Faculty of Engineering & Information Technology 

49002 Managing Projects – Assignment 2 

49002 Managing Projects  COVER SHEET for Final Report of Group ASSIGNMENT
By signing this form and submitting the attached report, I certify that this assignment is my and group members own work, based on our personal study and/or research, and we have acknowledged all material and sources in the preparation of the assignment.  We all certify that the assignment has not previously been submitted for assessment in any other course or at any other time in the same course and that we have not copied in part or whole or other-wise plagiarized work of others. We all agree and accept the % contribution of each member of the group as listed below.
Group Number 29	Date 11/10/2019
13420219	Mohan Sai Santosh Ayyala
13395001	Rowin D’souza
13662933	Rushi Dadhania
13666336	Sarbartha Goswami
13682683	Shravani Priya

Date submitted: 11/10/2019 

Document Version: 2.2

Table of Contents

1 Introduction 5

Overview 5

Key Milestones 5

2 Stakeholder 6

Background 6

Stakeholder register 6

Stakeholder prioritisation grid 8

Stakeholder Communication Plan 10

3 Scope Statement 12

Background and rationale 12

Objectives, Goals, Needs 12

Assumptions 13

In-scope work and Out-of-scope work 14

In-Scope work 14

Out-of-Scope work 14

Deliverable 15

Milestones 15

External Dependencies 16

Limits and Exclusion 16

4 Work Breakdown Structure (WBS) 17

Background 17

Hierarchy 17

5 Network Diagram 20

Background 20

Network Diagram 20

Gantt Chart 20

6 Risk Management 21

Background and rationale 21

Risk Register 21

Risk Treatment Plan 26

7 Histogram of Resources 30

Background 30

Human Resource List 30

Resource Levelling (Human Resource) 32

Non-Human Resource List 35

Resource Levelling (Non-Human Resource) 40

8 Cost 43

Background 43

Cost summary 43

S-Curve 43

Cost table 44

Cumulative Cost Table 47

References 48

Appendix 48

Appendix 1: Version Control 48

Appendix 2: Gantt Chart 50

Appendix 3: Network Diagram 51

Appendix 4: WBS diagram 52

List of tables

Table 1: Stakeholder Register

Table 2: Stakeholder power and interest matrix

Table 3: Stakeholder Communication Plan

Table 4: Milestones

Table 5: WBS Coding

Table 6: Likelihood description

Table 7: Consequence description

Table 8: Risk Matrix

Table 9: Risk Register

Table 10: Risk Treatment Plan

Table 11: Human Resource List

Table 12: Human activities to be levelled

Table 13: Human resources needed each day

Table 14: After levelling of human Resources

Table 15: Non-Human Resource List

Table 16: Non-Human activities to be levelled

Table 17: Non-human resources needed each day

Table 18: After Levelling of non-human resources

Table 19: Cost table summary

Table 20: Cost Table

Table 21: Cumulative Cost Table

1 Introduction

This report is a proposal for our project management plan for constructing a house for the Jones family in Forster, NSW. Our Blue Bricks consultancy very interested in taking up the project and provide quality services to our client. The project is proposed to be completed within approximately twenty-one weeks and the estimated cost of the project is 1,088,645.49 AUD.

The knowledge areas mentioned in Project Management Book of Knowledge (PMBoK) were considered while developing this project plan report. This document is a reference to how to execute to the plan and will act as a validation sheet for cross checking.

Overview

Project Start Date: 28^th October 2019

Project End Date: 16^th April 2020

Total cost of the project: $ 1,089,645.49

Key Milestones

The key milestones are as follows:

1. Completion of initial activities
2. Completion of foundation work
3. Completion of external work
4. Completion of internal work
5. Completion of installation of appliances and fitting
6. Completion of final inspection and closure

2 Stakeholder 

Background 

Managing projects comprises of numerous roles out of which stakeholder management is one the most important aspects. Project management involves planning, organizing, delegating and controlling throughout the project lifecycle including managing involved parties with a stake. Stakeholders are defined as “Any group or individual who can affect or is affected by the achievement of the organizations objectives” (Freeman 1984, p. 46). Stakeholders will directly or indirectly affect the progress of the project, where the affect can be either positive or negative in nature. Implications include cost overruns, more lead time for project completion and may lead to project failure. 

“Stakeholders are individuals, groups or institutions with an interest in the project, and who can affect the outcome” (Boddy and Paton 2004). Any skilled person, operational or managerial, that is involved with the project requirements could affect the development process. Interest of some stakeholders are in line with the organisation’s goals. On the other hand, interests of some stakeholders are not in line with organisation’s goals. In conclusion, stakeholders play curial role in the success or failure of an organisation (Gibson 2000). 

Stakeholder register 

A project manager needs to create and maintain a record of all the stakeholders to efficiently keep track of the project. The project manager needs to ensure the progress is in line with the stakeholder’s requirements. It is crucial to discuss the requirements of each stakeholder before executing the project and keep a record based on priority and influence. The stakeholder register for our project provides basic information and tells about the type of each stakeholder. 

Table 1: Stakeholder Register

ID Information	Assessment Information	Classification
Stakeholder name/ position	Contact	Role in project	Major requirements/ expectation	Potential influence	Internal/External	Supporter/Neutral/ Resistor
Mr and Mrs Jones	Email ID	Customer	Handover of project within agreed time, cost and high quality.	Maximum	Internal	Supporter
Mid-Coast Council	Council@midcoast.nsw.gov.au	Local regulatory authority	Maintaining conformance to the approved design plans during construction and planning of the project.	Maximum	External	Neutral
Designer	Email ID	Designer	Conformance to approved design plans.  – Timely communication of any design change requirement before implementation.	Moderate	Internal	Neutral

Stakeholder name/ position	Contact	Role in Project	Major Requirement	Potential Influence	Internal / External	Supporter/Neutral/Resistor
Bank	Email ID	Financer	Completion of project within agreed budget.	Moderate	External	Supporter
Helen Aitken	Helen.Aitken@uts.edu.au	Consultant	Clear and on time communication about the task with all relevant information about the required documents.	Minimal	Internal	Neutral
Labour  contractor	Email ID	Labour  contractor	Effective management of manpower to support construction activity to reduce project delay time.	Moderate	Internal	Supporter
Plumber	Email ID	Plumber	Completion and start of the work within agreed time.	Moderate	Internal	Neutral
Electrician	Email ID	Electrician	Completion and start of the work within agreed time.	Moderate	Internal	Neutral
Painter	Email ID	Painter	Completion and start of the work within agreed time.	Moderate	Internal	Neutral
Supplier	Email ID	Supplier	Supply of correct quantity and conformance to delivery schedule.	Minimal	External	Neutral
Local Community	In Person Meetings	Neighbours	Completion of work within disturbance to the local community and reduction of noise, dust and undesirable effects from the construction activities.	Minimal	External	Neutral

Stakeholder prioritisation grid 

Stakeholder priortisation grid is needed to be created because it is very important to classify stakeholder according to their power and interest in the project. The agenda of each stakeholder is different is so their decision-making power. The power and interest matrix identifies and differentiates the value of each stakeholder based on ratings (1-5). The stakeholder with minimum interest and power is rated ‘1’ and stakeholders with highest interest and power are rated ‘5’. 

The grid is further classified into four quadrants which shows the classification of stakeholders according to their power and interest. stakeholders who needs to be monitor is shown in the bottom left quadrant as they have less interest and power in the project. In upper left quadrant shows the stakeholders who needs to be kept satisfied as they have high power and less interest in the project. The stakeholders in bottom right quadrant has less interest and power but they are need kept informed as they are important for project. Upper right quadrant shows stakeholders who needs to be manage closely as they have more power and interest in the project. This grid helps the project manager to develop a communication method and maintain effective communication based on importance. 

No.	Stakeholder	Power (1-5)	Interest (1-5)
1	Customer	5	5
2	Local Regulatory Body	4	2
3	Designer	3	4
4	Financer	4	3
5	Consultant	1	3
6	Labour Contractor	4	3
7	Plumber	3	2
8	Electrician	3	2
9	Painter	2	2
10	Supplier	2	1
11	Local Community	1	1

Table 2: Stakeholder Power and Interest Matrix 

Figure 1: Stakeholder Power and Interest Grid 

Stakeholder Communication Plan 

Stakeholder Communication Plan is based on stakeholder prioritisation plan.  It is a table that tells the communication strategy corresponding to each stakeholder. 

Table 3: Stakeholder Communication Plan

SR. No.	Communication Type	Description	Frequency	Format	Involved Parties	Action Plan	Responsible Individual
1	Initial meeting	Discussion with local community regarding project.	Once	Face to Face meeting	Project Manager, Neighbours	Register the concerns	Project manager
2	Task Monitoring	Discussion of completed, pending, and future tasks	Weekly	In Person/ Conference Call/ Email	Project manager, Department Representatives	Update Project Status	Project manager
3	Community Announcements	Intimating local community about any changes in project plan	As per requirement	Face to Face meeting	Project Manager, Neighbours	Register the concerns	Project manager
4	Team Meeting	Discussion of project status and further plan of action	Weekly	In person or conference call	Project manager, Department Representatives	Updating status register, and Requirements	Project manager
5	Resource Requirement Meeting	Comparison of various supplier quotes and price negotiation	Once with individual vendor	In person / mail / conference call	Procurement Head, Suppliers	Finalising quotes and generating invoices	Project manager and Procurement Head
6	Change-point Meeting	Discussion of unplanned changes	As per requirement	In Person / Conference Call	Project manager, Department Representatives	Updating status register	Project manager
7	Site meeting	Discussion of activity related with site members	As per requirement	In person	Site supervisor	Discussion of work instruction and inspection sheet	Site supervisor and Project manager
8	Task Progress Report	Workflow monitoring and modification	Daily	In Person / on call	Site supervisor	Tracking Project Progress	Project manager
9	Task Progress Report	Workflow monitoring and modification	Daily	In Person/Telephone	Project Manager	Summarized report	Consultant
10	Overall Task Progress Report	Workflow monitoring and modification	Every last working day of the week	Email	Project Manager	Collecting information and documentation	Mr and Mrs Jones, Helen Aitken

3 Scope Statement

Background and rationale 

Project scope clearly gives an understanding of the end stage or result of our project (Larson et al. 2013) and the purpose of this activity is to define the project face to end-users and create a project plan accordingly. Scope management of the project refers to the processes which will make sure a project’s scope is defined and mapped accurate. It further has methods which will assign proper amount of work necessary to effectively complete a project, also concerned with controlling what is part of project’s scope or not. The scope of our project is to properly bifurcate the tasks which are part of the project and which are not, along with scheduling the tasks according to the milestones giving it specific deadline to complete the project in the given duration. 

Scope management is a vital activity that should be carried out by every project manager to avoid confusion among stakeholders and eliminate project delays. Clearly defining the scope will ensure quality and cost effectiveness of all the activities related to project management.

The scope statement for the Jones villa project will identify goals, deliverables, milestones, technical requirements, limitations and exclusions. This can be used as a reference to any modifications, inclusions, and exclusions from the project. Not having a well-defined scope can lead to many problems like miscommunication, delays in deliverables, increase in cost or possible failure to complete project.

Objectives, Goals, Needs 

The main objective of our project is to construct a house which is fulfilling all the requirements of the owner in the given time and budget allocated to the project. In addition, it will be built according to the Australian Building code. The objectives clearly identify and quantify the resources required, skilled or unskilled labour and basis for overall construction along with interdependent activities and timely completion of the tasks.

The following are our goals

1. Build a house of 252.74 m² area in Forster Grange, NSW, Australia. Forster is in one of the precincts under the mid-coast council.
2. Develop a project proposal considering the lump sum amount set by the Jones family.
3. Design a roof trusses type house with 3m high walls and windows 2.1m x 0.9m.
4. Design and build a house which confirms to external and internal requirements provided by the clients.
5. Procure all the kitchen, bathroom, laundry and any electrical appliances as mentioned by the client during the agreement and planning stage.
6. Ensure safety and quality inspections at every stage to ensure overall quality of the project.
7. Handover the fully completed and inspected house within the projected time frame along with the review report.

Assumptions

An Assumption is something that is considered by default without any evidence. In an ideal case during project planning, all the information related to project phases is available before hand and project manager can make accurate predictions related to health of the project. Although, this may not be true for real world scenarios. Project managers need to fix certain variable like cost related to resources, manpower and scheduling. Project management team can get a better understanding of risk associated with the project by brainstorming assumptions that are relevant. Also the impact related to not confirming to the assumptions can be analysed beforehand and action plans can be created to mitigate the effects.

Assumptions can be good or bad depending on the affect they have on the project. It is always better to clarify or recheck with the clients and other involved parties to avoid any confusion or mismanagement. Impacts of these assumptions not holding true are categorised into four categories such as low, medium, high, and severe.

The following are the assumptions made during developing the project proposal

1. The technical and non-technical specifications do not change during project execution (Impact level: High)
2. The scope defined during project initiation stage does not change throughout the project lifecycle (Impact level: High).
3. Cost related to the project and stakeholders would be paid and reimbursed as per project plan and agreements (Impact level: Medium).
4. The resources for house construction would be procured as per project schedule (Impact level: High).
5. Skilled and unskilled manpower would be assigned as per project needs to avoid excessive costs or delays (Impact level: Medium).
6. Rules and regulations set by the mid-coast council do not change throughout the project lifecycle (Impact level: Low)
7. There will be no interruption in project workflow by weather conditions, natural calamities like floods, bushfire during execution stage (Impact level: Severe).
8. A well organised guidelines and systems for waste management from the construction site is already set up and in action. (Impact level: medium)
9. We already have a clearance certificate from the government to build the house. (Impact level: Low)

In-scope work and Out-of-scope work

Setting boundaries for any project is a vital part of the project management. This boundary differentiates work into two categories such as in-scope and out-0f-scope work. Identification of these categories assists project managers to focus or direct their resources into relevant activities. Moreover, this helps in eliminating resource utilisation for unrelated activities.

In-Scope work

1. Assessing and examining the plot for soil properties related to construction within the Forster Grange.
2. Getting approvals and legal clearance from the local regulatory bodies.
3. Performing site preparation, levelling or fill-up for constructions for initial foundation work.
4. Setting up provisions for electrical and plumbing work during the foundation stage.
5. Construction of external framework and clay brickwork along with roof trusses as per approved plan requirement.
6. Ordering resources and arranging manpower, raw materials for construction activities as per agreed plan.
7. Arranging necessities for construction such as electricity and water.
8. Pre and post inspection of in-house work and subcontracted work to ensure conformance to the approved plan.
9. Installation of “Gainsborough” keyed locks for front and rear doors along with security locks for other doors and windows.
10. Constructing internal structure and furnishing as per agreement with the clients.

Out-of-Scope work

1. Drafting layout plan and floor heightening
2. Designing and setting up Air-conditioning system
3. Landscaping activities like gardening and swimming pool construction
4. Building a boundary or fence around the plot.

Deliverable

Deliverables are documents/necessities that are essential for keeping the client updated throughout the execution of project. Deliverables can be classified into two categories such as recurring deliverables and sign-off deliverables. Recurring deliverables are the ones used as a basis for measuring and controlling the progress of project outcomes like activities, or milestones. These are periodically submitted to the client or the relevant parties. Sigh-off deliverables are documents or amenities that are agreed upon by the client during the initial contract and are to be submitted only once.

Recurring Deliverables

• Layout drawings and documents
• Site analysis report
• Regulatory body approval documents
• Invoices for the resources
• Status report of the progress in the project

Sign-off Deliverables

• Soil analysis report
• Inspection report
• Ready-to-move house with agreed requirements
• Keys to doors and locks
• Safety and warranty documents for all installed components
• Final cost report and relevant receipts
• Copy of final signed-off contract

Milestones

Milestones are any deliverables, vital events, or achievements throughout the project lifecycle (PMBOK 2008). Selection of milestone should be such that it ensures completion of a major stage in a project. This gives a sequential movement to a project progress and easy slide into the next stage. Efficient selection of milestones simplifies documentation and project planning activities.

Table 4: Milestones

Serial number	Milestone	Completion date
1	Completion of initial activities	14 November 2019
2	Completion of foundation work	04 Dec 2019
3	Completion of external work	03 Jan 2020
4	Completion of internal work	20 March 2020
5	Completion of installation of appliances and fittings	10 April 2020
6	Completion of final inspection and closure	16 April 2020

External Dependencies 

External factors or parties that influence the project performance during project life cycle are called the external dependencies. Such dependencies are not in control by the project manager but plans can be developed to efficiently manage them.

1. Regulatory bodies for legal clearance and approvals.
2. Unfavourable climate conditions.
3. Material and resource availability as per project plans.
4. Financial requirements from the client
5. Supplier conformance to project agreements

Limits and Exclusion 

The project is being carried out to fit the calculated budget. Any change or additional services to be added aren’t considered. Suppose the customer wants add facilities such as a garden, pool or fencing, they are of excess cost outside the spending plan. These constraints would limit the ability of project managers to make decision.

We have identified a few constraints below

1. Financial constraints as per initial agreement
2. Design constraints as per approved plan
3. Material and resource availability constraints as per customer specifications and budget.

4 Work Breakdown Structure (WBS) 

Background 

Larson et al. (2013, p. 113) defines WBS as a hierarchical technique that sequentially bifurcates the project at hand into smaller parts. WBS gives overall outline of the whole project and aids project managers to identify all work elements of the project. Hierarchical breakdown provides basis for project managers to control and monitor project progress with respect deadlines or milestones. 

Successful completion Jones Villa project within specified time requires the visualisation of the project into work elements. This visualisation is given the WBS. Therefore, formation of WBS is curial part of this project and every element requires a cost and time estimation. WBS forms the basis for project planning, budgeting and scheduling. Finally, we can efficiently track our going cost and performance with respect to actual cost and deadlines using WBS. (Refer Appendix 4)

Hierarchy

Table 5: WBS Coding

WBS Code	Name	Description
1	Initial Activities	Basic activities that are required to be completed before starting to build the house.
1.1	Project Workflow Planning	Documenting the project plan
1.2	Regulatory Body Approvals	Getting the approval from government or other regulatory body to proceed with the project execution
1.3	Team Formation	Forming a team required to run the project effectively with responsibilities
1.4	Risk Assessment	Identifying any potential risk associated with the project and relevant action plan
1.5	Initial Meeting	Open meeting with client, community members and other involved parties
2	Foundation Work	Activities related to laying foundation work
2.1	Site Clearing	Clearing the plot for building house
2.2	Soil Analysis	Analysing the soil to plan the resource required to build a house
2.3	Creating Channels	Based on the layout plan required channels are created on the foundation area.
2.4	Laying Vapour barrier	Vapour barrier sheet is placed on the foundation area to avoid soil moisture transfer to concrete slab
2.5	Laying Reinforced Bars	Reinforced bars are placed in the channels
2.6	Laying Fine Mesh	Fine mesh is placed on the foundation area to lock the concrete and prevent little cracks
2.7	Installing Plumbing facilities	Initial plumbing work like connection to drainage and water source.
2.8	Initial Electrical Work	Initial electrical work required like earthing and power source connection are made
2.9	Pouring Concrete	Concrete is poured on the foundation area and even distribution of concrete is ensured at this stage
3	External Work	All activities related to construction of outer framework
3.1	Frame Construction	Exterior wooden framework for the house
3.2	Roof Trusses Construction	Installation of roof trusses
3.3	Roof Work	Roof tiles are placed at this stage
4	Internal Work	All Activities related to interior part of the house
4.1	Electrical Work	Electrical wiring
4.2	Plumbing Work	Installing water and other plumbing connections
4.3	Insulation work	R3.5 rated insulations to the walls
4.4	Plastering	Plastering the framework to prepare for brick laying
4.5	Laying clay bricks	Laying the bricks according to the planned house structure
4.6	Installation of Internal Doors	Installing the doors with locks that are inside the house
4.7	Painting	Painting the walls and ceiling
4.8	Water proofing	Waterproofing the wet areas like bathroom, kitchen and laundry room
4.9	Tile Work	Paying tiles after waterproofing the areas
4.10	Carpenter work	All the wooden furnishing inside the house
4.11	Installation of External Doors	Installing main front and back doors
5	Appliances and fittings	Installing all electrical appliances along with client approved fittings
5.1	Kitchen	Tasks related to kitchen area
5.1.1	Installing kitchen appliances	Appliances are fitted as per plan
5.1.2	Polished Sink	Installation of the sink
5.1.3	Taps	Taps are fitted
5.1.4	Kitchen Shelfs and cupboards	Shelfs and cupboards are placed
5.2	Laundry & Bathroom	Laundry and bathroom fittings are done
5.2.1	Laundry tub	Laundry tub is fitted
5.2.2	Tap wear	Taps and other are placed
5.2.3	Washing machine connections and Dryer	Washing machine and a dryer are connected
5.2.4	Shower and screen	Shower fittings are done along with placing screens
5.2.5	Toilet suits	Installation of Coroma toilet suits with dual flush capacity
5.2.6	Holders and vanity stand	Holders for purposes such as toilet rolls, soap holders, and cabinets are fitted
6	Final Closure	Last few checks to ensure adherence to initial plans
6.1	Inspection	Final inspection carried out
6.2	Handover Review Report and Keys	Final report and keys are handed over to the owners
6.3	Signoff Meeting	Meeting to finish the project proposal

5 Network Diagram

Background

Network diagram are used in project management for visual representation of all the sequential and dependent activities within the project. The relationship between the activities is represented by arrows and nodes. Network diagrams are mainly used because it is helpful in reaching project’s goal effectively, by working on duration of project and finding its critical path. (Battersby, A., 1970)

Advantages of using network diagrams are:

• It helps to validate the estimation of time duration of project.
• It aids in planning, organising and controlling.
• It provides opportunities where we can compress the schedule of the project.

It is important for our project because it will help us to find the critical path of our project and we can keep track on the project is it going according to the schedule or not. It will help us to justify the estimation of time for the project.

Network Diagram

Network diagram is made by listing major activities, with its predecessor and successor activities. We can know the early finish, early start, late start, late finish of the activities. From the help of the network we can find free float and total float of the activities. The activities with zero total float give us the critical path of the network diagram. Activities on critical path can’t be delayed otherwise it will affect whole duration of the project. (Refer Appendix 3)

Gantt Chart

Gantt chart shows the schedule of project in form of a chart. It shows start and end time for different activities, the duration of activities, predecessors of the activities, activities which are overlapping each other and the start and end time of the project. (Refer Appendix 2)

The critical path for our project observed from the Gantt chart is 1<2<3<4<5<66

6 Risk Management

Background and rationale

Risk is associated with the uncertainty of the future, and it can have a positive or negative effect on the event of interest. Risk management is vital part of project management, and it is ongoing process. So, there should be risk management at every stage of the project. Risk is made up of two parts such as consequence and probability. By understanding the level of severity of the risk will assist project managers better plan to mitigate effects and keep the project on track. We are going to focus the negative risks associated with the project that can have negative effect on the project and delay its progress. Since risks will have a negative effect on the objectives of project and will lead to having dissatisfied customers and will hamper the success of business of any organisation. Therefore, risk management is important part of the project.

Brainstorming the level of severity and the occurrence of the risk will be giving a reference to rank risks in level of importance. Based on the level of importance we will prepare a plan to mitigate and prepare appropriate plan. Also, all relevant risks are communicated to all interested stakeholders and top management. Overall risk management will improve the process knowledge and communication of the involved parties and give a systematic framework to address new risks encountered in an ongoing project.

Risk Register

The risk register identifies all the risks associated with the project at every stage from initiation to project sign off. And gives framework control the uncertainty of future on the project objectives. This report identifies all the risks associated with construction of the house. We have taken into account all the risks that are having risk level such as low, moderate, high and significant. The risk register is divided into six sections such as finance, technical, external, internal, safety and environmental. After completing the risk assessment, we have identified six significant risks, six high risks, nine moderate risks, and seven low risks.

Table 6: Likelihood description

Level	Likelihood	Explanation
1	Rare	Happens only rare situations
2	Unlikely	Happens but not anticipated
3	Possible	May happen
4	Likely	Probably happens in most situations
5	Almost certain	Expected to happen in most situations

Table 7: Consequence description

Level	Consequence	Explanation
1	Insignificant	Very less impact on the project objectives
2	Minor	Minor impact on the project objectives
3	Moderate	Moderate impact on the project objectives
4	Major	Major impact on the project objectives
5	Catastrophic	Stops the project for significant amount of time

Table 8: Risk matrix

	Consequences
Insignificant (1)	Minor (2)	Moderate (3)	Major (4)	Catastrophic (5)
Likelihood	Rare (1)	1	2	3	4	5
Unlikely (2)	2	4	6	8	10
Possible (3)	3	6	9	12	15
Likely (4)	4	8	12	16	20
Almost certain (5)	5	10	15	20	25

Low risk = 1-4

Moderate risk = 5-6

High risk = 8-10

Significant risk = 12-25

Table 9: Risk register

Ref	Risk associated with the event	The consequences of an event happening	Controls	Rating	Level of risk	Risk priority
Likelihood (L)	Consequences (C)	(L)	(C)
Risk related to finance
1	Material cost increase	Likely	Major	Additional 10% cost consideration during budget calculation	4	4	16	Significant
2	Increase in tax	Possible	Moderate	Additional consideration given in the budget	3	3	9	High
Risk related to technical aspects
3	Design inaccuracy	Rare	Catastrophic	Design verification stage	1	5	5	Moderate
4	Improper site assessment	Unlikely	Major	Hiring through verified source	2	4	8	High
5	Equipment breakdown	Unlikely	Moderate	Adherence to preventative maintenance plan	2	3	6	Moderate
6	Unavailability of material	Unlikely	Moderate	Safety stock planned	2	3	6	Moderate
7	Lack of availability of machines	Unlikely	Moderate	Selecting suppliers with good delivery ratings	2	3	6	Moderate
8	Task stoppage due to unavailability of transport facility	Unlikely	Moderate	Using agencies with excellent ratings	2	3	6	Moderate
9	Failure of structure units	Rare	Major	Maintaining adherence to design plans	1	4	4	Low
10	Mishandling of waste materials	Possible	Minor	Setting standard procedures for handling	3	2	6	Moderate
Internal risks
11	Disagreement between stakeholders	Possible	Major	Proper communication channels setup	3	4	12	Significant
12	Communication system not effective	Likely	Major	Feedback taken from interested parties	4	4	16	Significant
13	Employee disagreement	Possible	Moderate	Daily meeting to address issues	3	3	9	High
14	Worker productivity reduction	Unlikely	Moderate	Regular assessment and training sessions planned	2	3	6	Moderate
15	Excessive interference of the owner in design	Unlikely	Minor	Explaining standard working procedures and contract requirements during initiation	2	2	4	Low
16	Inexperienced staff selection	Possible	Moderate	Induction, training and regular assessment planned	3	3	9	High
17	Workers/ Staff unplanned leave	Possible	Moderate	All unplanned leave will be communicated to project manager directly	3	3	9	High
External risks
18	Environmental regulation violation	Possible	Moderate	Adherence to environmental regulation	3	3	9	High
19	External party involvement	Unlikely	Major	Confidential agreement signed with all involved parties	1	4	4	Low
20	Failure of suppliers	Unlikely	Major	All suppliers selected after assessment of their performance and facility	1	4	4	Low
21	No power	Unlikely	Major	Backup power supply equipment hired	1	4	4	Low
22	Communication failure	Unlikely	Major	All staff and workers were insisted to use Telstra network connection to avoid disruption	1	4	4	Low
23	Local regulatory unwanted interference	Rare	Major	Ensuring strict compliance with regulatory guidelines	1	4	4	Low
Safety risks
24	Injury of workers due to fall	Likely	Moderate	Proper protective guards provided	4	3	12	Significant
25	Injury to visitors	Likely	Moderate	Proper protective guards provided to visitors.	4	3	12	Significant
26	Injury to public	Likely	Moderate	Construction barrier constructed to limit public access to main gates.	4	3	12	Significant
27	Fire	Rare	Catastrophic	Adequate resources provide to handle and avoid fire incidents	1	5	5	Moderate
Environmental risks
28	Rain	Likely	Major	Allowance to rainy days in overall plan	4	4	16	Significant
29	Flood	Likely	Major	Drainage system established	4	4	16	Significant
30	Bush Fire	Likely	Major	Awareness provided about risk related to bush fire	4	4	16	Significant
31	Natural calamities	Rare	Catastrophic	Insurance	1	5	5	Moderate

Risk Treatment Plan

In the risk treatment plan, we address the significant and high identified at the risk identification stage. And we have decided not to give additional action for low and moderate risk. Since controls currently available can mitigate the risks arising from these sources.

Table 10: Risk treatment plan

The risk in priority order from risk register	Possible risk treatment options	Preferred options	Risk rating after treatment	Result of cost benefit analysis A – Accept B – Reject	Person responsible for implementation of option	Timetable for implementation	How will this risk and the treatment options be monitored?
Material cost increase	– Additional 10% cost consideration during the budget calculation. – Pre agreement with all suppliers to freeze the prices. -Buying all stock required at the beginning of the project.	Pre -agreement with all suppliers to freeze the prices.	Low	A	Project manager	Initial stage	-Internal and external audits. -Verification of supplier agreement by the sourcing team
Disagreement between stakeholders	– Proper communication channels setup. -Regular review meeting with relevant stakeholders	Regular review meeting with relevant stakeholders	Low	A	Project manager & supervisor	The ongoing process through the project	Regular feedback is taken by stakeholders
Communication system not effective	– Feedback taken from interested parties -Project progress report sent weekly through mail	Project progress report send weekly through mail	Low	A	Supervisor	Weekly	Feedback taken by interested parties
Injury of workers due to fall	– Proper protective guards provided – The proper path set in the worksite to walk around without obstacle	Proper path set in the worksite to walk around without obstacle	Low	A	Project Manager	Initial	Daily inspection of work layout and safety features.
Injury to visitors	-Protective wear provided before entering the site. -Induction provided to increase awareness about safety measures.	Induction provided to increase awareness about safety measures.	Low	A	Site Supervisor	As per requirement	Visitor register will be maintained at the entrance gate
Injury to public	-A barrier constructed around the construction area to restrict public access.	Barrier constructed around the construction area to restrict public access.	Low	A	Project Manager	Once	Measures are going to be implemented during risk assessment stage under initial activities
Rain	-Allowance to rainy days in the overall plan	Allowance to rainy days in the overall plan	Low	A	Project Manager	Through the project	Verification of project timeline on a regular basis
Bush Fire	-Awareness provided related to the risk associated with bush fire. -All safety measures and guidelines are given by midcoast council implementation	All safety measures and guidelines are given by midcoast council implementation	Low	A	Project Manager	Once	Measures are going to be implemented during risk assessment stage under initial activities
Flood	-Drainage system established -Back up pumps set up to pump water out	Back up pumps set up to pump water out	Low	A	Project Manager	Through the project	Layout verification stage
Increase in tax	– Additional consideration is given in the budget. -Pre agreement set up with the owner to review cost of project with respect to tax	Pre agreement set up with the owner to review cost of project with respect to tax	Low	A	Project Manager	Initial	Verification of project documents at before the agreement
Improper site assessment	– Hiring through the verified source -Verification of data by second party	Verification of data by the second part	Low	A	Design Engineer	Design stage	Design verification stage introduced
Inexperienced staff selection	– Induction, training and regular assessment planned -Hiring staff on contract basis to assess skills	Hiring staff on contract basis to assess skills	Low	A	Project Manager	Human resource hiring stage	Regular skill assessment
Workers/ Staff unplanned leave	-Training provided to all staff and workers to take responsibility of other job roles in case of unplanned leave. – Additional casual staff and workers hired to act as a back up	Additional casual staff and workers hired to act as a back up	Low	A	Project Manager	Project planning stage	Consideration given in team forming stage.
Environmental regulation violation	– Adherence to environmental regulation -Check points introduced daily workplace inspection	Check points introduced daily workplace inspection	Low	A	Supervisor	On going	Internal and external audits

7 Histogram of Resources

Background

A resource in project management includes the materials, labor, tools, and equipment needed to complete the project. As a project manager we should ensure that the resources are available when they are needed materials. Histogram of Resources is an important component of project management which can ensure project is executed according to the work breakdown structure (WBS). A resource Management plan can help to arrange all the human and non-human resources according to the time schedules and budgets, and keep records of important data like quantity of resources, constraints etc.

Human Resource List

The human Resources are listed below according to the WBS

Table 11: Human Resource List

Activity	Role/Task Description	Human Resource Name	Maximum Units	Constraint
1.1	Project Workflow Planning	Clients, Project Manager	3	Budget, Time
1.2	Regulatory Body Approval	Government Agency	1	Design, Environment, Safety
1.3	Team Format	Project Manager, Engineers	3	Shift Planning, Employee Scheduling
1.4	Risk Assessments	Project Manager, Engineers	3	Experience, Lack of Data
1.5	Initial Meeting	Clients, Project Manager, Engineers	5	Availability
2.1	Site Clearing	HR/HC truck driver	2	Technical, Time, Availability
Excavator operator	2
Bulldozer driver	2
Labours	6
2.2	Soil Analysis	Geotechnical Consultant	1	Availability
2.3	Creating Channels	Engineer	1	Technical, Resources
Labours	6
2.4	Laying vapour barrier	Labours	6	Time
2.5	Laying reinforcement bars	Engineer	1	Time, Resources
Reinforcing iron workers	5
2.6	Laying fine mesh	Rigger	4	Schedule, Technical
Welder	2
Machine operator	2
2.7	Installing plumbing	Engineer	1	Budget, Technical
Plumber	5
2.8	Initial electric work	Electrician	4	Technical, Time
2.9	Pouring concrete	Concrete workers	7	Infrastructure, Time
3.1	Frame Construction	Form workers	8	Quality, Time
Labours	12
3.2	Roof Trusses Construction	Labours	7	Quality, Time
3.3	Roof Work	Labours	10	Quality, Time
4.1	Electric work	Electrician	2	Technical
4.2	Plumbing work	Plumber	5	Technical
4.3	Insulation work	Labours	6	Technical
4.4	Plastering	Labour	8	Quality
4.5	Laying Bricks	Bricklayers	14	Quality, Time
4.6	Installation of internal doors	Doors and windows installers	2	Quality, Technical
4.7	Painting	Painter	6	Quality, Budget
4.8	Water Proofing	Labours	8	Technical
4.9	Tile Work	Labours	5	Time, Resources
4.10	Carpenter Work	Carpenter	7	Quality, Resources
4.11	Installation of external doors	Doors and Windows Installer	2	Quality, Budget
5.1.1	Installing Kitchen Appliances	Carpenter	2	Quality, Budget
Interior Decorator	1
5.1.2	Polished Sink	Labour	2	Resource
5.1.3	Taps	Labour	2	Resource
5.1.4	Kitchen shelfs and cupboard	Labour	4	Resource
5.2.1	Laundry Tub	Labour	2	Budget
5.2.2	Tap Wear	Labour	2	Budget
5.2.3	Washing Machine Connection and Dryer	Technician	1	Budget
5.2.4	Shower and Screen	Bathroom Fitters	2	Budget
5.2.5	Toilet Suits	Bathroom fitters	2	Quality, Budget
5.2.6	Holders and Vanity Stand	Bathroom fitters	2	Budget
6.1	Inspection	Project Manager	1	Quality, Budget, Schedule
Client	2
Engineer	2
6.2	Handover Review Report and Keys	Clients	2	Risk Tolerance, Budget, Technical
Project Manager	1
6.3	Signoff Meeting	Clients	2	Schedule
Project Manager	1

Resource Levelling (Human Resource)

Resource levelling is the concept which ensures the most efficient utilization of resources needed for completing a project according to the limited availability. From the resource list mentioned above, we can see the number of human resources needed to complete each of the sub activities. It is not practical to assume that all the resources will be available at a time when they require to complete all of these sub activities and that is why we have chosen to level the number of labours to be levelled.

A table is given bellow identifying activities 2.1 to 2.9 from the WBS as activities A to I which will be levelled.

Table 12: Activities to be levelled

Activity	Predecessor	Duration (Days)	Number of Human/Day
A (2.1)	–	1	12
B (2.2)	–	2	1
C (2.3)	A, B	2	7
D (2.4)	C	1	6
E (2.5)	D	2	6
F (2.6)	E	1	8
G (2.7)	F	2	6
H (2.8)	F	2	4
I (2.9)	G, H	1	7

Considering each activity’s starting and completion date from the Gantt chart, the table below shows the total number of human resources needed each day, from Day 1 to Day 11.

Table 13: Human resources needed

Activity
A	12
B	1	1
C			7	7
D					6
E						6	6
F								8
G									6	6
H									4	4
I											7
Days	1	2	3	4	5	6	7	8	9	10	11
Human Resource	13	5	7	7	6	6	6	8	10	10	7

Now if we set the constraint that we cannot use more than 10 labours per day in our project to save the labour cost, we can see that only Day 1 consumes more than 10 labours per day. But the activity C depends on A and B so allocating activity A anywhere else will cause the project to take more time. Hence the only way to level activity A’s resource is to use half of the human resources and complete in two days instead of one. That means, we will use one truck driver, one excavator operator, one bulldozer operator, and only three labours for the site clearing activity per day.

Therefore, the overallocation of human resource has been levelled as below.

Table 14: After levelling of Human Resource

Activity
A	6	6
B	1	1
C			7	7
D					6
E						6	6
F								8
G									6	6
H									4	4
I											7
Days	1	2	3	4	5	6	7	8	9	10	11
Human Resource	7	7	7	7	6	6	6	8	10	10	7

Non-Human Resource List

The non-human Resources are listed below according to the WBS

Table 15: Non-Human Resource List

Activity	Task Description	Non-Human Resources Name	Unit	Constraint
1.1	Project Work Flow Planning	Computer	1	Budget
1.2	Regulatory Body Approval	Design	1	Time
1.3	Team Formation	Stationary	1	Availability
1.4	Risk Assessments	Computer	1	Methodology
1.5	Initial Meeting	Computer	1	Schedule
2.1	Site Clearing	Loppers	10	Budget
Pruners	8
Hand saws	12
Shovels,	14
Pickaxes	6
Rakes	16
Hoes	6
Excavator	1
Bulldozer	1
Dump Trucks,	2
2.2	Soil Analysis	Testing Laboratory	1	Availability
2.3	Creating Channels	Stump Cutter	8	Budget
Drainage installation tools	5
Shovels	15
Spades	8
2.4	Laying vapour barrier	Vapour retarder	180-meter square	Procurement
Covering	50 mm
Coating	12 Litre
2.5	Laying reinforcement bars	Concrete	700 Kg	Quality, Budget
Steel	5 Ton
Safety Gear	16
2.6	Laying fine mesh	Wire mesh	200 kg	Budget
Concrete Slab	24*24 meter
Welding Machine	2
2.7	Installing Plumbing Facilities	Design	1	Quality, Budget
Pipes	200 meters
Fittings	150
Valves	50
2.8	Initial electric work	Circuit design	1	Budget, Availability
Generator	1
Switch Board	25
Voltage regulator	4
Inverter	15
2.9	Pouring concrete	Concrete mixer	2	Procurement, Time
Safety boots	20 Pairs
Gloves	20
Shovels	10
Levels	10
Safety Glasses	20
3.1	Frame Construction	Timber	200 Kg	Resource, Time
Plywood	100 Kg
Hammer	15
Measuring tools	18
Chainsaw	7
Hand Saw	12
3.2	Roof Trusses Construction	Thread cutting machines	2	Budget
J bolts	70
3.3	Roof Work	Measuring Tools	12	Time
Cements	200 Kg
4.1	Electric Work	Lights	22	Budget
Storage Battery	4
Exhaust Fans	6
Switch Board	12
Alarm systems	1
Smoke detectors	20
4.2	Plumbing Work	Pipes	200 m	Quality, Time
Pump	6
Plumbing Tools	4
4.3	Insulation work	Insulator	400 feet	Quality
Stripping Tools	4
4.4	Plastering	Plasters	50 kg	Quality, Budget
Trowel	15
Measuring tools	4
Buckets	14
4.5	Laying Clay Bricks	Bricks	15000	Time, Quality, Safety
Cements	400 kg
Trowels	15
Shovels	12
Gauges	7
Levels	10
Bolsters	12
Buckets	25
4.6	Installation of Internal Doors	Bolts	50	Quality
Doors	15
Measuring tools	4
Lock Kits	14
4.7	Painting	Paint	40 Buckets	Customer Satisfaction,
Brush	20
4.8	Water Proofing	Plywood	200 Piece	Safety, Time
Coating	80 L
4.9	Tile Work	Tiles	80 Boxes	Resources, Budget. Time
Mallets	12
Tile Saw	8
4.10	Carpenter Work	Wood	60 Kg	Procurement, Time
Saw	16
Shaper	7
4.11	Installation of External Doors	Doors	6	Time
Installation kits	2
5.1.1	Installing Kitchen Appliances	Stoves	2	Procurement, Quality
Drill Machines	4
5.1.2	Polished Sink	Sink	2	Budget, Time
Drill Machines	3
Fitting	6
5.1.3	Taps	Water Tap	4	Procurement, Budget, Quality
Pipe Fittings	6
Drill Machines	5
5.1.4	Kitchen Shelfs and Cupboards	Cup Board	2	Budget, Customer Satisfaction
Cabinets	4
Nuts and Bolts	22
Drill Machines	4
5.2.1	Laundry Tub	Tub	2	Budget, Customer Satisfaction
Drying Rack	4
Drill Machines	3
5.2.2	Tap Wear	Tap	6	Procurement, Budget
Fitting	8
Drill Machines	4
5.2.3	Washing Machine Connectors and Dryer	Washing Machine	1	Time, Budget
Dryer	1
Wire	20 m
Drill Machines	3
5.2.4	Bathroom work	Shower Fitting	6	Budget, Customer Satisfaction
Drill Machines	2
5.2.5	Toilet Suits	Toilet Suit	4	Budget
Plumbing Fitting	16
Nuts and Bolts	28
Drill Machines	6
5.2.6	Holders and Vanity Stands	Holders	8	Procurement, Budget
Vanity Stands	4
Screws	20
Screw Divers	8
Drill Machines	6
6.1	Quality Inspection	Design	1	Safety, Resources, Quality
Inspection Tools	12
6.2	Handover Review Report and Keys	Design	1	Schedule, Resources
Budget	1
Resource List	1
Daily Reports	120
6.3	Signoff Meeting	Computers	2	Schedule, Customer Satisfaction
Reports	1
Design	1

Resource Levelling (Non-Human Resource)

We can see from the table above that drill machines are needed for all of the activities from 5.1.1 to 5.2.6. So we have chosen this non-human resource to be levelled considering the limitation that we cannot have more than 8 drill machines per day due to the limited number of resources we have purchased.

The table below identifies activity 5.1.1 to 5.2.3 as A to G and shows the predecessor, duration and number of drill machine required to complete each of these activities.

Table 16: Activities to be levelled

Activity	Predecessor	Duration (Days)	Number of Drill Machines/Day
A	–	5	4
B	–	2	3
C	B	3	5
D	C	3	4
E	C	1	3
F	C	2	4
G	F	3	3

Considering each activity’s starting and completion date from the Gantt chart, the table below shows the total number of human resources needed each day, from Day 1 to Day 10.

Table 17: Non-human resources needed each day

Activity
A	4	4	4	4
B	2	2
C			5	5
D					4	4	4
E						3
F							4	4
G								3	4	4
Days	1	2	3	4	5	6	7	8	9	10
Drill Machines	6	6	9	9	4	7	8	7	4	4

From the tables and chart given above, we can see that day 3 and day 4 we will need more drill machine that we have. As activity A is not the predecessor of neither B and C, we can allocate half of the activities at the end of table with activity G to complete A as below.

Table 18: After levelling of non-human resources

Activity
A	4	4							4	4
B	2	2
C			5	5
D					4	4	4
E						3
F							4	4
G								3	4	4
Days	1	2	3	4	5	6	7	8	9	10
Drill Machines	6	6	5	5	4	7	8	7	8	8

After levelling the resource, it can be seen from the chart that the utilization of the drill machine has been levelled according to the availability without enhancing the project duration.

8 Cost

Background

The estimation of costing is essential to predict finances and resources which are necessary to complete the project within the defined scope. Estimations account the individual elements of the project which constitute to the overall budget. Costs are generally divided into two types- direct and indirect costs. Direct costs are departmental or confined to a specific area of the project such as equipment, labour and materials. Indirect costs are those costs which are not accountable directly to the project such as overhead charges, and costs related to administration and personnel.

Cost summary

The below table depicts the overall cost breakdown including direct and indirect costs along with the margin percentage.

Table 19: Cost Table Summary

Direct project cost	$ 756,698.26
Overhead cost (20% of project cost)	$ 151,339.65
Estimated cost	$ 908,037.91
Profit margin (20% of estimated cost)	$ 181,607.58
Total project cost	$ 1,089,645.49

S-Curve

S-curve depicts cumulative costs or quantities against time. It shows the progression with respect to time. The below S-curve represents the cost of the project with respect to time.

Cost table

Table 20: Cost Table

Description	Type	Unit	Quantity	Unit price	Total	Reference
Clay Bricks	Material	Number	1,250	0.49	612.5	Austral Bricks, 2019
Concrete	Material	20kg bag	180	8	1,440	Bunnings, 2019
Window locks	Material	Pack of 4	3	33.5	105	Bunnings, 2019
Sliding door locks	Material	Number	2	49.5	99	Bunnings, 2019
Roof tiles	Material	Sq-m	300	35.6	10,680	Rawlinson’s Australian Construction Handbook, 2013
Downpipes	Material	1.8m	10	28	280	Rawlinson’s Australian Construction Handbook, 2013
Windows	Material	Sq-m	12	244	2,928	Rawlinson’s Australian Construction Handbook, 2013
Gainsborough “Governor” Lockset	Material	Number	2	39	78	Bunnings, 2019
Doors	Material	Number	12	350	4,200	Rawlinson’s Australian Construction Handbook, 2013
Glasswool R3.5 Insulation	Material	Sq-m	30	6.48	194.4	Buy Insulation Online, 2019
Wool R1.5 Insulation	Material	Sq-m	175	3.65	368.75	Buy Insulation Online, 2019
Timber skirting 42mm	Material	5.4m	40	7.5	300	Bunnings, 2019
External wall framework	Material	Sq-m	252.74	55.6	14,052.34	Rawlinson’s Australian Construction Handbook, 2013
Wooden sheets	Material	Sq-m	180	60	10,800	Rawlinson’s Australian Construction Handbook, 2013
Door framework	Material	Number	12	102	1224	Rawlinson’s Australian Construction Handbook, 2013
Waterproofing	Material	Sq-m	40	200	8,000	Rawlinson’s Australian Construction Handbook, 2013
Floor tiles	Material	Sq-m	25	113	2,825	Rawlinson’s Australian Construction Handbook, 2013
Garage doors	Material	Number	2	700	1,400	Rawlinson’s Australian Construction Handbook, 2013
Roof truss	Material	Sq-m	252.74	40.7	10,286.52	Rawlinson’s Australian Construction Handbook, 2013
Metal fascia	Material	Sq-m	252.74	10	2,527.4	Bunnings, 2019
Barge boards	Material	Number	50	10	500	Rawlinson’s Australian Construction Handbook, 2013
Electrical wiring set	Material	Number	1	5,000	5,000	Rawlinson’s Australian Construction Handbook, 2013
Switches	Material	Number	30	92	2,760	Bunnings, 2019
Safe switch for refrigerator	Material	Number	1	75	75	Bunnings, 2019
Lamps and bulbs	Material	Number	32	50	1,600	Bunnings, 2019
Electric oven	Material	Number	1	490	490	Omega Australia, 2019
Electric Cook top	Material	Number	1	395	395	Omega Australia, 2019
Recirculating rangehood	Material	Number	1	279	279	Omega Australia, 2019
Smoke detectors	Material	Number	4	18	72	Bunnings, 2019
Rheem 400l electric water heater	Material	Number	1	1,600	1,600	Hot Water Systems, 2019
Chimney	Material	Number	1	200	200	Rawlinson’s Australian Construction Handbook, 2013
Wash basin	Material	Number	3	500	1,500	Rawlinson’s Australian Construction Handbook, 2013
Kitchen sink	Material	Number	1	850	850	Rawlinson’s Australian Construction Handbook, 2013
Toilet seats	Material	Number	2	2,020	4,040	Rawlinson’s Australian Construction Handbook, 2013
Bath tub	Material	Number	1	1,215	1,215	Rawlinson’s Australian Construction Handbook, 2013
Taps	Material	Number	6	380	2,280	Bunnings, 2019
Washing machine	Material	Number	1	800	800	Bunnings, 2019
Mirrors	Material	Number	8	130	1,040	Rawlinson’s Australian Construction Handbook, 2013
Paint	Material	Sq-m	1,000	25.7	25,700	Rawlinson’s Australian Construction Handbook, 2013
French polish	Material	Sq-m	300	52.7	15,810	Rawlinson’s Australian Construction Handbook, 2013
Project Manager	Labour	No. of hours	1,000	60	60,000	Rawlinson’s Australian Construction Handbook, 2013
Engineer	Labour	No. of hours	3750	40	150,000	Rawlinson’s Australian Construction Handbook, 2013
Architect	Labour	No. of hours	100	30	3,000	Rawlinson’s Australian Construction Handbook, 2013
Contractor	Labour	No. of hours	1,340	25	33,500	Rawlinson’s Australian Construction Handbook, 2013
Electrician	Labour	No. of hours	112	70	7,840	Rawlinson’s Australian Construction Handbook, 2013
Plumber	Labour	No. of hours	176	70	12,320	Rawlinson’s Australian Construction Handbook, 2013
Painter	Labour	No. of hours	480	27	12,960	Rawlinson’s Australian Construction Handbook, 2013
General labour	Labour	No. of hours	4500	62	297,600	Rawlinson’s Australian Construction Handbook, 2013
Tile labour	Labour	No. of hours	540	60	32,400	Rawlinson’s Australian Construction Handbook, 2013
Brick layers	Labour	No. of hours	640	65	41,600	Rawlinson’s Australian Construction Handbook, 2013

All costs mentioned are in Australian Dollars (AUD$)

Cumulative Cost Table

Table 21: Cumulative cost table

Code	Description	W1	W2	W3	W4	W5	W6	W7	W8	W9	W10	W11	W12	W13	W14	W15	W16	W17	W18	W19	W20	W21
1	Initial Activities
1.1	Project work flow planning	7,200
1.2	Regulatory body approvals		1,000
1.3	Team formation
1.4	Risk Assessment		2,880
1.5	Initial meeting		800
2	Foundation work
2.1	Site clearing			1,984
2.2	Soil analysis			2,500
2.3	Creating channels			13,888
2.4	Laying vapour barrier			6,944
2.5	Laying reinforced bars				13,888
2.6	Laying fine mesh				6,944
2.7	Installing plumbing facilities				3,360
2.8	Initial electrical work				2,240
2.9	Pouring concrete				6,944
3	External work
3.1	Frame construction					41,746.17	34,802.17
3.2	Roof trusses construction						17,230.52	34,720	20,832
3.3	Roof work								19,478	19,478
4	Internal work
4.1	Electrical work									4,740	10,295
4.2	Plumbing work										2,240	5,600	2,240
4.3	Insulation work												21,126	28,145
4.4	Plastering work													6,944	20,832
4.5	Laying clay bricks														14,560	36,400	29,120
4.6	Installation of internal doors																11,480
4.7	Painting																5,400	5,400
4.8	Waterproofing																6,480	6,480
4.9	Tile work																	30,601
4.10	Carpenter work																	17,944	35,944
4.11	Installation of external doors																		8,344
5	Appliances and fitting
5.1	Kitchen
5.1.1	Installing kitchen appliance																		37,247.4
5.1.2	Polished sink																		19,202
5.1.3	Taps																		20,832
5.1.4	Kitchen shelves and cupboards																		20,832
5.2	Laundry and bathroom
5.2.1	Laundry tub																			6,944
5.2.2	Tap wear																			13,888
5.2.3	Washing machine connection and dryer																			28,832
5.2.4	Shower and screen																				27,776
5.2.5	Toilet suits																				26,087
5.2.6	Holders and vanity stands																				6,944
6	Final closure
6.1	Inspection																					8,480
6.2	Handover review report and keys																					480
6.3	Sign off meeting																					480
Total cost		7,200	4,680	12,816	15,376	41,746.17	52,032.69	34,720	40,310	24,218	12,535	5,600	23,366	35,089	35,392	36,400	52,480	60,425	142,401.4	49,664	60,807	9,440
Accumulated cost		7,200	11,880	24,696	40,072	81,818.17	133,850.86	168,570.86	208,880.86	233,098.86	245,633.86	251,233.86	274,599.86	309,688.86	345,080.86	381,480.86	433,960.86	495,385.86	636,787.26	686,451.26	747,258.26	756,698.26

All costs mentioned are in Australian Dollars (AUD$)

References

Austral Bricks 2019, viewed 11 October 2019, <https://australbricks.com.au/nsw/price-list/>

Boddy, D. & Paton, R. 2004, ‘Responding to competing narratives: Lessons for project managers’, International Journal of Project Management, vol. 22, pp. 225-33.  

Bunnings, 2019, viewed 11 October 2019, <www.bunnings.com.au>

Freeman, R. E. 1984, Strategic management: a stakeholder approach, Boston : Pitman.   

Gibson, K. 2000, ‘The moral basis of stakeholder theory’, Journal of Business Ethics, vol. 26, no. 3, pp. 245-57. 

Hot Water Systems. viewed 11 October 2019, <https://www.samedayhotwaterservice.com.au>

Larson, E.W., Hoing, B., Gray, C. F., Dantin, U. & Baccarini, D. 2013, Project management: the managerial process, McGraw-Hill Education Pty Ltd, Australia. 

Rawlinsons Australian Construction Handbook 2013, 31^st edn, Rawlinsons Publishing, Perth, Western Australia.

Appendix

Appendix 1: Version Control

Date	Document	Version	Authors	Changes made
01/08/2019	Stakeholder	0.1	Group 29	Background and rationale added
02/08/2019	Stakeholder	0.2	Group 29	Prioritisation grid and Communication plan added
07/08/2019	Scope and WBS	0.3	Group 29	Background and rationale added
10/08/2019	Scope and WBS	0.4	Group 29	Objectives, Assumptions, Goals, In-scope and out of scope work, and deliverables
11/08/2019	Scope and WBS	0.5	Group 29	WBS added
15/08/2019	Network Diagram	0.6		Background, Rationale and network diagram added
17/08/2019	Network Diagram	0.7	Group 29	Gantt chart
13/09/2019	Risk	0.8		Risk background and rationale added
14/09/2019	Risk	0.9		Risk register created
15/09/2019	Risk	1.0		Risk register updated
16/09/2019	Risk	1.1		Risk Treatment plan created
21/09/2019	Histograms	1.2		Background and rationale added
22/09/2019	Histogram	1.3		Human and non-human list added
28/09/2019	Cost	1.4		Cost background and rationale added
29/09/2019	Cost	1.5		Cost summary and cumulative cost table with S-curve
01/10/2019	Stakeholder	1.6		Stakeholder section updated according to feedback
03/10/2019	Scope and WBS	1.7		Updated according to feedback
05/10/2019	Network Diagram	1.8		Diagrams created using Microsoft Projects
06/09/2019	Risk	1.9		Additional risk identified and changed made according to feedback
08/09/2019	Histograms	2.0		Levelling and histograms are created and added
10/09/2019	Cost	2.1		Cost table with updated S-curve added
11/09/2019	Cost	2.2		Final changes made for submission

Appendix 2: Gantt Chart

Appendix 3: Network Diagram

Appendix 4: WBS diagram

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