Project Management Plan For Omagh Enhanced Local Hospital Construction

Understanding the concepts of project management

The project plan is base on construction work of Omagh Enhanced Local Hospital. The project is based on building of the hospital building so that it can provide effective healthcare services to the patients. It is considered as a time management tool which helps the project manager analyze the critical path of the project activities (Turner 2014). It is a diagram where the project activities are involved in project to arrange as well as sequence the project activities according to how the project work is carried out by group of project resources. The diagram is a way to manage the construction projects. The benefits of network diagram are as follows:

• To justify the time estimate for the project work
• To plan, organize and control entire project plan based on project activities and goals (Heagney 2016).
• To show interdependencies of the project activities
• To show the workflow so that the project team will determine the sequence of the project activities (Meredithet al. 2016)
• To identify the project opportunities for compress the project schedule
• To show the progress rate of the project plan

Critical path method is a step and technique for planning and organizing the project with various construction activities. CPM is such a tool for the project management as it recognizes the critical as well as non-critical tasks to overcome with the project conflicts (Larsonet al. 2014). This method is applied for the project network diagram to make maximum efficiency of the project work. One of the objectives of CPM is to complete the plan in shortest time as possible (Turner 2016). Following are list of activities which are selected for construction plan of the hospital such as:

List of  project activities	Name of the activities
A Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Initiation phase
B	Building phase of the hospital
C	Planning phase
D	Balance the project cost
E	Initiate site purchase
F	Design phase
G	Execution phase
H	Monitoring and controlling phase
I	Complete the building application and bidding
J	Closure phase

The critical path method helps to keep the project on track and identify the project activities that should be completed on time for completion of project on time. It shows how each of the project tasks can delayed and how long it would provide an impact on the entire project schedule. The critical path method calculates minimum amount of time it takes to finish entire project work (Meredithet al. 2016). Critical path analysis is sequence of the project activities with longer durations. It is a delay of the project activities which will cause delay in entire project work. In the critical path two of the terms are used such as forward and backward pass. These two terms are used to determine early or late start or early or late finish of the project activities. Forward pass is such a technique which moves forward throughout diagram for calculation of the activity durations (Lock 2017).  In order to determine the early start of the project activity, the dependencies are done by earliest start date. Backward pass is represented moving backward to end result for calculating late start or find if there is any slack within the project activity.  

Forward pass calculation

Activity	Description	Time	EST	EFT
A	Initiation phase	34	0	34
B	Building phase of the hospital	25	34	59
C	Planning phase	159	34	193
D	Balance the project cost	176	34	210
E	Initiate site purchase	216	34	250
F	Design phase	232	59	291
G	Execution phase	195	193	388
H	Monitoring and controlling phase	36	291	327
I	Complete the building application and bidding	82	388	470
J	Closure phase	107	470	577

Backward pass calculation

Activity	Description	Time	EST	EFT	LST	LFT
		(days)
A	Initiation phase	34	0	34	0	34
B	Building phase of the hospital	25	34	59	177	202
C	Planning phase	159	34	193	34	193
D	Balance the project cost	176	34	210	258	434
E	Initiate site purchase	216	34	250	172	388
F	Design phase	232	59	291	202	434
G	Execution phase	195	193	388	193	388
H	Monitoring and controlling phase	36	291	327	434	470
I	Complete the building application and bidding	82	388	470	388	470
J	Closure phase	107	470	577	470	577

In the project management, slack is amount of time that the project task in the network diagram can be delayed without causing any delay of project. The critical path is path through which the project network in which none of the project activities have slack, that is the path through which the early start, early finish, latest start, latest finish for the activities in the path are determined (Leach 2014). Any delay in the project activities can cause delay in completion date of the project work. Slack will help the project manager to run the project work properly without compromising the quality of the project plan.

Activity	Description	Time	EST	EFT	LST	LFT	Slack	Criticality
		(days)
A	Initiation phase	34	0	34	0	34	0	**
B	Pre-construction phase	25	34	59	177	202	143
C	Project procurement phase	159	34	193	34	193	0	**
D	Planning phase	176	34	210	258	434	224
E	Execution phase	216	34	250	172	388	138
F	Design phase	232	59	291	202	434	143
G	Site work phase	195	193	388	193	388	0	**
H	Construction phase	36	291	327	434	470	143
I	Monitoring and controlling phase	82	388	470	388	470	0	**
J	Closing phase	107	470	577	470	577	0	**

Devising and implementing a project management plan

From the above table, it is analyzed that the critical path are A-C-G-I-J which have a slack of zero. Therefore, the total critical paths are (34+159+195+82+107) days = 577 days. It is the delay in the project activities which can cause delay in completion date of the project work so that it impacts on the business reputation.  

Project Name:	Omagh Enhanced Local Hospital Construction Plan
Date:	18/03/2019	Release:	Final
Author:
Owner:	Project Manager
Client:	Please fill
Document Number:	DN245

Revision History

Date of next revision:

Revision Date	Previous Revision Date	Summary of Changes	Changes Marked
16/02/2019	22/12/2018	Communication plan
28/03/2019	21/02/2019	Quality plan

Approvals

Name	Signature	Title	Date of Issue	Version
Please fill	Please fill	Project Manager	19/12/2018	V1.1.1

Distribution

Name	Title	Date of Issue	Version
Please fill	Please fill	19/12/2018	V1.4.5
Please fill	Please fill	03/02/2019	V1.4.7

Communication management is a knowledge area to manage and deliver the projects. The purpose of effective communication for the managers in business organization is to perform the management functions such as planning, leading as well as controlling the project work. The objectives of communication management strategy are to help the managers to carry outworkswith responsibilities (Mir and Pinnington 2014).The scope is that in order to complete the job task, the organization is required for effective communication.The project manager is responsible for the communication management strategy.

One of the most key significant communication methods among all the methods is face-to-face communication. This method helps to expand the network and enhance the future communication (Binder 2016). This method boosts success of relationships.It is better for persuasion, engaged the stakeholders along with leadership.

The set of communication tools and techniques used for the communication in the project is status and progress reports, daily meetings and communication management plan. Communication management plan is preferred for the project as it anticipates what information is required to communicate to audience segments (Turner 2016).

Communication records are required which support documentation as well as provided evidence of the work activities and made them accessible in the public. It will record all the communication information in electronic form.

A performance indicator is used as reporting in the communication process as measurable value demonstrates how the company is achieving the business objectives. It is used to evaluate the project success at achieving the targets (Turner 2017).

At the end of the planning stage, the formal communication activities are undertaken. The stakeholders are identified and communication methods are selected to discuss the problems.

People those are involved in the communication are:

Role	Aspect of communication process
Project Manager	Initiate of ideas to promote the objectives of company
Project Sponsor	Communicate the project fund related details
Project leader	Counsel and organize staffs from the departments
Civil Engineer	Draw the promotional plan with communications

 Stakeholder Analysis

Interested Party	Current Relationship	Desired Relationship	Interfaces	Key Messages
Project leader	Delivery of project on time	Maintenance of positive image in the organization	Only physical connection	Project status review
Project manager	Commitment to implement project changes	Involve in business meetings	Only physical connection	Review the project progress updates
Civil Engineer	Contribute to construction work and process design	Review the construction materials	Only physical connection	Report on the construction plan
Quality Manager	Check for the quality of raw materials	Involve in user groups	Only physical connection	Quality management is reviewed
Structural Engineer	View the technical and structural work	Meet with the structural requirements of the project	Only physical connection	Prepare a structural plan for the construction work of the hospital

Information Needs

Interested Party	Information for Distribution	Information for Collection	Information Provider and Recipient	Frequency of Communication	Means of Communication	Format of Communication
Project leader	The project status update is distributed among the project team members.	Review the project status and discuss about the project delays	Project Manager	Weekly	Project status	Presentation and Email
Project manager	Update the project schedule based on project requirements	Share the daily progress made on the project activities	Project Team Member	Weekly	Progress updates of project task	Presentation
Civil Engineer	Distribute the construction details among the workers	Gather the feedback	Project Manager	Daily basis	Present the project deliverables	Presentation, Email
Quality Manager	Check for the quality of the construction materials and work	Audit the quality of the raw materials delivered	Project Manager	At end of the project planning phase	Share the daily progress created on the project activities and tasks	Email and face-to-face communication
Structural Engineer	Distribute the project deliverables	Analyze the construction requirements	Project Manager	Monthly	Structural plan	Email and presentation

Cost estimation is considered as important activity in the project management. There are various methods of estimation such as:

Analogous estimation:It is a top down estimation which consists of the historical data to develop for estimation of project cost.

Bottom up estimation:This estimation method divides the project deliverables in work packages that are made of set of project tasks (Leach 2014). This technique is used to estimate the total cost for each of the project tasks and add them to calculate the total cost.

Parametric estimation: It entails an analysis of the project cost and technical data for identifying the cost drivers as well as developingthe cost models. The project team divides the project in units of work and then determines the cost for each unit (Schwalbe 2015). By multiplying the number of units by the cost per unit, there is total estimation of the project cost. This cost estimation method is successful.

Among the three cost estimation method, bottom-up estimation is used in this particular project plan. It is a method in which people are going to perform work in estimating process. All the project activities are identified and total cost is estimated based on each individual project activities. In order to do the construction work of Omagh Enhanced Local Hospital, the total cost estimated is £1,183,800.00.

WBS	Task Name	Duration	Resource Names	Cost
0	Omagh Enhanced Local Hospital Construction Plan	350 days		£1,183,800.00
1	Initiation phase	34 days		£89,600.00
1.1	Assemble the design team	5 days	Project Manager	£8,000.00
1.2	Investigate the development options	29 days		£81,600.00
1.2.1	Compare and contrast the building new	19 days	Project Manager,Structural Engineer	£53,200.00
1.2.2	Renovating the current space	10 days	Civil Engineer,Project Manager	£28,400.00
2	Building the hospital	25 days		£58,960.00
2.1	Identification of desired location based on market analysis	25 days		£58,960.00
2.1.1	Identification of specific site	12 days	Civil Engineer,Architect	£28,800.00
2.1.2	Identification of project constraints	13 days	Quality Manager,Structural Engineer	£30,160.00
3	Planning phase for expansion of hospital	159 days		£369,760.00
3.1	Determine the existing facility based on market growth	9 days	Project Manager	£14,400.00
3.2	Investigate the existing site	25 days	Project Manager	£40,000.00
3.3	Investigate the existing structure	30 days	Project Manager,Quality Manager	£81,600.00
3.4	Identification of desired locations based on market	15 days	Architect,Quality Manager	£34,200.00
3.5	Investigate the project feasibility	104 days		£199,560.00
3.5.1	Identify the project size and scope	27 days	Architect,Quality Manager	£61,560.00
3.5.2	Meet with architect	15 days	Project Manager,Structural Engineer	£42,000.00
3.5.3	Identify the construction cost	43 days	Civil Engineer,Architect,Project Manager	£96,000.00
4	Balance the project cost	176 days		£99,080.00
4.1	Identify the project cost	87 days		£64,640.00
4.1.1	Evaluate the site acquisition	22 days	Project Manager,Quality Manager	£32,640.00
4.1.2	Compare of cost with funds	20 days	Project Manager	£32,000.00
4.2	Secure the preliminary commitment	18 days	Architect,Project Manager	£24,840.00
4.3	Review the project timeline	6 days	Project Manager	£9,600.00
5	Initiate site purchase	216 days		£106,880.00
5.1	Communication plan	216 days		£60,640.00
5.1.1	Holding preliminary meeting	20 days	Project Manager,Quality Manager	£32,640.00
5.1.2	Meeting with architect	20 days	Project Manager,Structural Engineer	£28,000.00
5.2	Assist the application process	30 days	Project Manager,Quality Manager	£46,240.00
6	Design phase	232 days		£163,680.00
6.1	Initial facility design	214 days		£132,000.00
6.1.1	Schematic floor plan	12 days	Civil Engineer,Structural Engineer	£29,280.00
6.1.2	Exterior appearance	32 days	Project Manager,Quality Manager,Structural Engineer	£58,800.00
6.1.3	Site layout	18 days	Civil Engineer,Structural Engineer	£43,920.00
6.2	Development of information on existing buildings	12 days	Civil Engineer	£14,880.00
6.3	Development of structural plan	14 days	Structural Engineer	£16,800.00
7	Execution phase	195 days		£114,400.00
7.1	Development of productive team	190 days		£81,600.00
7.1.1	Project is kept on track	9 days	Project Manager	£14,400.00
7.1.2	Procurement of resources	18 days	Project Manager,Structural Engineer	£44,800.00
7.1.3	Direct and manage project work	16 days	Project Manager,Structural Engineer	£22,400.00
7.2	Manage the project risks	5 days	Project Manager,Quality Manager	£13,600.00
7.3	Manage stakeholder engagement	12 days	Project Manager	£19,200.00
8	Monitoring and controlling phase	36 days		£48,760.00
8.1	Control changes to project work and plan	36 days		£48,760.00
8.1.1	Investigate the mechanical and electrical work	11 days	Architect,Project Manager,Quality Manager	£27,160.00
8.1.2	Review the drawings for compliance	9 days	Architect,Civil Engineer	£21,600.00
9	Complete the building application and bidding	82 days		£103,880.00
9.1	Submit the final drawings	10 days	Civil Engineer,Project Manager	£28,400.00
9.2	Finalize financial requirements	72 days		£75,480.00
9.2.1	Final bid from contractor	21 days	Civil Engineer,Project Manager	£34,080.00
9.2.2	Finalize the construction contract	29 days	Architect,Project Manager	£41,400.00
10	Closure phase	107 days		£28,800.00
10.1	Deliver the project scope	107 days		£28,800.00
10.1.1	Lessons learned from project	10 days	Project Manager	£16,000.00
10.1.2	Final project delivery	8 days	Project Manager	£12,800.00

Therefore, the project manager is responsible to meet with the project timeline and budget for better completion of the project work. 

References

Binder, J., 2016. Global project management: communication, collaboration and management across borders. Routledge.

Heagney, J., 2016. Fundamentals of project management. Amacom.

Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management: The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.

Leach, L.P., 2014. Critical chain project management. Artech House.

Lock, D., 2017. The essentials of project management. Routledge.

Meredith, J.R., Shafer, S.M., Mantel Jr, S.J. and Sutton, M.M., 2016. Project management in practice. Wiley Global Education.

Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.

Schwalbe, K., 2015. Information technology project management. Cengage Learning.

Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.

Turner, R., 2016. Gower handbook of project management. Routledge.