Project Management Scenario: Investigating Status And Corrective Actions

Project Overview

The project was designed to construct the building for the Vella IT Office Fitouts. During the construction program the variation in the cost and schedule occurs which intimates the flaws and gaps in the leadership style of the project manager used for handling the project activities (Imna, and Hassan, Z, 2015). The purpose of this paper is to analyse the variation in the cost and schedule occurs during the construction of the building program.

The project schedule was developed for the Vella IT office fitouts expansion. The project was scheduled to be started on 1 March, 2018 and completed on 30 June, 2018 within the approved budget of $ 1.2 Million but due to the incompetency of the project manager leadership style the status of the activities completion does not match with the scheduled work completion. According to the proposed schedule till 1^st May, completion of the ground floor, 50% of the first floor, 50% of the second floor, and no work on top floor had been completed. The actual work on the ground was investigated as, 75% completion of the ground floor, 25% completion of the first floor, 25% of the second floor, and 50% completion of the top floor. The project activities so far were completed under the budget of $ 675K. The purpose of this project is to design a project report which focuses on the scheduled variance and cost variance report and the brief status of the leadership behaviour by implementing the organization zoo model.

The aim of this project is to design a project report which focuses on the scheduled variance and cost variance report and the brief status of the leadership behaviour by implementing the organization zoo model.

Planned Activity Schedule:

Activities Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Sub-Activities	Duration
Project Planning	Setting of project goal	5
	Development of the project charter	3
	Analysis of risks	3
	Development of project team	3
	Appointment of project Manager	4
	Division of roles and responsibilities	2
	Approval of the project plan	1
Requirement Gathering phase	Data collection	3
	Data Analysis	1
	Development of the requirement specification plan	2
	Development of the risks mitigation strategy	1
	Setting of quality standards and control	2
	Resource management plan	2
	Land Acquisition	3
Designing phase	Development of the construction design for the building	3
	Setting of engineering drawings	3
	Design of floor 1	5
	Design of Floor 2	5
	Design of Top Floor	2
	Completion of the construction design	1
Construction Phase	Start of the construction program	8
	Completion of First floor construction	14
	Completion of Second floor construction	12
	Completion of top floor construction	10
	Completion of the building construction	10
Testing Phase	Evaluating the quality standards	5
	Finishing program of lighting and lift system	4
	Completion of the quality check	6
Project Implementation	Handover to owner	6
	Project Closer report	4
	Signoff of the closer report	3

Activities	Sub-Activities	Duration	Variation Percentage in work
Project Planning	Setting of project goal	5	100%
	Development of the project charter	3	100%
	Analysis of risks	3	100%
	Development of project team	3	100%
	Appointment of project Manager	4	100%
	Division of roles and responsibilities	2	100%
	Approval of the project plan	1	100%
Requirement Gathering phase	Data collection	3	100%
	Data Analysis	1	100%
	Development of the requirement specification plan	2	100%
	Development of the risks mitigation strategy	1	100%
	Setting of quality standards and control	2	100%
	Resource management plan	2	100%
	Land Acquisition	3	100%
Designing phase	Development of the construction design for the building	3	100%
	Setting of engineering drawings	3	100%
	Design of floor 1	5	100%
	Design of Floor 2	5	100%
	Design of Top Floor	2	100%
	Completion of the construction design	1	100%
Construction Phase	Start of the construction program	8	100%
	Completion of First floor construction	14	25%
	Completion of Second floor construction	12	25%
	Completion of top floor construction	10	50%
	Completion of the building construction	10	0%
Testing Phase	Evaluating the quality standards	5	0%
	Finishing program of lighting and lift system	4	0%
	Completion of the quality check	6	0%
Project Implementation	Handover to owner	6	0%
	Project Closer report	4	0%
	Signoff of the closer report	3	0%

Estimated Budget:

Cost	Values ($)
Earthmovers	122000
Road breakers	125000
Cement Mixer	124000
Concrete mixers	125000
Loader and trolleys	126000
Cement Trucks	160000
Crane	560000
Excavator and Crawler	530000
Compactor	520000
Water system	147000
Required Cement	380000
Required Bricks	800000
Required Concrete	400000
Steel Pipes	300000
Iron rods	1350000
Wooden Roads	320000
Aluminium Pipes	1360000
Project Manager	450000
Civil Engineer	430000
Architect	220000
Contractor	320000
Procurement Manager	380000
System Analyst	350000
Quality Manager	350000
Risks Manager	350000
Consultant	330000
Salary and Wages	1300000
Extra Cost	71000
Total Cost	1.2 Million

Cost	Values ($)	Actual cost
Earthmovers	122000	32000	90000
Road breakers	125000	35000	90000
Cement Mixer	124000	22400	101600
Concrete mixers	125000	22500	102500
Loader and trolleys	126000	22600	103400
Cement Trucks	160000	26000	134000
Crane	560000	23000	537000
Excavator and Crawler	530000	32000	498000
Compactor	520000	24200	495800
Water system	147000	38000	109000
Required Cement	380000	30000	350000
Required Bricks	800000	20000	60000
Required Concrete	400000	20000	380000
Steel Pipes	300000	25000	275000
Iron rods	1350000	32000	1030000
Wooden Roads	320000	26000	294000
Aluminium Pipes	1360000	45000	1315000
Project Manager	450000	23000	428000
Civil Engineer	430000	22000	408000
Architect	220000	22300	197700
Contractor	320000	18000	302000
Procurement Manager	380000	5000	375000
System Analyst	350000	15000	320000
Quality Manager	350000	13000	322000
Risks Manager	350000	10000	340000
Consultant	330000	10000	320000
Salary and Wages	1300000	10000	1290000
Extra Cost	71000	10000	61000
Total Cost	$ 1.2 Million	$ 675 K	11325000

The DNA of the leadership style and behaviour adopted by the project manager can be analysed by using the organization zoo model which helps in analysing the difference in the schedule work in terms of expected, desired, tolerated, and not-tolerated (Scott, 2016). The performance of the project manager can be analysed by accessing and evaluating the metaphor characters used for analysing the behaviour of the leadership capabilities. The organization zoo model helps in providing priority to the activities in terms of 1 for low, 2 for medium, 3 for high, and 4 for very high. The following table shows the efficiency of the project manager which met according to the requirement of the project schedule in terms of expected, desired, tolerated, and not-tolerated. The behaviour of the project leader should be according to the demand and requirement of the project.

Project Activities

Expected

Desired

Tolerated

Not Tolerated

1

2

3

4

1

2

3

4

1

2

3

4

1

2

3

4

Setting of project goal

Development of the project charter

Analysis of risks

Development of project team

Appointment of project Manager

Division of roles and responsibilities

Approval of the project plan

Data collection

Data Analysis

Development of the requirement specification plan

Development of the risks mitigation strategy

Setting of quality standards and control

Resource management plan

Land Acquisition

Development of the construction design for the building

Setting of engineering drawings

Design of floor 1

Design of Floor 2

Design of Top Floor

Completion of the construction design

Start of the construction program

Completion of First floor construction

Completion of Second floor construction

Completion of top floor construction

Completion of the building construction

Evaluating the quality standards

Finishing program of lighting and lift system

Completion of the quality check

Handover to owner

Project Closer report

Signoff of the closer report

It is recommended that the new project manager should be appointed for the organization to resolve the complexities which occurs in the construction program organized for the Vella IT office. The new project manager should have a clear vision of the project scope and goal, articulation of project boundaries, new opportunities to ensure future scope of the project, communication with stakeholders, accomplishing project results as estimated, proper division of roles and responsibilities, integrity of the action plan with the project demand and schedule, motivating employees, managing competence among the working employees, relationship between cost and project activities, managing complex situation with ease, and others (Forget, 2015).

Project Aim

The need of the project is to complete the plan as estimated in the activity schedule. The project manager should have a good managing skill as desired.

The project manager builds extra pressure on the project team for completing the project as early as possible which creates the extra burden on the work force (Park, 2015). The grievances, conflicts, and chaos are increasing at a very high rate in the working employees which directly affects their work capability and performance and indirectly affect the quality of work and service required in the construction program of the building (Mandera, 2016).

The change management plan should be deployed for improving the working scenario of the undertaken project (Plessis, 2015). The efficiency of the project members can be improved by providing right work to the right person according to their capabilities. All the participants should agree on the common objectives of the project. The cultural beliefs of the stakeholder should be given privilege and respect (Barret, 2017). The opinion and expectations of the team members should be taken so that they can feel connected with the project environment. The grievance management system should be employed by implementing the social networking among the group members. It helps in decreasing the chaotic environment of the project and results in completing the project according to the project schedule (Tiwari, 2015).

The project study helps in increasing the skills for calculating the schedule variance and cost variance of the project. It reflects the evaluation of team gaps which exists in the completion of the project successfully.

Conclusion

It can be concluded that the cost variation can results in the lower quality construction design and material used. The completion of the project before the scheduled time results in not systematic construction design which results in the variation of the expected design.

References

Barret, V. (2017). The role of the human resource department in a hospitality organization. Ebook 1^st ed. [Online]. Available at: https://smallbusiness.chron.com/role-human-resources-department-hospitality-organization-71891.html [Accessed on 1 Oct, 2018].

Forget, F (2015). Human Resources and employee turnover in hospitality industry.  Ebook 1st ed. [Online]. Available at: https://www.linkedin.com/pulse/human-resources-employee-turnover-hospitality-industry-forget[Accessed on 1 Oct, 2018].

Imna, M. and Hassan, Z. (2015). Influence of human resource management practices on employee retention in Maldives.  Ebook 1st ed. [Online]. Available at: https://www.researchgate.net/publication/316013676_Influence_of_Human_Resource_Management_practices_on_Employee_Retention_in_Maldives_Retail_Industry [Accessed on 1 Oct, 2018].

Madera, J. (2016). Strategic human resource management research in hospitality and tourism: A Review of current literature and suggestions for the future.  Ebook 1st ed. [Online]. Available at: https://www.emeraldinsight.com/doi/abs/10.1108/IJCHM-02-2016-0051?mobileUi=0&journalCode=ijchm [Accessed on 1 Oct, 2018].

Park, J. (2015). Retaining talented employees in the hotel industry in Stavanger: An interview based qualitative research.  Ebook 1st ed. [Online]. Available at: https://core.ac.uk/download/pdf/52084802.pdf [Accessed on 1 Oct, 2018].

Plessis, A. (2015). HRM in relation to employee motivation and job performance in the hospitality industry.  Ebook 1st ed. [Online]. Available at: https://unitec.researchbank.ac.nz/bitstream/handle/10652/3375/9%20th%20IBC%20Dup%20Nalinh%20Pat%20sent29-6.pdf?sequence=1&isAllowed=y [Accessed on 1 Oct, 2018].

Scott, M. (2016). Strategies for retaining employees in the hospitality industry.  Ebook 1st ed. [Online]. Available at: https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=2905&context=dissertations [Accessed on 1 Oct, 2018].

Tiwari, I. (2015). An Analysis of the factors affecting the employees retention and turnover in the Irish hospitality industry.  Ebook 1st ed. [Online]. Available at: https://trap.ncirl.ie/2050/1/ishanitiwari.pdf [Accessed on 1 Oct, 2018].