The Kevin Overflowing Company Project Plan
The Kevin Overflowing Company project plan provides extra housing in the under-utilized neighborhood real estate acres of land. The project plans to create an extra 2,000 housing for the residence accessible by the means of transport within the area, allowing the working-class individuals to organize and build hotels, shops, hospitals, and schools; and avail residential areas for the corporate workers. The available land is enough to build footbridges and tunnel rails, facilitating people’s movement in and out of the estate. Over 500 Bentley systems will support the buildings and the platforms. At least 50,000 tons of steel and 72,000 yards of concrete. Drilling by the Bentley system starts on June 2021. The other section of the estate will be operational, with the buildings being in 2024.
- to create additional 2,000 resident’s houses
- to provide over 2 million square feet of land
- to allow for over 1,000,000 square feet of real estate space
Planned Scope of the Project
The real estate development will comprise 2,000 resident’s houses, 2 million square feet of land, and over 1,000,000 square feet of real estate space.
The residence will include spacing around 600,000 square feet and consists of: 50,000 outdoor activity, parking, tennis lawn, basketball court.
- 1st Phase: (2021-2022) 3,300 houses, 340,000 square feet of residential space, 200,000 square feet
- 2nd Phase (2022-2023) 3,300 houses, 340,000 square feet of residential space, 200,000 square feet
- 3rd Phase (2023-2024) 3,300 houses, 340,000 square feet of residential space, 200,000 square feet
Project Budget: $156,000,000,000 (USD)
- Total Monthly Recuring Costs $60,000,000 (Contractor General + Contractor Individual + Designers + Management)
- Total Non-Recuring Costs $90,000,000 (permits + land + survey + Architecture + Engineering + Planning)
Evaluation and Monitoring
- A financial third-party firm, Kleen Financial Organization, monitors the financial expenditure
- An engineering third-party firm, Ecesirs Engineers, monitors and directly reports to the state integrity and construction safety about each component and structure.
- Internal observers to oversight the progress and planning aspects for the optimization of the project’s each phase.
- Client: Michael Kevin, CEO Kevin Overflowing Company
- Sponsor: Jeffreys Geoffrey, CEO Kleen Financial Organization
- Project Manager, Kimmich Andreas, CEO Bentley system
Project Closing Process
The first challenge is the unclear descriptions of objectives which will deter the project’s closure. The description of the project’s objective clearly and exhaustively, together with identifying the relevant specified and measurable objectives, is necessary for the closure of the project. These objectives assist in identification of underlying obstacles altering and changing an existing project’s situation (Hunt, 1). Therefore, the application of Deming Quality Cycle strategy under the check quadrant will assist in examine if the objective of the project is adhered to. Providing a clear, precise, and exhaustive project’s objective facilitates and prevents overlooking situations where the goal may alter an existing scenario. Therefore, by adopting the strategy the challenge can be overcome to ensure the success of the project.
The second challenge is the failure to possess a prepared checklist for the project’s closure. Preparing a checklist of the work to be performed officially by certain individuals before the project is closed is essential. The checklist should contain information requiring the completion of unfinished project’s activities and deliverables; the obtaining of project’s approvals outcomes together with those from the clients; assessment of the project’s outcome fulfillment of its expectations; termination of the products contracts; performance of the administration tasks; transferring team participants to newer tasks; and ensure proper deliverables and documentation of the project stored in the correct destination (Portny, 2). The adoption of the Deming Quality Cycle strategy under the do quadrant ensures proper drafting of work has been allocated to a correct group or individuals. The checklist provides a necessary process for the project closure process. Thus, it is instrumental to effectively adopt the appropriate strategies in addressing the potential challenges which may impede the performance of the project.
Computer-Based Tool for Project Analysis
The essential tool for the management and scheduling the costs of the planned project is Statistical Package for Social Sciences (SPSS). It should be noted; the availability of in-built tools within SPSS will facilitate the performance of analysis such as the break-even point, net profit, profit margin, and facilitate the summation of the underlying costs to be used in the project. Furthermore, SPSS will facilitate the calculation of the net present value, internal rate of return and even the payback period which are used by the financiers of the project to know when they will be in a position to realize profits. The program also enhances accuracy in all analysis and also significantly reduces the time for the financial and statistical manipulations.
Tool for Project Management
Project management refers to controlling a scheme from the start through the level of performance to the closure level. A project is in existence with the motive of producing specific results within its scope. Similarly, a project’s successful performance is defined by its end period and resource availability since it shapes the products’ nature as produced by design. The project management process entails a series of steps: initiation, planning, execution, control and monitoring, and the closure process (Portny, 2). The management of a project is essential in the determination of the project’s success.
The suitable tool for managing the project will be the work breakdown structure (WBS). The WBS is described as a delivery-oriented, hierarchical disintegration of the required work to achieve the project’s goal and produce the anticipated products (Portny, 2). Therefore, the WBS is a tool providing a work description for what must be done for the project completion to be successful. The WBS is prepared for the exact determination of the costs, work roles, schedule, and the nature of the job required for the project completion after consultation with the senior testers and planners to make an assessment and aggregate skills in determining the needs of the workforce (Meredeith, 3). Therefore, the WBS is essential to determining the costs, work roles, schedule, and nature of the job required for the project completion.
Project Management Strategies
The WBS management of the project’s works is used together with the project management and scheduling system (PMSS), encompassing the sections dealing with human resource, scheduling, and funding designing. PMSS provides an allowance for the designing, controlling, and coordinating the task. It also ensures resource progress requirements for numerous projects within a span of a multiyear period because the scheme may proceed into a preceding number of years (Meredeith, 3). The WBS tool is essential in the designing of a long-term project. A long-term project outlines a challenge of a different kind. A project’s results in the consecutive coming years are determined by the current accomplished tasks now (Portny, 2). The use of both WBS and the PMSS creates the appropriate tool for forming a design which meets the requirements of a project.
Similarly, the effective application of the rolling-wave technique to the project’s long-term strategies will entail steps such as: divide the work of the initial three months into parts which can be accomplished in less than two weeks; design the project’s remaining work in small bits where a description of the task is done in estimated packages expected to be done between one and two months; revise the initial design at the end after the elapse of the first three month period in sections likely to be accomplished in less than two weeks; modify probable future tasks necessarily as per the results of the tasks from the three months period, and continue making revisions of the design in similar steps in the entire project work. The WBS provides an allowance for the display and development of the project differently. Therefore, the different project designs and development are developed into possible subcategories such as the product components, project phases, functions, organizational units, and geographical areas (Portny, 2). The project has the ability to ensure it is perfected through the use of the outlined steps for refining purposes.
Continuous Process Improvement (Rationale)
The description of the continuous process improvement can be achieved through the Deming Quality Cycle. The cycle achieves continuous improvement through the plan, do, check, and act processes. Looking at the plan, an individual is expected to define his/her objectives and the conditions, and the ways to be utilized to realize them. Therefore, it is essential to clearly describe the required policies and goals to realize the objectives at this level.
Looking at the cycle’s do sector, the created conditions and the essential relevant training for the plan’s execution are conducted. It is important for a thorough understanding of the plan and the project’s objectives. Therefore, it is necessary to train and teach the employees the relevant skills and procedures they may require in the fulfillment of the design and understand the task (Lewis, 4) thoroughly. The procedures under the doing quadrant are essential in the performance of the tasks by the employees.
In the check section of the cycle, an individual should establish whether the progressing task following the design and if the anticipated results are being achieved. The set steps performance is checked against the varying conditions and the shortcomings which may appear. The task outcomes are compared with the set objectives, and an indication of an abnormally by check initiates a search for the cause to facilitate the prevention mechanism, which will eradicate the possibility of recurrence. It requires the conduction of workers retraining and revision of procedures to assist in developing the same in the next designing stage (Lewis, 4). The checking quadrant facilitates eradicating shortcomings and flaws likely to have a detrimental effect on the design.
The action section of the cycle initiates the performance of appropriate and the required actions to prevent the design’s destruction due to shortcomings. This step follows after the revelation by checking an existing challenge in the performance of the tasks as per the outlined design. The action here may be to retrain the employees and perform revision on the design procedures (Lewis, 4). The action section is essential in ensuring the objective of the plan is achieved.
Risk Management Techniques (RMT)
The realization of the risk management process entails a series of steps. The steps involve establishing strategy, formal process of risk management, managerial structure, system analysis, support, and the development and training culture. The managers of risks can assist in reducing the impacts of these unforeseen circumstances through the utilization of the appropriate and relevant tools for mitigation (Maruf, 7). Therefore, risk mitigation can be achieved if the project planners utilize the WBS technique. The WBS technique incorporates the top-down and brainstorming approaches to assist in risk mitigation.
The top-down technique begins from the upper level of the hierarchy and periodically breaks WBS components into their respective parts. The technique is essential when one possesses the project task’s relevant idea before the actual work starts. The top-down technique ensures a thorough consideration of all the categories in each level hence reducing the chance of under-estimating a portion of the task in a section (Portny, 2). Breaking the components of WBS ensures the checking of possible underlying risks has been conducted effectively.
The brainstorming technique prompts the generation of all the task and the deliverables for the task and afterward group them in sections. The technique assists in the instances where one fails to have a clear bearing of the project’s required task outset. Therefore, the brainstorming approach provides an allowance for the generation of probable tasks to be performed without the restlessness arising due to the inability to understand how they may be arranged in the last WBS (Portny, 2). The technique is essential in fulfilling the WBS technique since it provides a planner with different ways of designing his/her project’s task, therefore, establishing the different forms in which risk may occur.
At least 2 Risk Management Techniques (RMT) Use Examples
Despite the application of the WBS technique, which utilizes the top-down and brainstorming technique by planners to mitigate risks, the need for applying more a more sophisticated risk management technique will exhaustively and comprehensively serve the purpose. The software risk management technique (SRMT) will identify, assess, and eliminate the perceived present risks. The SRMT is a method utilizing methods such as team risk management (TRM) and software risk evaluation (SRE) (Maruf, 7). The TRM and the SRE will eradicate the possible risks to the design exhaustively.
The SRE is a technique which gives a provision for an outline considered comprehensive. SRE is essential since it identifies the present and analyzes the threat through risk identification, analysis, planning, and communication, hence being considered for decision-making processes and risk mitigation within a project design. Furthermore, the technique provides an understandable and clear view of risks through categorization after tracking and snapshotting them systematically (Maruf, 7). Despite the technique of producing positive feedback, it is considered vague since all the stakeholders’ participation has been limited.
The TRM technique provides a presentation of the project operational functions and its structure for the risk mitigation process. This technique involves all the participants who are being facilitated with the decision-making process in a fast and efficient means. Furthermore, it cooperatively and frequently ascertains the continued risk mitigation process throughout the project since the perceived risk factors are likely to exist in any stage of the scheme (Maruf, 7). Therefore, the TRM is the best tool for mitigating risks and monitoring the entire process.
Mathew Hunt, Lisa Eckenwiler, Shelley-Rose Hyppolite, John Pringle, Nicole Pal, and Ryoa Chung 2020, Closing well: national and international humanitarian workers’ perspectives on the ethics of closing humanitarian health projects.
Stanly E. Portny 2016, Project Management for Dummies.
Jack R. Meredeith, Samuel J. Mantel, Jr 2016, Project Management: A Managerial Approach. Web.
William E. Lewis 2016, Software Testing and Continuous Quality Improvement.
Maruf Pasha, Ghazia Qaiser, and Urooj Pasha 2017, A Critical Analysis of Software Risk Management Techniques in Large Scale Systems.