue strategy for an over budget, delayed construction project in Shanghai between Chinese contractors and Leatty. [1] The strategy involves improving information exchange through face-to-face meetings, monthly teleconferences, and an online coordination application. [2] It also recommends boosting team morale by creating a weekly newsletter with goals and bonuses for completing goals early, as well as ensuring work quality. [3] Establishing social facilities, an employee forum, and a counselor will help create a safe work atmosphere.
IRJET- Review Paper on “Budget and Schedule Overrun in the Construction Phase...IRJET Journal
This document summarizes a research paper that reviewed factors leading to schedule and budget overruns in construction projects in India. The paper analyzed previous studies on this topic and identified common critical factors. For schedule overruns, the most influential factors were found to be lack of equipment maintenance and poor procurement planning. For budget overruns, the top factors were delays in handing over sites and low labor productivity. The study also noted that contractor delays in material/equipment delivery and price inflation contributed significantly to cost overruns. The objectives of this paper were to analyze causes of overruns and their impacts, and provide recommendations to minimize time and cost overruns in construction projects.
IRJET- To Study the Causes and Effects of Delays in Construction ProjectIRJET Journal
This document summarizes several research papers that studied the causes and effects of delays in construction projects. It discusses how delays can negatively impact projects by increasing costs and damaging relationships. The literature review identifies common causes of delays including poor planning, lack of coordination between project participants, miscommunication, weather issues, material shortages, and equipment problems. The document examines research from India and other countries that analyzed major factors contributing to delays through surveys and analysis of construction stakeholders. The conclusion categorizes types of delays and reiterates that scheduling and quality management techniques can help minimize delays in construction projects.
IRJET- Case Study on Budget and Schedule Overrun During the Construction Phas...IRJET Journal
This document discusses a case study on budget and schedule overruns during the construction phase of projects in India. It identifies several key factors that can lead to schedule and budget overruns based on a review of past studies. For schedule overruns, it finds that lack of equipment maintenance, poor procurement planning, and external factors like strikes are critical influencing factors. For budget overruns, it determines that delays in handing over sites, low labor productivity, and contractor delays in material/equipment delivery are important causes. Price inflation is also identified as a major contributor to cost overruns. The study aims to evaluate factors leading to time and cost overruns on construction projects in India in order to improve project success rates.
Project Management Leadership, And Skills : Planning And Control | Assignment...Emre Dirlik
This document discusses planning and control in project management, leadership, and skills. It covers three main parts: network diagrams and critical path analysis, risk analysis and opportunities, and motivation management. In part A, a network diagram of the house renovation project is presented showing the critical path. In part B, risks like cost increases, supply issues, and workforce shortages are analyzed. Risk scores are assigned based on probability and impact. Part C discusses motivation theories as they relate to an unmotivated team member, Kevin, and how removing him from the project could benefit the team and project goals.
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
This document provides an introduction to project management concepts. It begins with learning objectives around understanding the need for project management and key concepts. It then defines what a project is, distinguishing it from operations and programs. Examples of IT projects are provided. It discusses the triple constraints of scope, time and cost that projects face. The document then defines project management and outlines the typical framework, including stakeholders, knowledge areas, tools and techniques. It closes with discussing factors for project success.
A Study of Factors Caused for Time & Cost Overruns in Construction Project & ...IJERA Editor
The Construction industry is one of the key economic industry in India and is the main motivating force in Indian national economy. But, it suffers from a number of problems that affect time, cost and quality performances. Successful management of construction projects is based on three major factors i.e. time, cost and quality. The successful completion of construction projects within the specified time has become the most valuable and challenging task for the Managers, Architects, Engineers and Contractors. How to achieve this task is a problem, which should be solved. The overall objective of this study is to identify the factors resposinle for overruns in time and cost of the construction project and suggest the suitable remedial solutions. Poor planning, implementation and management are the main reasons for time and cost overruns in construction projects in India. Since most of the reasons are well known and can be controlled if a proper arrangement is made
The document discusses reasons for cost and time overruns in Indian infrastructure projects. It identifies external factors like delays in regulatory approvals and land acquisition, and internal factors like ineffective project planning and monitoring as causes for schedule overruns. For cost overruns, it points to scope changes, inadequate project reports, and price escalations beyond projections as key reasons. It recommends establishing project management offices for monitoring, adopting risk management techniques, and implementing strategies like periodic reviews and cost escalation clauses to control schedule and cost overruns.
The document provides a post-project evaluation of the Channel Tunnel project close out phase. It summarizes key aspects of project management including scope, time, cost, quality, human resources, communication, risk, procurement, and integration management. Several areas were rated including scope management (2), time management (3), cost management (1), quality management (4), human resources management (3), communication management (2), risk management (3), procurement management (2), and integration management (2). Weaknesses identified included ever-changing scope, lack of clarity in scope, and slow approvals leading to repetitive work and delays.
The document discusses project planning and scope management. It describes the importance of planning to guide project execution. Several planning processes and outputs are listed, including developing a project management plan and scope management plan. It also explains collecting requirements, defining scope through a scope statement and work breakdown structure (WBS), and the purpose and contents of key planning documents like the project management plan, scope management plan, and requirements management plan.
Efficient Planning Scheduling and Delay Analysis of Residential ProjectIJERA Editor
Planning and scheduling have become an essential part of any project for the timely and economical completion of the project. A proper construction schedule can be used for different purposes. By using construction schedule to predict project completion, contractors can adjust crew size, shifts or equipment to speed or slow the progress. All the construction projects will vary from each other in size. All the projects have time constraint. Delay in completion of project will increase the overall cost of the project. Small projects can be managed efficiently manually; whereas large projects are not so large projects can be better handled by the use of computers. Many types of software are available with the help of which project management can be done easily. Large quantities of different kinds of resources are also required for execution and the risk is more in the case of projects. So planning and scheduling of activities for construction of big projects is essential. In this study, an effort is made in planning, scheduling and delay analysis updating of various activities, which is done by using MS Project and MS Excel software, manpower of each activity is determined and allocation is done using the software. Labor requirement for each activity is calculated from standards obtained from site. An updated schedule, which helps to finish the project well in time with optimum resources and update helps in delay analysis, is under the scope of this study.
IRJET- Schedule Delay Analysis in Construction Management using Primavera P6IRJET Journal
This document discusses schedule delay analysis in construction projects using Primavera P6 software. It begins with an introduction to the importance of planning, scheduling, and managing delays in construction management. It then reviews common causes of construction delays and different methods for analyzing schedule delays, including as-planned vs. as-built analysis and time impact analysis. The document focuses on using Primavera P6 software to compare planned and actual project schedules to identify delays and their impacts on time and cost. It argues this approach can help construction managers effectively monitor progress and address delays.
This document provides an overview of project management and megaprojects, using the London Olympics as a case study. It discusses the skills needed for effective project management, challenges that can arise in megaprojects, and how the Olympics organizers worked to mitigate risks based on lessons from prior failed megaprojects like Terminal 5 airport. Project management requires predicting costs, timelines, and outcomes while achieving goals. Megaprojects involve large budgets and resources across many interconnected smaller projects.
The document provides guidance on key steps to effectively manage a project. It discusses defining the project scope and available resources, developing a timeline, assembling a project team, listing major and minor tasks, creating a baseline plan, requesting adjustments if needed, monitoring progress, and adapting the plan as required while maintaining scope and resources. The overall message is on the importance of planning while remaining flexible to change.
The candidate is seeking an engineering position with a small company where they can utilize over 30 years of experience in product development, process development, and engineering management. They have a BSME from the University of Illinois at Chicago and have managed multiple engineering teams. Their experience includes product design, manufacturing processes, CAD, and implementing process methodologies. They were most recently a winemaker but are interested in returning to engineering.
Microsoft Project is a project management software that helps plan, assign resources, track progress, manage budgets, and analyze workloads for projects. It was first released in 1984 and acquired by Microsoft in 1985. The latest version is Microsoft Project 2013. It allows creating project schedules and budgets, tracking resource allocation, and managing project progress through various phases from planning to closing. Enhancements have extended its capabilities with Project Server and Web Access.
Kathryn Emtman is the project manager for the $102 million 929 Office Tower project in Bellevue, Washington. The 20-story concrete office building is scheduled for completion in December 2015. Emtman oversees all aspects of planning, execution, cost management, and closeout for the project. She manages a team that includes over 35 subcontractors and project engineers. Emtman finds the most rewarding part of the project to be the collaborative team working to deliver a high-quality building ahead of schedule.
IRJET- Effect of Pre-Planning in High Rise Building for Time ManagementIRJET Journal
This document discusses the importance of pre-planning for high-rise building projects and time management. It analyzes two case studies of metro projects in Delhi and Mumbai to study their environmental management plans and mitigation methods. The study aims to understand whether the plans mentioned in literature are actually followed at construction sites. It identifies 20 causes of delays in construction projects in India, categorized into owner-contributed and contractor-contributed factors. Some major causes include delayed payments, design changes, and lack of experience. The effects of delays include time and cost overruns, disputes, and damage to reputation. The objective is to describe the importance of pre-planning and identify key parameters requiring focus to complete projects successfully and on time.
The memo discusses a rescue strategy for an over budget, delayed construction project in Shanghai between Chinese contractors and Leatty. [1] The strategy involves improving information exchange through face-to-face meetings, monthly teleconferences, and an online coordination application. [2] It also recommends boosting team morale by creating a weekly newsletter with goals and bonuses for completing goals early, as well as ensuring work quality. [3] Establishing social facilities, an employee forum, and a counselor will help create a safe work atmosphere.
IRJET- Review Paper on “Budget and Schedule Overrun in the Construction Phase...IRJET Journal
This document summarizes a research paper that reviewed factors leading to schedule and budget overruns in construction projects in India. The paper analyzed previous studies on this topic and identified common critical factors. For schedule overruns, the most influential factors were found to be lack of equipment maintenance and poor procurement planning. For budget overruns, the top factors were delays in handing over sites and low labor productivity. The study also noted that contractor delays in material/equipment delivery and price inflation contributed significantly to cost overruns. The objectives of this paper were to analyze causes of overruns and their impacts, and provide recommendations to minimize time and cost overruns in construction projects.
IRJET- To Study the Causes and Effects of Delays in Construction ProjectIRJET Journal
This document summarizes several research papers that studied the causes and effects of delays in construction projects. It discusses how delays can negatively impact projects by increasing costs and damaging relationships. The literature review identifies common causes of delays including poor planning, lack of coordination between project participants, miscommunication, weather issues, material shortages, and equipment problems. The document examines research from India and other countries that analyzed major factors contributing to delays through surveys and analysis of construction stakeholders. The conclusion categorizes types of delays and reiterates that scheduling and quality management techniques can help minimize delays in construction projects.
IRJET- Case Study on Budget and Schedule Overrun During the Construction Phas...IRJET Journal
This document discusses a case study on budget and schedule overruns during the construction phase of projects in India. It identifies several key factors that can lead to schedule and budget overruns based on a review of past studies. For schedule overruns, it finds that lack of equipment maintenance, poor procurement planning, and external factors like strikes are critical influencing factors. For budget overruns, it determines that delays in handing over sites, low labor productivity, and contractor delays in material/equipment delivery are important causes. Price inflation is also identified as a major contributor to cost overruns. The study aims to evaluate factors leading to time and cost overruns on construction projects in India in order to improve project success rates.
Project Management Leadership, And Skills : Planning And Control | Assignment...Emre Dirlik
This document discusses planning and control in project management, leadership, and skills. It covers three main parts: network diagrams and critical path analysis, risk analysis and opportunities, and motivation management. In part A, a network diagram of the house renovation project is presented showing the critical path. In part B, risks like cost increases, supply issues, and workforce shortages are analyzed. Risk scores are assigned based on probability and impact. Part C discusses motivation theories as they relate to an unmotivated team member, Kevin, and how removing him from the project could benefit the team and project goals.
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
This document provides an introduction to project management concepts. It begins with learning objectives around understanding the need for project management and key concepts. It then defines what a project is, distinguishing it from operations and programs. Examples of IT projects are provided. It discusses the triple constraints of scope, time and cost that projects face. The document then defines project management and outlines the typical framework, including stakeholders, knowledge areas, tools and techniques. It closes with discussing factors for project success.
A Study of Factors Caused for Time & Cost Overruns in Construction Project & ...IJERA Editor
The Construction industry is one of the key economic industry in India and is the main motivating force in Indian national economy. But, it suffers from a number of problems that affect time, cost and quality performances. Successful management of construction projects is based on three major factors i.e. time, cost and quality. The successful completion of construction projects within the specified time has become the most valuable and challenging task for the Managers, Architects, Engineers and Contractors. How to achieve this task is a problem, which should be solved. The overall objective of this study is to identify the factors resposinle for overruns in time and cost of the construction project and suggest the suitable remedial solutions. Poor planning, implementation and management are the main reasons for time and cost overruns in construction projects in India. Since most of the reasons are well known and can be controlled if a proper arrangement is made
The document discusses reasons for cost and time overruns in Indian infrastructure projects. It identifies external factors like delays in regulatory approvals and land acquisition, and internal factors like ineffective project planning and monitoring as causes for schedule overruns. For cost overruns, it points to scope changes, inadequate project reports, and price escalations beyond projections as key reasons. It recommends establishing project management offices for monitoring, adopting risk management techniques, and implementing strategies like periodic reviews and cost escalation clauses to control schedule and cost overruns.
The document provides a post-project evaluation of the Channel Tunnel project close out phase. It summarizes key aspects of project management including scope, time, cost, quality, human resources, communication, risk, procurement, and integration management. Several areas were rated including scope management (2), time management (3), cost management (1), quality management (4), human resources management (3), communication management (2), risk management (3), procurement management (2), and integration management (2). Weaknesses identified included ever-changing scope, lack of clarity in scope, and slow approvals leading to repetitive work and delays.
The document discusses project planning and scope management. It describes the importance of planning to guide project execution. Several planning processes and outputs are listed, including developing a project management plan and scope management plan. It also explains collecting requirements, defining scope through a scope statement and work breakdown structure (WBS), and the purpose and contents of key planning documents like the project management plan, scope management plan, and requirements management plan.
Efficient Planning Scheduling and Delay Analysis of Residential ProjectIJERA Editor
Planning and scheduling have become an essential part of any project for the timely and economical completion of the project. A proper construction schedule can be used for different purposes. By using construction schedule to predict project completion, contractors can adjust crew size, shifts or equipment to speed or slow the progress. All the construction projects will vary from each other in size. All the projects have time constraint. Delay in completion of project will increase the overall cost of the project. Small projects can be managed efficiently manually; whereas large projects are not so large projects can be better handled by the use of computers. Many types of software are available with the help of which project management can be done easily. Large quantities of different kinds of resources are also required for execution and the risk is more in the case of projects. So planning and scheduling of activities for construction of big projects is essential. In this study, an effort is made in planning, scheduling and delay analysis updating of various activities, which is done by using MS Project and MS Excel software, manpower of each activity is determined and allocation is done using the software. Labor requirement for each activity is calculated from standards obtained from site. An updated schedule, which helps to finish the project well in time with optimum resources and update helps in delay analysis, is under the scope of this study.
IRJET- Schedule Delay Analysis in Construction Management using Primavera P6IRJET Journal
This document discusses schedule delay analysis in construction projects using Primavera P6 software. It begins with an introduction to the importance of planning, scheduling, and managing delays in construction management. It then reviews common causes of construction delays and different methods for analyzing schedule delays, including as-planned vs. as-built analysis and time impact analysis. The document focuses on using Primavera P6 software to compare planned and actual project schedules to identify delays and their impacts on time and cost. It argues this approach can help construction managers effectively monitor progress and address delays.
This document provides an overview of project management and megaprojects, using the London Olympics as a case study. It discusses the skills needed for effective project management, challenges that can arise in megaprojects, and how the Olympics organizers worked to mitigate risks based on lessons from prior failed megaprojects like Terminal 5 airport. Project management requires predicting costs, timelines, and outcomes while achieving goals. Megaprojects involve large budgets and resources across many interconnected smaller projects.
This document discusses delay analysis in construction projects. It defines delay as exceeding the planned completion date of a project. Delay can increase costs and negatively impact other tasks. Project management software like Microsoft Project can help track task start and end dates to analyze causes of delay. The document outlines objectives of project management, including completing projects on time and on budget. It also discusses using tools like time sheets for time management and tracking costs. Quality management and risk management are also important aspects of ensuring project success. Overall, the key is properly planning, scheduling, and monitoring tasks to minimize delays.
This document discusses innovations in civil design and construction in China. It faces challenges from increasing infrastructure projects, changing from a planned to market economy, and difficulties coordinating design, construction, and modifications. Adopting Building Information Modeling (BIM) can help address issues like waste, scheduling delays, and information sharing between teams. BIM allows for 3D collaborative design and standardized data sharing, but challenges include resistance to change and new project costs and variables in the market economy. The document outlines strategies for phased cost control when using BIM to improve efficiency.
Assignment 1 ITECH 2250 IT Project Management Techniques.docxsherni1
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 1 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Due Date: Week 5 – Monday 5:00 pm
Weight: 10%
This is an individual assignment. There is an expectation that no two submissions will be the same.
Objectives
This assessment task relates to the following course objectives:
Observe real world information technology problems and apply project management
principles and techniques to solve these problems;
Employ a systems thinking approach to identify critical roles and stakeholders in
information technology projects;
Demonstrate decision-making processes to solve a range of information technology
project issues;
Utilise a range of organisational and self-management skills, emulating real world
practice of information technology project managers.
value the importance of effective communication to solve problems on information
technology projects
Task
During the Project Initiation phase, an important artefact is the Project Charter. This artefact clearly indicates
for the project team and all stakeholders the project objectives, scope and vision. In this assignment, you are
provided with a case study project description below. You will create a Project Charter for this project that
will be managed following the adaptive methodology of Agile Scrum. In a project managed using
traditional project management methodologies, the Charter would be a document of just a few pages (around
4) formally outlining the key objectives, schedule and stakeholders. In an Agile project, this artefact would
be displayed in the project team room.
Background
After top management determines which projects to pursue, then it becomes important to notify the organisation
about the projects. The Project Charter is used to authorise the project and nominate the project manager. The
Project Charter formally recognises the project and provides a summary of the details of the project.
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 2 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Requirements
For this assessment task, students are required to create a Project Charter for the case study provided:
Green Computing Research Project. The Project will be managed using the Agile SCRUM PM
methodology. You (project manager – PM) has made a presentation about your proposed approach for
developing the research report to the senior leadership committee meeting in order to get approval for the
project. You presented a Business Case to the committee to secure their approval for this project. The
Business Case includes many of the details that will form the Project Charter.
At the conclusion of the presentation, the committee authorised you to implement the project. To get the project
started, you need to draw up a Project Ch ...
Analysis of Cost Over Run in Construction ProjectsIRJET Journal
This document analyzes the causes and effects of cost overruns in construction projects in India. It identifies major reasons for cost overruns such as inaccurate planning, delays in land acquisition, weather issues, shortage of skilled labor, and contractor inefficiencies. The author conducted a case study of a hospital construction project in Pune to identify specific overrun factors like delayed payments, poor scheduling, and ineffective management. The conclusion is that the most significant overrun causes are delayed payments, inaccurate planning, weather, lack of experienced staff, excessive contractor workloads, and poor liquidity/management. Recommendations to avoid overruns include proper planning, accounting for cost variations, clear project scoping, efficient resource use, and strong communication.
Analysis of Cost Over Run in Construction Projects
Leatty Shanghai
1. Leatty Shanghai – An example of poor project management in construction
Page 2
MINISTRY OF EDUCATION AND TRAINING
UNIVERSITY OF PEDAGOGY OF HO CHI MINH CITY
DEPARTMENT OF ENGLISH
SUBJECT OF READING BE6
LEATTY SHANGHAI
AN EXAMPLE OF POOR PROJECT MANAGEMENT
IN CONSTRUCTION
SUPERVISOR: Mr. Vu Quoc Anh Truong Son
CLASS : 3TMA
MEMBERS : Dang Phi Hai
Le Vuong Nhat Nghi
Nguyen Chau Phu
Nguyen Thi Hong Tham
Nguyen Minh Thu
Dao Anh Tuan
Nguyen Do Hoang Tu
Nguyen Huynh Tuong Vi
HCMUP May, 2014
2. Leatty Shanghai – An example of poor project management in construction
ADVISOR’S COMMENTS
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
3. Leatty Shanghai – An example of poor project management in construction
Page 1
LEATTY SHANGHAI
An example of poor project management in construction
While a business is a continuous and long-term operation, a project, on the
other hand, is a temporary and short-term venture aiming at a specific product or
service. In order to make a project successful, a complete process consisting of
planning, executing, monitoring, and evaluating is needed. We call it “the project
management” – the driving force behind any venture to keep everything under
control. Effective project management can push a project forward to reach its
objectives. On the contrary, poor project management will slow down productivity,
hold back creativity, or even kill a project entirely. Let’s take Leatty’s construction
project in Shanghai as an example.
Leatty, who is a major property developer involved in several projects in
China, has embraced its latest project in terms of the construction of new generation
buildings in Shanghai. This project is designed to include a three-phase housing
development, as well as a shopping and
leisure center. The team is multinational, with
the developer coming from Canada, the
architects from Germany and the
multinational team of structural engineers and
contractors from Shanghai. The completion of
the first phase was due 12 months after the
start date. Although this project is claimed to
be using the most cutting-edge technologies in the world, it has been facing a lot of
delays in its construction site owing to many factors. The squad is now nine months
into the work and conservative estimates suggest that the project is already 16
percent over budget and two months behind schedule. A new project manager has
been called to rescue the troubled project to come up with some effective solutions
to put it back on track.
The construction site using the latest
technologies in the world
4. Leatty Shanghai – An example of poor project management in construction
Page 2
First of all, the factors causing postponements are derived from the inside of
the project. In the formative stage of development, the architects decided to
redesign the plan and changed the project schedule. It took over three weeks for the
architects’ revised plan to reach the contractor. These design changes also delayed
the delivery of structural steel because the foundations could not be ready on time.
Furthermore, the price of steel has increased because “demand exceeds supply” in
the steel market. Along with storage issue, this resulted in suspense in steel delivery
and cost exceeding. This is not the way that matches the planning process with the
executing stage effectively. Moreover, government road building work caused many
difficulties for the large construction
materials to enter the building place. This
held up the start of the excavation since
larger equipment could not reach the site
until late December while the start date
was November 1st in the schedule.
Another delay was caused by the building
contractor who was responsible for the
foundation work, but it turned out that he was unable to comply with the new start
date. In the economic crisis, the contractors fared ill with financial issues. In
addition, they had to execute the unfinished projects, so the shortage of manpower
and equipment was another reason for delays. Last but not least, the weather
conditions were harsh and it was a huge obstacle to work around the clock under the
heat wave of summer months in China which could be up to 35oC. These serious
matters have fetched out that the old project manager was not such a good visionary
leader that can put everything under control.
Besides, there were problems with relationships between the client and the
various contractors and consultants. In specific, Germany and Chinese people, who
always focused on preserving a very high quality, preferred to work with paper-
Leatty Shanghai project in China
5. Leatty Shanghai – An example of poor project management in construction
Page 3
based system rather than Internet-based one. In fact, the telecommunication system
was not helping but causing duplicating and missing work. No face-to-face
information exchange and different time zones also made it more difficult to
exchange information and solve matters. Not to mention that there is no common
goal among the team members, together with the unrealistic and aggressive
schedules which took part in creating misunderstanding and friction. There is no
denying that poor communication among the multinational crew has led to the
postponement of this project.
To tackle this critical problem, some realistic solutions have been drawn out.
It is suggested that the project manager should initiate a training course to help the
team be more familiar with the internet-
based application in order to improve the
information exchange among the
workforce; hence, the project is likely to
be smoother and more productive. In
addition, the meeting time is a matter of
concern to the multinational team, so
teleconferences will be held at 8:00 in
Toronto, 14:00 in Berlin and 20:00 in Shanghai. There should also be a quarterly
face-to-face meeting with a few representatives of each party. They should
encourage the engineers with their recent achievement and create a team-building
program to let everyone get to know each other, which will be good for the squad’s
morale. Moreover, the information exchange with the government has to be
enhanced to decrease risks of suspense at the point of road works.
Obviously, there is a tight link between project management and budget.
Instead of relying on a single supplier, it is advisable that the project manager
should consult more subcontractors or suppliers to increase competition and keep
costs as low as possible, and renegotiate contracts with the main suppliers for Leatty
which may include fees for delays as well. Besides, it is suggested that
The differences in time zones make it hard
to conduct teleconferences.
6. Leatty Shanghai – An example of poor project management in construction
Page 4
the project crew should be established to give regular updates about Leatty and
provide a forecast for some risks of postponements to avoid costs. Dividing the
working hours into smaller shifts or building a climate dome to avoid heat is not a
bad idea to keep the work on track within the budget.
On the whole, Leatty’s construction project in Shanghai is a typical example
of a poor project management. The project was delayed due to a lot of factors,
especially the poor communication among the multinational team. Correspondingly,
some internet training courses need setting up and the meeting time has to be
changed in order to exchange information much more easily among the crew. In
terms of the second and the third phase of the construction project, the new project
squad will place great emphasis on the matters that caused delays to the
construction of the building. This seems to become an essential element
contributing to the success of Leatty Shanghai. In addition, the manager should find
some standby suppliers in case of the rapid rise in material costs. It can be clearly
seen that these changes may occur quickly, and are likely to take unpredictable
forms and appear in unforeseen ways. This is an important issue which needs to be
taken into careful consideration in managing projects. Otherwise, the company will
take the bull by the horns and struggle in finding the path to success.