Document Management
代写项目管理论文 The project will addresses an existing need of the people living in London, and it is completely financed from the London city hall budget.
Distribution List 代写项目管理论文
Record the details of all project stakeholders accessing this document.
| Name | Position | Signature | Date |
Version Control
Record all approved changes to this document.
| Revision # | Change Description | Approval Date | Author |
Project Registration 代写项目管理论文
Project Name
New auto bridge over the river Tamis in the city of London
Project #
A1001
Creation Date
June 25 2011
Sponsor/Client
City of London
Project Manager
Record the name and contact details of the project manager.
Executive Summary
Rationale
The new bridge will be located between two existing bridges: the Westminster bridge and the Lambeth Bridge, with the declared objective to divert a part of the auto traffic in the east-west direction over the river Thames. At this moment the commercial and non-commercial traffic over the river Thames in the central part of London is overcrowded and while there are a lot of efficient administrative measures established, there is still a necessity for a new traffic way over the river.
Business Drivers
The project will addresses an existing need of the people living in London, and it is completely financed from the London city hall budget. Our company took the challenge to address this project and following the action that the city of London organized last year, our company became the contractor for this project. The business drivers and both financial and awareness related, bringing a 12% profit margin for our company in the worst case scenario and also establishing our company as a leading brand in area of civil construction. 代写项目管理论文
Key Objectives
- Reducing the traffic especially at rush hours on the Westminster and Lambeth Bridges by 15% immediately after the project’s completion.
- To reduce the number of auto accidents generated by overcrowded roads by 22% in 3 months after the opening of the new bridge
- Providing an economyto the drivers, from the increased velocity of crossing the Thames river, from 10 ml / h to 17 ml / hour and is represented by 17 $ / vehicle / ml
- A total time economy for every crossing of about 7 minutes and a financial economy of $31.7 million over a period of 1 year from the first three month from completion of the work.
Benefits
After a slight recovery recorded in the UK construction market in 2010, it is expected that the business volume in the field will shrink again in the period 2011-2012. According to the latest data published by the Construction Products Association (CPA), the segment registers a setback of 1% in 2011 and will register a 2% decree next year due to failure in implementation of public investment and increasing budget deficit. With a weight of about 10% of the Gross Domestic Product (GDP), the UK construction sector can be instrumental in the overall economic recovery. According to officials, for this to be possible, the British government should continue the pressure on lending institutions, so they fund more loans to purchase homes and to accelerate investment in energy programs. (Fordham, 2011, p.1)
The benefits of this project can be split into two major categories: benefits that address the company and benefits towards the community. 代写项目管理论文
The benefits regarding the company are represented by the profit margin already mentioned above and the fact that numerous jobs will be created in addition to the salvage of the existing ones. This is especially important if we consider the overall economical situation and the specialist’s predictions of a decline of the construction industry.
The benefits related to the community were already presented above.
Project Information
1 Integration Management
1.1 Methodology
The project will be based on the Method 123 Project Management Methodology (MPMM). We have chosen this methodology because it is the most comprehensive one in describing the phases of the project.
1.2 Change Control
All changes in the scope of the project will be approved only by the contractor in this case the London City Hall. The initiation of changes can come from both parties: the contractor and our company. All final decisions will be made only after both parties agree on the technical changes and the financial modifications that may interfere in the project plan. 代写项目管理论文
The change control will be done based on the following input data:
– Project plan
– Reports on project status
– Modification requests
The main instruments and methods to address the change control activity will be: change management systems, content management, performance measurement, complementary planning, and IT project management systems. The exit data will be represented by: project plan rectification, corrective actions, and dissemination of experience.
1.3 Performance Reporting
All reporting for the present project will be done in writing, both on paper and in an electronic format. The project will be evaluated on three categories: compliance with the deadlines as specified in the GAANT chart, compliance with the budget and quality of construction according to the specified standards.
There will be generated 3 different report. The first will be done at the beginning of the contract and will mention all the contract details as set at the date of acceptance. The second report will be presented after the completion of 30% of the contract. The third one will be presented at 70% of completion. The last tow reports will also include details of variation in cost and extension of time – if applied. 代写项目管理论文
The standard criteria for evaluation will apply: time management, management of subcontractors, standard of work, quality systems, management of industrial relations, environmental management, occupational health and safety management, and co-operative relations.
1.4 Audit
Record what independent process will be followed to monitor and verify all project related work.
1.5 Dependencies
Record all related and or inter-dependent projects impacting the performance and delivery of the project.
2 Scope Management 代写项目管理论文
2.1 Deliverables
The final product will be represented by a road bridge with no pedestrian area. The description of the location and structural design is presented in the documentation below.
The documentation will be developed in single phase in English in five (5) copies and shall be delivered to the beneficiary in electronic format. The documentation will include:
- ConfidentialBills of Quantities; 代写项目管理论文
- Confidential generalquotation and the list of main technical-indicators;
- Documentationrequired to obtain necessary permits and agreements;
- The draw partsare the main technical design documents based on which written parts of the project are developed and will include plans and execution details;
- theplan of engagement;
- Location map- existing situation
- Location map– the projected situation
- longitudinalprofile
- bridgemapping
2.2 Inclusions
Generic
- Soil tests and geodesic reports
- Taxes, fees and authorisations
- Employee facilities
Constructions
- Concrete bridge pylons
- Steel road platform
- Steel decorative protectiverailing
- Tarmac
2.3 Exclusions
All electrical installations will not be included in the specifications of the project. The environmental impact will be determined by an external consultant employed by the beneficiary of the project. 代写项目管理论文
2.4 Handover
Prior to the handover of the project, the company will perform conformity tests and will acquire the following certifications:
- Specification Engineer report
- Certification of processes not covered by standards
- Patents for innovative works
- Conformity certificate
| 2012 | ||||||||||||||||
| Task | Duration (days) | July | August | Sep. | Oct. | Nov. | December | January | February | March | April | May | June | July | August | |
| Contracts | 0 | |||||||||||||||
| Review of final plans | 15 |
|
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| Review final specifications | 20 | |||||||||||||||
| Construction drawings | 5 | 代写项目管理论文 | ||||||||||||||
| Stake lot | 1 | |||||||||||||||
| Permits and approvals | 25 |
|
||||||||||||||
| Construction logistics | 10 | |||||||||||||||
| Clear lot | 30 | |||||||||||||||
| Excavate for foundations | 25 | |||||||||||||||
| Build pylon foundations | 90 | |||||||||||||||
| Foundation certification | 1 | |||||||||||||||
| Steel delivery | 5 | |||||||||||||||
| Road deck placement | 270 | |||||||||||||||
| Road deck certification | 1 | |||||||||||||||
| Safety barriers | 45 | |||||||||||||||
| Purring tarmac | 25 | |||||||||||||||
| Conformity tests | 25 | 代写项目管理论文 | ||||||||||||||
| Handover | 2 | |||||||||||||||
| Project delivery | 1 | |||||||||||||||
| TOTAL | 596 |
3 Time Management
3.1 Schedule
3.2 Milestones
August 15 – Finishing all documents, plans, drawings and obtaining all necessary approvals for commencing work
September 10 – Having all the necessary logistics in place at the construction site
December 20 – full delivery of the steel required for the road deck
January 15 – Finishing the foundations for pylons
August 14 – grand opening of the bridge
4 Cost Management 代写项目管理论文
4.1 Budget
| Chapter 1 | |
| Costs for obtaining and arranging land | |
| Value estimation $ | |
| Obtaining the land | 0 |
| Land planning | 0 |
| Environmental protection facility | 118,000 |
| TOTAL | 118,000 |
| Chapter 2 | |
| Expenses for the utility services needed for the project | 12,000 |
Chapter 3 |
|
| Expenses for engineering and technical assistance | |
| Land studies 代写项目管理论文 | 29,500 |
| Taxes and expenses for various approvals | 5,000 |
| Project engineering | 170,000 |
| External consultants | 59,000 |
| Technical assistance | 88,500 |
| TOTAL | 352,000 |
Chapter 4 |
|
| Expenditures for basic investment | |
| Technological equipment | 56,000 |
| Transportation | 11,300 |
| Intangible assets | 21,500 |
| TOTAL | 88,800 |
Chapter 5 |
|
| Raw material, parts, and construction activities | |
| Raw materials for foundations | 2,112,000 |
| Reinforcement steel | 698,000 |
| Steel for the upper deck | 3,680,500 |
| Construction activities 代写项目管理论文 | 1,250,000 |
| Consumables | 2,540,000 |
| TOTAL | 10,280,500 |
| Chapter 6 | |
| Tests | 350,000 |
| TOTAL COST | 11,201,300 |
4.2 Estimating methodology
The general economic estimate is the documentation that establishes the total estimated expenditure necessary to achieve the investment objectives, in this case the construction of the new bridge over the river Thames.
Compensation of expenditure between chapters / subsections of expenditure contained in the general estimate, during the investment, within the same total value, is done by updating the general estimate, by the care of the beneficiary. 代写项目管理论文
The general estimate made at the design stage – feasibility study / documentation of approval of the intervention works by the care of the beneficiary is updated whenever necessary, but usually in these situations:
- atthe date of submission for approval of the feasibility study / feasibility documentation;
- onthe building permit application;
- onthe date of the organization of the award of public procurement contract for the execution of works;
- afterconclusion of purchase contracts, financing resulting value of the investment objective / intervention works;
- at the date of preparationor modification by the principal loan, by law, the list of the investment objectives, Annex to the state budget or local government, for new investment objectives, as well as
4.3 Confidence level
The error margin for the presented budget was estimated at 3,5% in order to cover for the rate of inflation and various price fluctuations that can occur over the construction cycle of the project. As some of the materials are imported, we need to take into account the possibilities of price increases due to fluctuation between currencies.
4.4 Contingency
Not applied
4.5 Source of Funds
The entire project if financed from the local budget of the city of London, using public founds.
The founds will be allocated in three stages, that will coincide with the project milestones presented above. 代写项目管理论文
Each payment stage will be approved by the City Council of London, based on the presented budget and on the completion reports of the previous stages.
4.6 Cash Flow
| Days | Planed earned value | Planned budget | Cash in | Cash out | Balance |
| 0 | 0 | 0 | 0 | 0 | 0 |
| 30 | 29,000.00 | 28,400.00 | 5,400,000.00 | 56,000.00 | 5,344,000.00 |
| 61 | 32,000.00 | 29,600.00 | 62,000.00 | 5,282,000.00 | |
| 100 | 12,500.00 | 11,400.00 | 250,000.00 | 5,032,000.00 | |
| 120 | 22,300.00 | 21,600.00 | 650,000.00 | 4,382,000.00 | |
| 190 | 9,800.00 | 9,600.00 | 2,650,000.00 | 3,650,000.00 | 3,382,000.00 |
| 220 | 12,000.00 | 5,600.00 | 560,000.00 | 2,822,000.00 | |
| 300 | 23,000.00 | 23,600.00 | 1,230,000.00 | 1,592,000.00 | |
| 330 | 2,300.00 | 2,500.00 | 230,600.00 | 1,361,400.00 | |
| 390 | 5,600.00 | 5,560.00 | 450,000.00 | 911,400.00 | |
| 410 | 8,600.00 | 8,500.00 | 520,000.00 | 391,400.00 | |
| 461 | 23,000.00 | 22,100.00 | 3,151,300.00 | 1,590,000.00 | 1,952,700.00 |
| 510 | 65,400.00 | 63,200.00 | 450,000.00 | 1,502,700.00 | |
| 596 | 45,000.00 | 42,100.00 | 1,200,000.00 | 302,700.00 |
5 Human Resource Management 代写项目管理论文
5.1 Stakeholders
| Stakeholder | Input/Influence | Requirements/Expectations |
| London City Hall | Ongoing consultation, high degree of influence and final approval. | Reports will be supplied to the City Council via project manager |
| Project manager | The main decisional power of the project | Written and verbal reports updating the progress of the project at fortnightly portfolio meetings. The specific expectation is that the project will be on time and on budget |
| Construction engeneer | Ongoing consultation, high degree of influence and final approval. | Written and verbal reports updating the progress of the project for each business unit (same report as the project manager) |
| Operations Manager | Ongoing consultation, medium degree of influence and final approval. | |
| Acquisition manager | Ongoing consultation, medium degree of influence and final approval. | The main responsibility is that all necessary materials are delivered on time and on budget |
| Administration staff | Ongoing consultation, low degree of influence. | Written and verbal report on department specific processes. |
5.2 Resource Capability
For the entire duration of the project, the standard working hours apply. The work will be done in tow shifts, divided from 05.00 – 14.00 (1 hour launch brake) and 14.30 – 21.00.
There are no training needs for this specific project, as all operations are standard for our company. There is also no need of employing new personal.
All machinery, tools and equipments needed for the project are already in use. There is no need for new equipment acquisitions.
All raw materials will be bought from English suppliers, exception the steel which will be imported from a German manufacturer. 代写项目管理论文
All facilities needed on site will be rented from ongoing partners.
6 Communications Management
6.1 Organisational Structure
8 Risk Management
8.4 Risk
| Main risks |
| Cost related risks: |
| Tight project schedule |
| Design variations |
| Variations by the client 代写项目管理论文 |
| Unsuitable construction program planning |
| Occurrence of dispute |
| Price inflation of construction materials |
| Excessive approval procedures in administrative government departments |
| Incomplete approval and other documents |
| Incomplete or inaccurate cost estimate |
| Inadequate program scheduling |
Time related risks: |
| Tight project schedule 代写项目管理论文 |
| Design variations |
| Excessive approval procedures in administrative government departments |
| Variations by the client |
| Incomplete approval and other documents |
| Unsuitable construction program planning |
| Inadequate program scheduling |
| Bureaucracy of government |
| High performance or quality expectations |
| Variations of construction program s |
Quality related risks: |
| Tight project schedule |
| Inadequate program scheduling |
| Unsuitable construction program planning |
| Incomplete or inaccurate cost estimate 代写项目管理论文 |
| Low management competency of subcontractors |
| High performance or quality expectations |
| Variations of construction programs |
| Unavailability of sufficient amount of skilled labour |
| Design variations |
| Lack of coordination between project participants |
Environment related risks: |
| Tight project schedule |
| Variations of construction programs |
| Unavailability of sufficient professionals and managers |
| Excessive approval procedures in administrative government departments |
| Variations by the client 代写项目管理论文 |
| Inadequate or insufficient site information (soil test and survey report) |
| Low management competency of subcontractors |
| High performance or quality expectations |
| Inadequate program scheduling |
| Serious noise pollution caused by construction |
Safety related risks: |
| Tight project schedule |
| Low management competency of subcontractors |
| Unsuitable construction program planning |
| Variations of construction programs |
| General safety accident occurrence |
| High performance or quality expectations |
| Design variations 代写项目管理论文 |
| Lack of coordination between project participants |
| Excessive approval procedures in administrative government departments |
| Unavailability of sufficient amount of skilled labour |
| Unavailability of sufficient professionals and managers |
9 Quality Management
The design engineer shall establish construction quality assurance measures. The design or construction engineer shall oversee implementation and documentation of implementation of these measures. Upon completion of construction, the design engineer shall inspect the bridge and certify, in writing, that the bridge was built in accordance with the approved plans and specifications.
Quality Standards
ISO 9001:2000 Quality Management Standard
89/106/EEC Construction Products Directive to EN 1433:2002 代写项目管理论文
Five types of quality control will be applied:
- control ofcontractor
- control ofthe formation leader or master chief
- specializedindependent control
- complexstatistical control
- total qualitycontrol
Authorisation
11 Approval 代写项目管理论文
| ¨ Approved | ¨ Postponed | ¨ Cancelled | ¨ Review |
12 Sign off
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