Project Monitoring and Control System for Sewerage and Drainage System in Outskirts of Auckland
[Insert Name]
[Institutional Affiliation]
污水排水系统工程论文代写 The following project monitoring and control system relates to the project that will be recently accomplished.
Table of Contents 污水排水系统工程论文代写
Section A: …………………………………………………………………………..3
Project Brief and Scope………………………………………………………..3
Scope Management……………………………………………………………..4
Cost Management………………………………………………………………..8
Communication Management……………………………………………..10
Audience:…………………………………………………………………………..11
Timing:……………………………………………………………………………..12
Information Needs:……………………………………………………………..13
Quality Management…………………………………………………………..13
Cost-Benefit Analysis…………………………………………………………..13
Benchmarking…………………………………………………………………….13
Quality of Materials…………………………………………………………….14
Section B:……………………………………………………………………………15
References………………………………………………………………………….18
Section A:
The following project monitoring and control system relates to the project that will be recently accomplished. With respect to the project brief, the project involved overhaul of drainage and sewerage system in New Zealand. In the project, the whole project involved overhauling a section of sewage system that had become smaller and inefficient in draining the wastes effectively. The project will therefore entail constructing an underground system for that purpose.污水排水系统工程论文代写
译文：
A部分：
项目简介和范围
以下项目监控系统与即将完成的项目相关。 就项目简介而言，该项目涉及新西兰的排水和污水系统大修。 在该项目中，整个项目涉及对部分污水系统进行大修，该部分已变得更小且在有效排放废物方面效率低下。 因此，该项目将需要为此目的建造一个地下系统。
The new sewer infrastructure project will encompass constructing tunnels and tributary pipes as well as manholes in appropriate places.
These also included drill drop manholes and trunk sewers. The main objective of the project is to develop drainage and sewerage system that supports effective surface water and waste management in the outskirts of Auckland amidst the ever-increasing demand for wider trunk sewers that can accommodate the huge capacity. This Project will be called “Auckland B Drainage and Sewerage System Project” for the sake of uniformity in communication about project specifications another communications that relate to the project.污水排水系统工程论文代写
The project will be essential in achieving the goal of reducing the frequency of flooding in the area during storm events and expand the sewerage and drainage system to accommodate the growing demand for larger sewerage and drainage system due to increase in development and population. With respect to the time frame of the project, the project will be scheduled to be completed within 26 weeks and more on this is provided in the Gantt chart given later in this project monitoring and control plan.
In addition, the project involved on site construction of the sewer trunks and other materials needed in building and construction of the various sections of the infrastructure. Time will be fixed and a crucial aspect of the project since the project touched on many critical aspects of the society including health and sanitation. This monitoring and control system plan looks at four key areas of the project plan monitoring and control system: Scope Management, Project Cost Management, Quality Management and Communication plan.
译文：
新的下水道基础设施项目将包括在适当的地方建造隧道和支流管道以及检修孔。
这些还包括钻落人孔和干线下水道。该项目的主要目标是开发排水和污水处理系统，以支持奥克兰郊区的有效地表水和废物管理，因为对能够容纳巨大容量的更宽的干线下水道的需求不断增加。该项目将被称为“奥克兰 B 排水和污水处理系统项目”，这是为了在与项目相关的另一个沟通项目规范的沟通上保持一致。
该项目对于实现在风暴事件期间减少该地区洪水频率的目标至关重要，并扩大污水和排水系统以满足由于发展和人口增加而对更大的污水和排水系统不断增长的需求。关于项目的时间框架，该项目将安排在 26 周内完成，更多相关信息在本项目监控计划后面给出的甘特图中提供。
此外，该项目还涉及下水道干线的现场施工以及基础设施各个部分的建设和施工所需的其他材料。时间将是固定的，并且是该项目的一个关键方面，因为该项目涉及到社会的许多关键方面，包括健康和卫生。该监控系统计划着眼于项目计划监控系统的四个关键领域：范围管理、项目成本管理、质量管理和沟通计划。
Scope Management
Scope management will be a vital part of the project and it entailed ensuring that changes to the project scope are well controlled (Ibbs et al 2001). The scope management started by slotting in allowance for changes but it will be intended to avoid unaccepted new work packages while allowing the accepted new work packages to be integrated into the work break down structure. The control and management of project scope will be achieved by using three basic tools to ensure that the project does not go out of its scope beyond the acceptable new work packages. First a change control system will be used to document process by which the scope can officially be altered.污水排水系统工程论文代写
Any change that would be deemed to have a negative impact on the scope of the project without improving the overall value of the deliverables would totally be eliminated and would not form part of acceptable new work packages.
The firm has an initial approach to addressing the issue of project through the use of database for previous projects and changes and whether these changes were accepted or not integrated into the projects. These databases help in facilitating overture assessments of changes on any projects before they commence. This approach of the firm is supported by the views of Nahod (2012) who also points out that in addition to having databases for previous projects to help future projects in controlling project scope, it is important that when evaluating how the project scopes of the past were handled, the calculations also consider project specific goals and constraints.污水排水系统工程论文代写
The following diagram illustrates the scope management plan used by the firm in making sure that the projects do not go beyond the allowed scope. As the diagram shows, variance analysis will be the main tool used in the scope control where the projects outputs will be evaluated based on the expectations and inputs.
译文：
范围管理 污水排水系统工程监控系统论文代写
范围管理将是项目的重要组成部分，它需要确保项目范围的变化得到很好的控制（Ibbs 等，2001）。范围管理从允许更改开始，但它旨在避免未接受的新工作包，同时允许将已接受的新工作包集成到工作分解结构中。项目范围的控制和管理将通过使用三个基本工具来实现，以确保项目不会超出可接受的新工作包之外的范围。首先，将使用变更控制系统来记录可以正式更改范围的过程。
任何被认为对项目范围产生负面影响而不提高可交付成果的整体价值的变更都将被完全消除，并且不会成为可接受的新工作包的一部分。该公司有一个初步的方法来解决项目的问题，通过使用数据库来处理以前的项目和变更，以及这些变更是否被接受或未整合到项目中。这些数据库有助于在项目开始之前促进对任何项目变更的提议评估。该公司的这种方法得到 Nahod (2012) 观点的支持，他还指出，除了为以前的项目建立数据库以帮助未来的项目控制项目范围外，重要的是在评估过去的项目范围时处理后，计算还考虑了项目的特定目标和限制。
下图说明了公司用于确保项目不超出允许范围的范围管理计划。如图所示，方差分析将是范围控制中使用的主要工具，其中项目输出将根据期望和输入进行评估。
Figure 1: Scope Control Chart
From the diagram, the firm controls scope by ensuring both inputs and outputs are well managed.
On the inputs side, the first aspect is inclusion of project management plan which is given along other vital project documents such as project documentation. This project management plan will be used to provide a yardstick for measuring the completion of the project scope at various project stages. Thus before anything else is set in motion in terms of the project processes, all the requirements that are vital to project completion will be collected and compiled. These requirements will be elicited, e valuated and recorded before the execution of the project commences.污水排水系统工程论文代写
Another important document will directly be related to managing the project scope is the project charter which will be used as a formal document to expound on the purpose of the project, the business need of the project, and explain the resulting product. By having the project charter, the main aim will be to ensure that there is clear explanation of the boundaries within which the project can be conducted based on the purposes hence expectations.
The work performance measurements will be done against the project management plan to make sure that the project falls within the boundaries of the documented scope at all times and avoid scope creep.
Since the deliverables of the project will be measured against time limits of 26 weeks for completion of the Auckland B drainage and sewerage system, the various activities as highlighted under the Cost Management section shall be based on completion as measured against the specified time of the particular activity.污水排水系统工程论文代写
As the work performance information is provided and the various activities performed, the documents will be updated continually to ensure that the project keeps track of the phase and stage of completion and also so that the project keeps track of any changes that were integrated or incorporated as new work packages and this will further help in the updating of the project documents.
Requirements documentation will help in ensuring that all the requirements of the project are put together and listed so that any other crops in is treated as either necessary or unnecessary change for the new project work package. For change approval, the following chart will be used in approving change to the project scope.
译文：
从图中可以看出，公司通过确保输入和输出都得到妥善管理来控制范围。
在输入方面，第一个方面是包含项目管理计划，该计划与其他重要项目文件（如项目文件）一起给出。该项目管理计划将用于提供衡量项目范围在各个项目阶段完成情况的标准。因此，在项目流程方面的任何其他事情启动之前，所有对项目完成至关重要的要求都将被收集和编译。在项目开始执行之前，这些要求将被引出、评估和记录。
另一个与管理项目范围直接相关的重要文件是项目章程，它将作为正式文件来阐述项目的目的、项目的业务需求，并解释由此产生的产品。通过制定项目章程，主要目的是确保根据目的和期望对项目实施的界限有明确的解释。
工作绩效测量将根据项目管理计划进行，以确保项目始终处于记录范围内并避免范围蔓延。
由于项目的可交付成果将根据奥克兰 B 排水和污水处理系统的 26 周完成时间限制来衡量，因此成本管理部分下突出显示的各种活动应以完成时间为基础，根据特定时间的指定时间来衡量活动。
随着工作绩效信息的提供和各种活动的执行，文件将不断更新，以确保项目跟踪完成的阶段和阶段，并确保项目跟踪作为集成或合并的任何更改。新的工作包，这将进一步帮助更新项目文件。
需求文档将有助于确保将项目的所有需求放在一起并列出，以便将任何其他作物视为新项目工作包的必要或不必要的更改。对于变更审批，以下图表将用于审批对项目范围的变更。
| Causes of Change | Percentage of Change | Source of Change |
| Investor’s change requests due to further accepted needs for a project | ||
| Partially unfinished project documentation | ||
| Change of technology due to lack of accessibility of requisite technology in the market | 污水排水系统工程论文代写 | |
| Unavailability of concrete construction material in region due to some particular factor | ||
| Unavailability of financing for the timely accomplishment of the project | 污水排水系统工程论文代写 | |
| Contractor’s change requests for easier operations, higher income, within the allowable limits for the project | ||
| Project documentation alignment with new regulations adopted in the period between project design and realization |
Table 1: Change Control Template
For the requirements traceability matrix, there will be a requirements analysis team whose sole responsibility will involve ensuring that all requirements are traced and tested for their requirement in the project completion process.
The team shall also ascertain that no supplementary requirements are incorporated into the project process without the due process of approval. The due process of approval shall involve the customer and project manager signing to consent to the inclusion of the requirements and also settle on the repercussions of such inclusions including costs (Bowman 2009). The process of requirements traceability will be carried out as an on-going process.污水排水系统工程论文代写
Change requests must be made formally and documented hence enhance the updating of the projects database (Lee et al 2004). Moreover, to make sure that all the requirements are addressed, inspection will be done from time to time during the 26 week projected project period and this will involve critical review of the documentations in juxtaposition with what is being executed to verify that all requirements are addressed as stated. In addition, analysis of alternative solutions will help in revealing the nature and function of every alternative is assessed to be the best accomplishing. The project management plan will be updated and put in the projects database for future reference.
译文：
对于需求可追溯性矩阵，将有一个需求分析团队，其唯一责任将涉及确保在项目完成过程中跟踪和测试所有需求的需求。
该团队还应确定，未经正当批准程序，项目过程中未纳入任何补充要求。批准的正当程序应涉及客户和项目经理签署同意包含这些要求，并解决包括成本在内的此类包含的影响（Bowman 2009）。需求可追溯性的过程将作为一个持续的过程进行。
变更请求必须正式提出并记录在案，从而加强项目数据库的更新（Lee 等，2004 年）。此外，为了确保所有要求都得到满足，在 26 周的预计项目期间将不时进行检查，这将涉及对文件的严格审查与正在执行的内容并列，以验证所有要求都得到满足就像声明的那样。此外，对替代解决方案的分析将有助于揭示每个被评估为最佳解决方案的性质和功能。项目管理计划将被更新并放入项目数据库以备将来参考。
Cost Management
This section highlights how project budget will be controlled and managed to ensure that the project does not go outside the set budgetary boundaries. The project budget included several issues that were essential in the cost management aspect. The first is the work elements, which involved various project job cost accounts disaggregated into specific scheduled activities. The various work elements are shown in the table that will later be given below.污水排水系统工程论文代写
In addition, the schedules provided progress on individual activities and this made it possible for achievement of milestone completions to be compared with the main project schedule. Moreover, this would also help in monitoring the progress of activities and as such made it possible to use overruns in specific cost categories to be a signal for possible problem and indicate precisely what hitches were being encountered. Since the project did not entail very many activities and it is basically a project that encompasses few activities that are in fact considerably repetitive the cost management approach will be mainly expense, which puts focus on the cost categories to be included in the final cost estimation. The table below shows how cost management will be achieved and it shows how both physical and non-physical resources were represented in the cost management endeavor.
译文：
成本管理 污水排水系统工程论文代写
本节重点介绍如何控制和管理项目预算，以确保项目不会超出设定的预算界限。项目预算包括几个在成本管理方面至关重要的问题。第一个是工作要素，它涉及分解为特定计划活动的各种项目工作成本帐户。各种工作要素显示在稍后将在下面给出的表中。
此外，时间表提供了个别活动的进展情况，这使得里程碑完成的实现情况可以与主要项目时间表进行比较。此外，这也有助于监控活动的进度，因此可以使用特定成本类别的超支作为可能出现问题的信号，并准确指出遇到的问题。由于该项目不涉及很多活动，而且基本上是一个包含很少活动的项目，实际上重复性相当高，因此成本管理方法将主要是费用，重点放在要包含在最终成本估算中的成本类别。下表显示了如何实现成本管理，并显示了物理和非物理资源在成本管理工作中的表现方式。
| Account Category | Account Name | Cost Estimate ($) | ||
| 101 (Main) | Clearing and Preparing Site | |||
| 102 (Main) | Building Substructure | 污水排水系统工程论文代写 | ||
| 102.1 (Sub Category) | Excavation and Shoring | |||
| 102.2 (Sub Category) | Piling | |||
| 102.3 (Sub Category) | Concrete Work | 污水排水系统工程论文代写 | ||
| 102.4 (Sub Category) | Main Trench and formwork | |||
| 102.5 (Sub Category) | Reinforcing | |||
| 201 (Main) | Main Trench Excavation | |||
| 202 (Main) | Services | |||
Table 2: Cost Management Chart
In terms of breakdown of the costs for easier management, the costs will be broken down and classified according to the diagram below:
Figure 2: Cost Break Down by Category
It is expected that labor will take considerable amount of costs and therefore these will be put in its specific set in order to track the costs spent on labor and these will comprise the costs spent on casual employees who will be employed from the area, costs on internal employees of the firm, costs on supervisors, site inspectors and any other technical team.污水排水系统工程论文代写
Another category of costs shall comprise that of materials and these shall include the direct materials used in the actual construction of the sewerage and drainage system. These will include the costs of cement, concrete, sand, wire meshes, pipes, nails and any other material used or spent on the project. Meanwhile, the materials costs will also encompass the costs spent on communication materials such as printing materials such as papers, pens and posters. On the third category, costs on equipment will put aside in its own set and these will include costs of machinery repair, costs of machinery and tools used.
译文：
为便于管理而对成本进行细分，将按照下图对成本进行细分和分类：
预计劳动力将花费大量成本，因此将这些成本放入其特定集合中以跟踪劳动力成本，这些成本将包括从该地区雇用的临时雇员的成本，公司的内部员工、主管、现场检查员和任何其他技术团队的成本。
另一类成本应包括材料成本，这些成本应包括污水和排水系统实际建设中使用的直接材料。这些将包括水泥、混凝土、沙子、金属丝网、管道、钉子和项目中使用或花费的任何其他材料的成本。同时，材料成本还包括纸、笔、海报等印刷材料等通讯材料的成本。在第三类中，设备的成本将放在自己的一套中，其中包括机械维修成本、机械和使用工具的成本。
Communication Management
To ensure smooth and uniform flow information, the following communication plan will be used. The communication identifies the audience of the communication, information needs, the media used in communicating the information, timing or frequency of the communication and responsibilities identifying the individual or individuals responsible for the communication. In this case, a team within the project will be responsible for the project communications. The overall aim of the project communication plan will be to boost the success of the project by meeting the information needs of the various project stakeholders.污水排水系统工程论文代写
译文：
通讯管理
为确保流畅统一的流量信息，将采用以下沟通方案。 沟通确定了沟通的受众、信息需求、用于沟通信息的媒体、沟通的时间或频率以及确定负责沟通的个人或个人的责任。 在这种情况下，项目内的一个团队将负责项目沟通。 项目沟通计划的总体目标是通过满足各个项目利益相关者的信息需求来促进项目的成功。
Audience:
The intended communication audience of the Auckland B Sewerage and Drainage System will be the project manager, the entire project team, the sponsor of the project, the west Auckland community (through the local environmentalist groups, which have been very vocal in raising concerns about environment during the initial environmental inspection) all senior leaders and the project audit board of the Parchem Construction Supplies.污水排水系统工程论文代写
There are various important factors to be considered and these include the name of stakeholder or audience to whom the communication will be addressed, the title of the audience, their contact information, the type of communication to be used and any other information that may increase the value and efficiency of the communication. The full table with this information is provided in section B that follows.
译文：
观众：
奥克兰 B 污水和排水系统的预期沟通对象将是项目经理、整个项目团队、项目发起人、奥克兰西区社区（通过当地环保团体，他们一直非常积极地提出对环境的关注） 在初始环境检查期间）Parchem Construction Supplies 的所有高级领导和项目审计委员会。
有各种重要因素需要考虑，其中包括利益相关者或通讯对象的姓名、听众的名称、他们的联系信息、要使用的通讯类型以及任何其他可能增加 沟通的价值和效率。 下面的 B 部分提供了包含此信息的完整表格。
| Name | Title | Contact | Communication | Vehicle | Comments |
| Sam Lakefield | Project Manager | ||||
| Auckland Rural Development Authority | Project Sponsor | 污水排水系统工程论文代写 | |||
| Project Team | Project Team | ||||
| Auckland Save the Environment Group | External Stakeholder |
Table 3: Communication Matrix
Timing:
With the above plan set, the following communication matrix will help in addressing further effectiveness and directive in the project communication needs. In terms of timing of communication, the communication with all stakeholders will begin at the start of the project after which the frequency of communication will change depending on the stakeholder and respective information needs.污水排水系统工程论文代写
译文：
定时：
有了上述计划，以下沟通矩阵将有助于解决项目沟通需求的进一步有效性和指导性问题。 在沟通时间方面，与所有利益相关者的沟通将在项目开始时开始，之后沟通的频率将根据利益相关者和各自的信息需求而变化。
| Vehicle | Target | Description Purpose |
Frequency | Owner | Distribution Vehicle |
Internal/ External |
Comments |
| Status Report | All Internal Stakeholders | Communication of project progress and deliverable status | Weekly | Sam Lakeland | e-mail and organization chart | Internal | |
| Status Report | Auckland Rural Development Authority | Communication of project Progress and deliverables | Bi-Weekly | Sam Lakeland | Official letter | External | |
| Status Report | Auckland Save the Environment Group | Communication of project Progress and deliverables | Beginning, mid and end | Sam Lakeland | e-mail and posters | External | At the start mid-project and finish of the project |
Table 4: Communication Plan for Frequency
Information Needs:
The communication plan is made with consideration that the various stakeholders have differing information needs hence the need for communication varies from one stakeholder to another. The Auckland Rural Development Authority being the project sponsor is mainly concerned by being informed that the project is progressing successfully and the progress is in line with the objectives. Therefore since the sponsor is interested is interested in knowing that every stage of the project goes in line with the laid down procedures as per the contract sheet, communication will be very frequent and the subsequent communications will mainly be to inform the sponsor hence one-way communication unless where the sponsor makes scope change requests.污水排水系统工程论文代写
Another group that will require frequent communication is the project team which will have to be informed whether the project progress is on track or not, on schedule or behind schedule and whether it is within the laid down budgetary parameters or not. This frequent communication to the project team will also be vital and pivotal in guaranteeing successful supervision of resources; both human and non-human.
During the environmental inspection of the place, the adjacent community through a local environmental lobby group showed concern that the project would lead to environmental degradation and they therefore wanted assurance that the project would not environment in dereliction. That can be communicated at the beginning, in the middle of the project and at the end of the project.
译文：
信息需求：
制定沟通计划时考虑到各个利益相关者有不同的信息需求，因此沟通的需求因利益相关者而异。作为项目发起人的奥克兰农村发展局主要关心的是项目进展顺利，并且进展符合目标。因此，由于发起人有兴趣知道项目的每个阶段都按照合同表规定的程序进行，因此沟通会非常频繁，随后的沟通主要是通知发起人，因此单向除非发起人提出范围变更请求。
另一个需要频繁沟通的群体是项目团队，他们必须被告知项目进度是否按计划进行、按计划还是落后于计划，以及它是否在既定的预算参数范围内。与项目团队的这种频繁沟通对于确保成功监督资源也至关重要；人类和非人类。
在现场环境检查中，邻近社区通过当地环保游说团体表示担心该项目会导致环境恶化，因此希望确保该项目不会造成环境破坏。这可以在项目开始、项目中间和项目结束时进行沟通。
Quality Management 污水排水系统工程论文代写
For quality control, the quality management objective will be achieved through a number of principles, which are also identified by the Project Management Institute (PMBoK 3, p 181). First the quality control will aim at ensuring that customer satisfaction is targeted as the utmost goal hence quality will be defined by the requirements laid down by the Auckland Rural Development Authority who is the customer and sponsor of the project. Secondly, the principle that preventing mistakes is better than later carrying out inspection and repairing defects will be important in guaranteeing that mistakes are avoided during the construction process. The third principle is that costs incurred in the project must be approved by the management thereby respecting management responsibility.
译文：
质量管理 污水排水系统工程论文代写
对于质量控制，质量管理目标将通过一些原则来实现，项目管理协会也确定了这些原则（PMBoK 3，第 181 页）。 首先，质量控制旨在确保以客户满意度为最高目标，因此质量将由作为项目客户和赞助商的奥克兰农村发展局制定的要求来定义。 其次，预防错误胜于事后检查和修复缺陷的原则对于保证在施工过程中避免错误具有重要意义。 第三个原则是项目发生的成本必须得到管理层的批准，从而尊重管理责任。
Cost-Benefit Analysis
A special team will be responsible for carrying out cost-benefit analysis to establish if the desired quality standards should be paid for. To do this, the benefits that accrue to the quality standards wished must outweigh the costs.
Benchmarking
Benchmarking will be achieved through the use of the database for previous similar projects as a way of comparing the Auckland B Sewerage and Drainage project against other projects (PM4DEV, 2008). This benchmarking will provide grounds for measuring performance in the current and helping in generation of more ideas for improvement.污水排水系统工程论文代写
Quality of Materials
Quality of materials greatly affect the quality of the end product hence the quality control and management process will also encompass ensuring that the materials used are of the right quality (PM4DEV, 2008). A special team will be in charge of ensuring that the materials are of the right quality and any material that does not meet the stipulated quality level will not be included in the construction materials.
译文：
成本效益分析
一个专门的团队将负责进行成本效益分析，以确定是否应该支付所需的质量标准。为此，达到所希望的质量标准所带来的收益必须大于成本。
基准测试
基准测试将通过使用以前类似项目的数据库来实现，以此将奥克兰 B 污水和排水项目与其他项目进行比较（PM4DEV，2008 年）。该基准测试将为衡量当前绩效并帮助产生更多改进想法提供依据。
材料质量
材料质量极大地影响最终产品的质量，因此质量控制和管理过程还将包括确保使用的材料具有正确的质量（PM4DEV，2008）。一个专门的团队将负责确保材料的质量正确，任何不符合规定质量水平的材料将不包括在建筑材料中。
Section B: 污水排水系统工程论文代写
Examples of the documents are given below:
| Causes of Change | Percentage of Change | Source of Change |
| Investor’s change requests due to further accepted needs for a project | Up to 30% | Investor |
| Partially unfinished project documentation | 15% | Internal Stakeholder |
| Change of technology due to lack of accessibility of requisite technology in the market | 25% | External Company Environment |
| Unavailability of concrete construction material in region due to some particular factor | 10% | External Company Environment |
| Unavailability of financing for the timely accomplishment of the project | 9% | Project Stakeholders |
| Contractor’s change requests for easier operations, higher income, within the allowable limits for the project | 5% | Contractor |
| Project documentation alignment with new regulations adopted in the period between project design and realization | 6% | Internal project Environment |
Table 5: Scope Change Incorporation
| Account Category | Account Name | Cost Estimate % and ($) | ||
| 101 (Main) | Clearing and Preparing Site | 3%(10 216.50 $) | ||
| 102 (Main) | Building Substructure | |||
| 102.1 (Sub Category) | Excavation and Shoring | 3% (10 216.50$) | ||
| 102.2 (Sub Category) | Piling | 2% (6,811$) | ||
| 102.3 (Sub Category) | 污水排水系统工程论文代写 | Concrete Work | 11 % (37,460.50 $) | |
| 102.4 (Sub Category) | Main Trench and formwork | 8% (27,244 $) | ||
| 102.5 (Sub Category) | Reinforcing | 4% (13,622 $) | ||
| 201 (Main) | Main Trench Excavation | 23 % (78,326.5 $) | ||
| 202 (Main) | Services | 46% (158,700 $) | ||
| Total | 100% (340,550 $) | |||
Table 6: Cost Estimates
| Name | Title | Contact | Communication | Vehicle | Comments |
| Sam Lakefield | Project Manager | Phone and e-mail available in contact book | Status Reports and Internal Project Status Meeting
污水排水系统工程论文代写 |
Through phone and mail | Two-way communication with feedback needed |
| Auckland Rural Development Authority | Project Sponsor | Phone, e-mail and official address | Initial Communication on project commencement | Through e-mail, phone call and official letter | Communication to inform |
| Project Team | Project Team | Phone, e-mails, | Deliverables and project expectations | Through mail, phone calls and SMS | Communication to inform and clarify |
| Auckland Save the Environment Group | External Stakeholder | Posters, e-mails, local media | Addressing concerns on environment | Through newspaper, posters and e-mail | Posters and newspaper ads for general community, e-mail for lobbyists |
Table 7: Communication Matrix
| Vehicle | Target | Description Purpose |
Frequency | Owner | Distribution Vehicle |
Internal/ External |
Comments |
| Status Report | All Internal Stakeholders | Communication of project progress and deliverable status | Weekly | Sam Lakeland | e-mail and organization chart | Internal | |
| Status Report | Auckland Rural Development Authority | Communication of project Progress and deliverables | Bi-Weekly | Sam Lakeland | Official letter | External | |
| Status Report | Auckland Save the Environment Group | Communication of project Progress and deliverables | Beginning, mid and end | Project Team | e-mail and posters | External | At the start mid-project and finish of the project |
Table 8: Communication Frequency Plan
References 污水排水系统工程论文代写
Bowman, D. (2009). Requirements Traceability Matrix. Information-management-architect.com. Retrieved 14 May 2014, from http://www.information-management-architect.com/requirements-traceability-matrix.html
D.M. Dilts, K.R. Pence (2006), “Critical factors in Project Failure”, Journal of Operations Management, 24 378–396 污水排水系统工程论文代写
Ibbs, C., Wong, C., & Kwak, Y. (2001), “Project change management system”Journal of Management in Engineering ASCE，17/3, 159-165
Lee, M., Hanna, A., & Loh, W. (2004), Decision tree approach to classify and quantify cumulative impact of change orders on productivity”, Journal of Computing in Civil Engineering ASCE, 18/2, 132-144
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Love, P., Mandal, P., Smith, J., & Li, H. (2000), “Modelling the dynamics of design error induced rework in construction”, ConstructionManagement and Economics, 18/5, 575-586
Lyneis, J., & Cooper, K. (2001), “Strategic Management of Complex Projects: A Case Study using System Dynamics”, System Dynamics Review, System Dynamics Society, 237-260
Meredith, R. Jack and Mantel, Jr., Samuel J., (2008) Project Management: A Managerial Approach, 7th edition, Wiley, ISBN 0-470-22621-8
Motawa, I., Anumba, C., & El-Hamalawi, A. (2006), “A fuzzy system for evaluating the risk of change in construction projects”, Advances in Engineering Software, 37, 583-591
Nahod M.M. (2010), Change Management in the Realization Phase of Construction Projects, Published MSc Thesis, Construction Management Department
Nahod, M. (2012). Scope Control Through Managing Changes in Construction Projects. Organization, Technology \& Management In Construction: An International Journal, 4(1), 438–447.污水排水系统工程论文代写
Pinto, J. K. (2007) Project Management: Achieving Competitive Advantage. Pearson/ Prentice Hall
PM4DEV, (2008) PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS: A methodology to manage development projects for international humanitarian assistance and relief organizations –management for development series
Project Management Institute- PMI (2013, A Guide to the Project Management Body of Knowledge: (PMBOK’s Guide), 5th edition, PMI,
Project Management Professional (2012) Introducing Project Cost Management: Chapter 7
Stackpole, Cynthia Snyder, (2009) A Project Manager’s Book of Forms: A Companion to the
PMBOK’s Guide, Wiley, ISBN 978-0470389843
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