Advanced Project Management For Education And Environment Teaching

Challenges of LT13 Project

Discuss about the Advanced Project Management for Education and Environment Teaching.

The aims of the project are to promote the institution of education, reduction of consumption of energy and also to modify the quality of education and environment teaching. The project task is to renew the building of educational institute and also to reduce energy consumption. The project has also done to safeguard the health condition, education and learning, provide vocational and general educational school in which the teaching is upgraded. The projects have also provided work for many unemployment public and by upgrading the technical project of the buildings. The substantiating action of energy saving process has been taken by replacement of exterior door and windows, renovation of boiler-house and heating units, the method of upgrading of supply of hot water and heating systems, providing thermal insulation of walls and buildings roofs and the security system of the projects. This is all the parts of the project for development of building in Burwood.

https://www.measures-odyssee-mure.eu/public/mure_pdf/tertiary/LT13.PDF

The first part of the management LT13 project has a problem with the quality of the area. Through the point of study the project owner the challenge of the area quality, the project manager representatives tend to expand the substance of their period on stewarding to the supervisors. This states that the councils are not focusing on the nearly quality that they must give the focus of it (Programme for the upgrading of educational institutions,2016). By learning the Burwood project of construction of LT13 it was identified that the assurance quality and control quality must operate or manage not by the contractor or any other third party it should be managed by the particular company project manager. It needs to be strong-minded that the particular company must analysis and support job detailed construction to the supplier inferiority plans which the work has been started earlier. If the engineer does not complete the previous work of the construction it needs to be the rework of any other such issue which has been strongly recommended. , once creation has underway, contractors must be run by again that any ground engineers that they use need communicate with the development engineers past to any engineering alterations will be made. It develops what has actually taken place or what the management of the construction has planned (Joseph et al. 2007). It is vital to take down when the project is ongoing. All field engineers and project engineers should be well qualified by professionally and aware with confined codes and standards. Some of the time due to nation change province change to others and other change of standard depends on county or municipality. To start the project the engineer should be correct at the starting. The local codes of familiarity and professional qualification and standard should need to be essential. If the LT13 project company expects the outsource engineer of different project location small education sessions or formal training is necessary to confirm that the codes, project procedure, and standards are familiar to the contractor. The second part that most of the project manager are tested in his lifecycle by all the way to have a plan of cost. In some circumstances the project is on the way with misinformation as the project of LT13 is appraisal is complete to be seen poorer that it would be seen it, in reality, to get project approval in final. To maintain the cost of the LT13 project the accounting of the project must need to start from the beginning. There also have a requirement to the project process in tracking in place of any scope of changing and projecting any further cost that may get up due to changing of scope. So, these are all the business challenges that have been managed in constructing the LT13 project.

Organizational Structure of Managing

In this construction, the project manager has high-level permission to control or to manage the project resources. The project manager has full permission on this project structure that can obtain the needed resources to accomplish the objectives of the project through outside or inside of the organization that has the only the subject of quality and constraints budget that can identify the project. Project manager assigned the report and project directly of the project structure (Rangelova 2015). The manager of the project is liable for the appraisal performance and progression career of all team member LT13 project which leads to increase the loyalty in the work. Comprehensive expert of a line over the LT13 project the labors gives the project manager centralized lines and tough project control which makes rapid improved response and time of reaction. Moreover, project workers are engaged on a select rather than part-time or common basis. The strong identification project sense and ownership are developed by the teams of the project in efforts of deep loyalty to the LT13 project and better understand the activities nature of project, goals or mission. In the project of LT13 limited exist opportunities and sharing of knowledge about the project which is a common grievance between team participants concerning the deficiency of occupation continuity and chances for specialized development. A variation of this wholesome project method is provisionally project-based administrations. This LT13 project organization contains a planning team that dragged together provisionally from their database component and controlled by a manager of a project which is not reported to a unit of the program. The project manager has the full authority and supervision of the project team to make the big project of LT13 (Rangelova 2015).

The Executive officer of LT13 project Burwood has undertaken the construction method to proceed the project for that approval modification post can occur. To ensure the construction method the key principle of incorporates adequately process is required to study the method of construction. The method of construction is used in the project of LT13 which are (1) be dependable with the principle criteria of design that has been described in the project. (2) Consider chances for modification of the scheme footmark within the safety corridor of the road in functional and engineering cause (Detailed design and construction of the proposed upgrade 2017). (3) Report any uncertain matters connected with the improvement of the conception design as labeled in this ecological assessment and any following proposals report. (4) meet any circumstances of support rising from the ecological calculation endorsement process unless variations to the situations of support are approved subsequently. (5) The innovation of incorporate opportunities. (6) Escape from sensitive identical environment areas and species which is significant. (7) Impact measure of management has the need to be refined and developed. (8) Properly mature and integrate the design of urban strategy and land has perception development in the ecological valuation. (9) Be steady with ecological principle and sustainable development. These all the types of construction method that are used by the LT13 project to make a sustainable complex which is environment-friendly.

Construction Method

Through the results of analyses done the decision has become recommended or apparent subject of the action which can be supported by analyzing completely. SFP will become the essence of this recommendations. By the process to authorize organizationally most managers of the faculty will give the senior management about the recommendations that have few adjustment and negotiation plan and to get funding and final approval plan for which the plan has been proposed. In the organization objectives, the integrating planning to balanced methodology scoreboard is recommended by IFMA. The IFMA recognizes that there are many selected methods by the organization for facility management and business process that conforms to bring up with the line of the methodologies of the organization. There are some of the planning that is in the construction of LT13 in Burwood which are (1) addressed of the primary objective should be documented in SFP, (2) Evaluate costs, sites, zoning, competition, labor and all other critical factors that lead to success. (3) Conduct risk and economic analysis to look for getting the high value. (4) Alternatives develop with priorities and recommendations. (5) Develop of marketing recommended process to gain approval of the management. (6) To launch the phase of action other approvals is needed to obtain financial benefits (Roper 2009). It is also essential to note down that if once it is approved it will evolve to continue by SFP and to get a condition of changing inside and outside of the organization. It will give a minor adjustment if the SFP have good flexibility to accommodate. 

Job name:      2275-DDR0                                                                   Job Description Client Name: Deakin University                                     Building HC Lecture Theatre LT13                                                                                            Stage 1 Maintenance Upgrade Works                                                                                            Design Development Cost Plan Rev.0

Trade No	Trade description	Trade %	Cost/m2	Sub Total	Mark Up %	Trade Total
1	Area
2	Demolition & Alterations	3.26	16.30	15000		15000
3	Floor Preparation	2.17	10.87	10000		10000
4	Metal Work	2.39	11.96	11000		11000
5	Carpentry	0.87	4.35	4000		4000
6	Doors, Frames & hardware	1.96	9.78	9000		9000
7	Aluminum Screens and Hardware	0.22	1.09	1000		1000
8	Floor Finishing	10.87	54.35	50000		50000
9	Plasterboard	2.61	13.04	12000		12000
10	ceiling	1.30	6.52	6000		6000
11	Acoustic Treatment	2.17	10.87	10000		10000
12	Painting	5.65	28.26	26000		26000
13	Build in fitness
14	Blind & graphics	0.27	1.36	1250		1250
15	Electrical servics	8.70	43.48	40000		40000
16	Mechanical services
17	seating	24.14	120.68	11125		11125
18	Scaffold	3.26	16.30	15000		15000
19	Pc sums	0.54	2.72	2500		2500
20	Preliminaries and margin	11.14	55.68	51225		51225
21	Design contingency sum	2.17	10.87	10000		10000
22	Total tender sum					385000
23	Construction contingency sum 5.0%	4.35	21.74	20000		20000
24	Total anticipated construction cost					405000
25	Consultant fees	7.16	38.04	35000		35000
26	Deakin: – minor builder works	1.09	5.43	5000		5000
27	Deakin: – infrastructure ITS
28	Deakin: – security	0.54	2.72	2500		2500
29	other	0.54	2.72	2500		2500
30	Project contingency sum	2.17	10.87	10000		10000
31	Total project sum					460000
32	exclusion

GFA:920m2                                                              100.00  500.00     460000                460000

Conclusion

Through this study, it has been briefly understood that the construction project of LT13 in Burwood had helped the locality people in their livelihood. The main theme of the project is to make a better welfare for the people of Burwood. The project includes the educational facility, new method of study, a safeguard of health and household activities using benefits. The operational manager of LT13 project and its team had done a great job through the safe authority of the government that the people of Burwood are living a comfortable life. Through the constructing method planning and after the construction it has clear that the project like LT13 had given a good and better opportunities life to the Burwood people and to their future.

References

Amalraj, J., Hernani, C., Ladouceur, K., & Verma, A. (2007). Challenges & Lessons Learned. Project Management:. n.d.Retrieved from https://www.beg.utexas.edu/energyecon/ua_2007/AB_Project_Mgt_challenges.pdf

(2017). Detailed design and construction of the proposed upgrade. Tintenbar to Ewingsdale Upgrade. n.d.Retrieved from https://www.rms.nsw.gov.au/documents/projects/northern-nsw/tintenbar-to-ewingsdale/tintenbar-6-detailed-design-and-construction.pdf

(2016). Programme for the upgrading of educational institutions. Measures-odyssee-mure. Retrieved from https://www.measures-odyssee-mure.eu/public/mure_pdf/tertiary/LT13.PDF

Rangelova, F. (2015). BASIC ASPECTS OF ADVANCED CONSTRUCTION PROJECT’S ORGANIZATION AND MANAGEMENT. BULTEST STANDARD LTD. n.d.Retrieved from https://uacg.bg/filebank/att_8857.pdf

Rangelova, F. (2015). BASIC ASPECTS OF ADVANCED CONSTRUCTION PROJECT’S ORGANIZATION AND MANAGEMENT. BULTEST STANDARD LTD. n.d.Retrieved from https://uacg.bg/filebank/att_8857.pdf

Roper, K. (2009). Strategic Facility Planning. International Facility Management Association. n.d.Retrieved from https://www.ifma.org/docs/default-source/knowledge-base/sfp_whitepaper.pdf