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Building a Sustainable Home Project Management Plan
QUESTION
Discuss the process of Building a Sustainable Home Project Management Plan
Subject | Environmental Science | Pages | 11 | Style | APA |
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Answer
Building a Sustainable Home Project Management Plan
Buildings are quite beneficial for the society, which is why many organizations have chosen to work in the industry of construction and renovations of buildings. Unfortunately, most of these companies are challenged by the environmental and health hazards that result from their activities. The current project features the construction of an eco-house that is environmental friendly and resource efficient. The project manager has a role of designing, planning, facilitating and managing the construction process from start to finish by taking precautions to prevent any possible risks.
At Ecobuilders Company, all employees are already sensitized on the importance of engaging in environmental friendly construction activities. Thus, the project intends to use the energy efficient modes of technology, alongside sustainable materials to complete the construction of the house. Once the project is closed, the project sponsor will occupy the house as the home owner.
Work Breakdown Structure
Table 1: Work Breakdown Structure
Task Name |
Duration |
Start Date |
The Ecohouse |
253 days |
1/12/2020 |
1.1 INITIATION PHASE |
18 days |
1/12/2020 |
1.1.1 Project Conceptualisation |
7 days |
1/12/2020 |
1.1.2 Approval and Funding |
10 days |
9/12/2020 |
1.1.3. Obtaining Builder’s Warranty Insurance |
6 days |
13/12/2020 |
Scope finalised |
|
|
1.1.4 Obtaining a Home Indemnity Insurance |
6 days |
13/12/2020 |
1.2 PLANNING |
88 days |
14/12/2020 |
1.2.1 Designing the House |
21 days |
14/12/2020 |
1.2.2 Budgeting Cost Estimates |
7 days |
21/12/2020 |
1.2.3 Risk Analysis |
7 days |
21/12/2020 |
1.2.4 Checking the condition of the Site soil |
3 days |
24/12/2020 |
1.2.5 Procuring Resources |
30 days |
28/12/2020 |
1.2.6 Hiring Resources and Services |
22 days |
3/1/2021 |
1.2.7 Obtaining Quotation of Green and Recyclable Building Materials |
14 days |
5/1/2021 |
Approval of the scope and design confirmation |
|
|
1.3 EXECUTION |
139 days |
12/3/2021 |
1.3.1 setting out site |
3 days |
12/3/2021 |
1.3.2 Earthwork |
17 days |
15/3/2021 |
1.3.3 Treating for Pests and doing Pre-slab |
3 days |
31/3/2021 |
1.3.4 Casting with Concrete |
31 days |
4/3/2021 |
1.3.5 Retaining walls development |
3 days |
4/4/2021 |
1.3.6 Back filling |
3 days |
7/4/2021 |
1.3.7 Ground treatment and post-slab construction |
3 days |
10/4/2021 |
Completing the earthwork and concreting |
|
|
1.3.8 Block layering |
6 days |
13/4/2021 |
1.3.9 Framework |
4 days |
19/4/2021 |
1.3.10 Roofing |
21 days |
23/4/2021 |
completing the framework and roof |
|
|
1.3.11 Installation of special components |
42 days |
31/5/2021 |
1.3.12 Carpentry |
21 days |
1/6/2021 |
1.3.13 Electricity Installation |
32 days |
1/6/2021 |
1.3.14 HVAC Services |
20 days |
1/7/2021 |
1.3.15 Plumbing Services |
14 days |
1/7/2021 |
1.3.16 Landscaping |
5 days |
3/7/2021 |
1.3.17 Mechanical Fittings |
50 days |
12/2/2021 |
1.3.18 Insulation |
43 days |
27/4/2021 |
1.3.19 Finishing |
15 days |
30/6/2021 |
1.3.20 Cleaning the site |
7 days |
22/7/2021 |
1.4 FINALIZING |
8 days |
29/7/2021 |
1.4 Quality checking installations |
8 days |
29/7/2021 |
The installation of special competitions and finalising the work |
|
|
The work breakdown structure in table 1 above was chosen for the current project since it has several benefits. First, it enlists the various hierarchies of the project work, along with the relevant deliverables. It is easy to determine where each operation fits within the context of the entire project (Alvarenga et al., 2018). Hence, the operations can be completed in an organized manner. Second, the work breakdown structure facilitates communication since each project deliverable will be assigned to a particular professional. Hence, it is easy knowing who to approach in case of any issues. Third, although changes are inevitable in a project, the work breakdown structure ensures that preventive measures are taken to ensure that these changes are avoided during the course of its implementation (Bettemir, 2020). Fourth, through the work breakdown structure, it becomes easy to estimate the costs, staffing, and even time. When the project is big, as is the case with construction, making such estimates can be quite hectic. However, when the steps are split into small and manageable quantities, it becomes easier to make relevant approximations. Lastly, the risk identification process is much easier with this approach. Each component of the structure will be analysed for possible risks, thereby reducing the chances of surprises during the project implementation.
Time Estimates
Table 2: Time Estimates and Variances
Task Name |
Optimistic time (to) |
Time Most likely ™ |
Pessimistic time (tp) |
Deterministic time |
variance |
The Ecohouse |
|
|
|
478.7 |
|
Defining project scope |
4 |
6 |
12 |
6.7 |
1.777778 |
Approvals |
5 |
10 |
20 |
10.8 |
6.25 |
Obtaining warranty and insurance |
3 |
8 |
10 |
7.5 |
1.361111 |
Fee quotation |
3 |
7 |
10 |
6.8 |
1.361111 |
House designing |
15 |
7 |
30 |
12.2 |
6.25 |
Cost estimations |
5 |
10 |
15 |
10.0 |
2.777778 |
Risk analysis |
4 |
14 |
20 |
13.3 |
7.111111 |
Site soil check |
1 |
5 |
10 |
5.2 |
2.25 |
Material and equipment procurement |
20 |
30 |
40 |
30.0 |
11.11111 |
Hiring equipment quoting green materials and their specifications |
25 |
35 |
45 |
35.0 |
11.11111 |
Site layout |
2 |
5 |
7 |
4.8 |
0.694444 |
Pest treatment-pre-slab |
1 |
4 |
7 |
4.0 |
1 |
Concrete casting-foundation |
6 |
12 |
17 |
11.8 |
3.361111 |
Concrete casting-water treatment plant |
5 |
10 |
20 |
10.8 |
6.25 |
Concrete casting-compost tank |
6 |
15 |
22 |
14.7 |
7.111111 |
Pest treatment-post slab |
2 |
4 |
7 |
4.2 |
0.694444 |
Building retaining walls |
2 |
3 |
6 |
3.3 |
0.444444 |
Backfilling |
2 |
4 |
5 |
3.8 |
0.25 |
Framework |
2 |
3 |
6 |
3.3 |
0.444444 |
Door/window allocation |
1 |
4 |
6 |
3.8 |
0.694444 |
Erecting roof |
14 |
17 |
31 |
18.8 |
8.027778 |
Installing special building components |
34 |
46 |
56 |
45.7 |
13.44444 |
carpentry |
15 |
25 |
30 |
24.2 |
6.25 |
Electricity |
23 |
36 |
45 |
35.3 |
13.44444 |
HVAC |
12 |
19 |
27 |
19.2 |
6.25 |
Plumbing |
7 |
16 |
20 |
15.2 |
4.694444 |
Landscaping |
3 |
5 |
7 |
5.0 |
0.444444 |
Mechanical fittings |
37 |
47 |
60 |
47.5 |
14.69444 |
Insulation |
23 |
39 |
57 |
39.3 |
32.11111 |
Finishing and finalizing |
15 |
26 |
39 |
26.3 |
16 |
The time estimates in table 2 have been based on the previous time taken for similar projects. Although the current eco house features a new kind of project, the estimates are expected to be similar to other forms of construction with little deviations (Orumie Ukamaka, 2020). The optimistic time (to) refers to the duration that the current project is expected to take if everything runs better than expected. For instance, the approvals may be obtained within a few days as opposed to the number of days set in the work breakdown structure. Pessimistic time (tp), on the contrary, features the number of days expected in the event that more challenges are experienced during the project implementation. Hence, some difficulties may be experienced during the construction process, or even obtaining the approvals. Lastly, the time likely to complete the project features a more reliable estimation of the number of days the project deliverables are expected to take to be completed. The deterministic time estimate is obtained using the formula below;
PERT time estimate= (to+ (4x tm)+tp)/6
PERT Chat
Before developing the PERT chart, it is important to consider the milestones of the current project. They include; finalizing scope, approval of the scope and design confirmation, completing the earthwork and concreting, completing the framework and roof, and also the installation of special competitions and finalising the work.
Table 3: PERT Chart
No. |
Life cycle |
Activities |
Code |
Predecessor |
Duration in days |
Early Start |
Early Finish |
Late start |
Late Finish |
slack |
1 |
Initiation |
Defining project scope |
A |
|
6.7 |
0 |
6.7 |
137.3 |
144 |
137.3 |
|
Approvals |
B |
A |
10.8 |
6.7 |
17.5 |
144 |
154.8 |
137.3 |
|
|
Obtaining warranty and insurance |
C |
A |
7.5 |
6.7 |
14.2 |
144 |
151.5 |
137.3 |
|
|
Fee quotation |
D |
A,B |
6.8 |
17.5 |
24.3 |
154.8 |
161.6 |
137.3 |
|
|
Planning |
House designing |
E |
D |
12.2 |
24.3 |
36.5 |
161.6 |
173.8 |
137.3 |
|
Cost estimations |
F |
E |
10.0 |
36.5 |
46.5 |
173.8 |
183.8 |
137.3 |
|
|
Risk analysis |
G |
E |
13.3 |
36.5 |
49.8 |
173.8 |
187.1 |
137.3 |
|
|
Site soil check |
H |
E |
5.2 |
36.5 |
41.7 |
173.8 |
179 |
137.3 |
|
|
Material and equipment procurement |
I |
F |
30.0 |
46.5 |
76.5 |
183.8 |
213.8 |
137.3 |
|
|
Hiring equipment quoting green materials and their specifications |
J |
I |
35.0 |
76.5 |
111.5 |
213.8 |
248.8 |
137.3 |
|
|
Execution |
Site layout |
K |
J |
4.8 |
111.5 |
116.3 |
248.8 |
253.6 |
137.3 |
|
Pest treatment-pre-slab |
L |
K |
4.0 |
116.3 |
120.3 |
253.6 |
257.6 |
137.3 |
|
|
Concrete casting-foundation |
M |
L |
11.8 |
120.3 |
132.1 |
257.6 |
269.4 |
137.3 |
|
|
Concrete casting-water treatment plant |
N |
M |
10.8 |
132.1 |
142.9 |
269.4 |
280.2 |
137.3 |
|
|
Concrete casting-compost tank |
O |
N |
14.7 |
142.9 |
157.6 |
280.2 |
294.9 |
137.3 |
|
|
Pest treatment-post slab |
P |
O |
4.2 |
157.6 |
162.8 |
294.9 |
299.1 |
137.3 |
|
|
Building retaining walls |
Q |
P |
3.3 |
162.8 |
166.1 |
299.1 |
302.4 |
136.3 |
|
|
Backfilling |
R |
Q |
3.8 |
166.1 |
169.9 |
302.4 |
306.2 |
136.3 |
|
|
Framework |
S |
R |
3.3 |
169.9 |
173.2 |
306.2 |
309.5 |
136.3 |
|
|
Door/window allocation |
T |
S |
3.8 |
173.2 |
177 |
309.5 |
313.3 |
136.3 |
|
|
Erecting roof |
U |
T |
18.8 |
177 |
195.8 |
313.3 |
332.1 |
136.3 |
|
|
Installing special building components |
V |
U |
45.7 |
195.8 |
241.5 |
332.1 |
377.8 |
136.3 |
mas
|
Carpentry |
W |
V |
24.2 |
241.5 |
265.7 |
377.8 |
402 |
136.3 |
|
|
Electricity |
X |
V |
35.3 |
241.5 |
276.8 |
377.8 |
413.1 |
136.3 |
|
|
HVAC |
Y |
X |
19.2 |
276.8 |
296 |
413.1 |
432.3 |
136.3 |
|
|
Plumbing |
Z |
U,V |
15.2 |
241.5 |
256.7 |
377.8 |
393 |
136.3 |
|
|
Landscaping |
AA |
Z |
5.0 |
256.7 |
261.7 |
393 |
398 |
136.3 |
|
|
Mechanical fittings |
AB |
Z |
47.5 |
256.7 |
304.2 |
393 |
440.5 |
136.3 |
|
|
Insulation |
AC |
X |
39.3 |
276.8 |
316.1 |
413.1 |
452.4 |
136.3 |
|
|
Finishing |
Finishing and finalizing |
AD |
W, Y, AA,AB,AC |
26.3 |
316.1 |
342.4 |
452.4 |
478.7 |
136.3 |
From the table 3 above, it is clear that the order of activities can be established from start to start, start to finish, finish to finish, and finish to start. The most common dependency is the finish to start. The critical path based on the PERT is shown in the figure below, equalling to 283.8 days. The slack time has also been identified by considering the difference between earliest start time and latest start time. The lowest slack time is 136.3 days. This means that all the related components of the project can easily be delayed for up to 136.3 days before the expected progress is affected. However, the PERT chart is based on estimations which make it difficult to determine more accurate figures for identifying a critical path effectively. In the network diagram below, the probabilistic estimates have been used (Figure 1).
Figure 1: PERT and Critical Path
The probability estimates have been determined in terms of the variance of activities. Considering the figures as shown in table 3 above, the path that would be chosen would change towards the end of the project (Code V) (Hernández-Bastida & Fernández-Sánchez, 2019). The factors with the highest risks would be considered since they have a high chance of affecting the completion of the project. Thus, it would flow from code V-X-AC-end. The path will be chosen since it ensures that the risky activities can be closely monitored.
Budgeting and Costs
Table 4: Budget:
Expenses |
$ |
Percent complete (%) |
Project cost |
Over/under budget |
Approvals Fees |
2,000 |
100 |
2000 |
0 |
Consulting Fees |
7,000 |
30 |
6000 |
1000 |
Accountant Fees |
5,000 |
10 |
5500 |
-500 |
Designing costs |
12,000 |
10 |
13500 |
-1500 |
Engineering |
100,000 |
15 |
90000 |
10000 |
Contractors |
70,000 |
0 |
65000 |
5000 |
Equipment Costs |
15,000 |
20 |
20,000 |
-5000 |
Raw Materials |
220,000 |
30 |
300000 |
-80000 |
Project management fees |
80,000 |
40 |
70000 |
10000 |
Total |
511,000 |
|
572000 |
-61000 |
Crashing an Activity on Critical Path
The activity that can be crashed on the critical path is the Electricity (code X). More resources can be used to ensure that the time set to complete the electric installations has been shortened (Calp & Akcayol, 2019). For instance, more professionals may be hired, thereby increasing the costs of the project but reducing the time it takes to get the job done. Hence, the critical path will be shortened.
Conclusion
Through the analysis conducted on the project, the various risks and opportunities for improvement have been highlighted. The projections can now be based on more accurate outcomes. In addition, measures will be taken to ensure that any delays will not end up impacting the progress of the project.
References
Alvarenga, J. C., Branco, R. R., do Valle, A. B., Soares, P., Alberto, C., & da Silveira e Silva, W. (2018). A revaluation of the criticality of the project manager to the project’s success. Business Management Dynamics, 8(2), 1-18. Bettemir, O. (2020). Computation of Critical Path Probabilities by Modified PERT. Gazi university journal of science, 1-1. https://doi.org/10.35378/gujs.611579 Calp, M., & Akcayol, M. (2019). Optimization of project scheduling activities in dynamic CPM and PERT networks using genetic algorithms. Journal of Natural and Applied Sciences. 22(2), 615-627. Hernández-Bastida, A., & Fernández-Sánchez, M. P. (2019). How adding new information modifies the estimation of the mean and the variance in PERT: a maximum entropy distribution approach. Annals of Operations Research, 274(1/2), 291–308. https://doi.org/10.1007/s10479-018-2857-4 Orumie Ukamaka, C. (2020). Implementation of Project Evaluation and Review Technique (PERT) and Critical Path Method (CPM): A Comparative Study. International Journal Of Industrial And Operations Research, 3(1). doi: 10.35840/2633-8947/6504 |
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