The article develops a project management plan for renovation of Omantel’s office building, which is located in Muscat city. The project management plan intends to explicitly state project objectives, key roles, deliverables, timeline, and budgeting and the risk log. The project Gantt chart, network diagram, and critical path will also be developed in accordance with the work breakdown structure associated with the project stages. The report intends to define every factor clearly in order to complete the furnishing process within the given time and resource
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Office infrastructure is an essential element to increase employee productivity. The need to keep infrastructure modernized and well-equipped with facilities is mandatory for employers in order to set a comfortable workplace (Hameed & Amjad, 2009). Research has proven that building and infrastructure are pertinent to the ergonomics responsibility of human resource management (Shareef et al., 2018). Therefore, organizations invest in renovation and furnishing process to satisfy employee’s expectations from a comfortable workplace.
The project aims to undertake office building renovation of Omantel with the capacity to accommodate 100 employees. The primary goal of this project is to establish a comfortable and peaceful workplace with all necessary and advanced needs fulfilled for employees. The SMART objectives (Bjerke & Renger, 2017) of the project are as follows:
- To provide comfortable environment to employees in order to increase their productivity by renovating building by the end of March, 2021
- To establish coordination among employees by launching IT infrastructure and modern facilities by the beginning of April, 2020 in order to prepare for international conference in July, 2020.
The people in the project team for Omantel building renovation are responsible for ensuring that project goals are met on time (El-Zeiny, 2011). The table below shows the project team designed to complete the building renovation process and also demonstrate their respective roles in the work break down the hierarchy of the project.
|Project||Double story building||Responsible project team people|
|1||Building map study||Project manager|
|1.1||Visiting the site||Project manager, architect|
|1.2||Selecting the renovation design||Project manager, architect, line manager, finance head|
|2||Laying foundation||Project manager, the labor, architect|
|2.1||Setting budget||Project manager, finance section head|
|2.2||Allocate staff||Project manager, HR manager|
|3||Procurement||Project manager, logistics head|
|3.1||Selection of supplier to send logistics||Project manager, logistics head|
|3.2||Hiring equipment to renovate the building||Logistics head|
|3.3||Recruitment of construction staff||HR manager of the project|
|4||Ground Floor renovation||Construction labor, project team leader|
|4.2||First story||Project labor, line manager|
|4.2.6||Kitchen||Project manager, team leader|
|5||Electricity and IT set up||Project manager|
|5.1||Replacing electric wires||Electrician and supervisor|
|5.1.1||Stting up wire network||Electrician and supervisor|
|5.1.2||Install UPS, generator wiring||Electrician and supervisor|
|5.2||IT set up||IT team and supervisor|
|5.2.1||Installing LAN, routers||IT team and supervisor|
|5.2.2||Place necessary cables||IT team and supervisor|
|6||Paint and wallpapers||Project team leader and interior designer|
|6.1||Painting the building||Paint labor, supervisor|
|6.2||Placing wallpapers||Labor and supervisor|
|7||Quality audit||Audit team and project leader , finance section head|
|7.1||Amendments for quality audit reporting||Supervisor and team leader|
Table 1: Project Team roles
Figure 1: The pictorial representation of Omantel office after renovation
The project manager is responsible for selecting a suitable plan for the renovation of the building. The building is old fashioned and needs up-gradation as per the modern business environment. Therefore, the project manager would implement a suitable plan for renovation and adhere to the needs of contemporary building setting (Anantatmula, 2010). The project manager will be the key individual responsible or project loss, delay or failure. The responsibility of adopting proper quality-oriented techniques would be adhered by the project manager and maintain the project standard. The project manager will also develop the risk management strategy so the resources, time, and effort can be appropriately utilised to meet project goals.
A project team leader is a reasonable authority after the project manager to resolve issues, monitor tasks, and participate in important decisions related to the project. The project team leader is another key person who can report issues to project manager and give an opinion on important decisions such as interior design, selection of furniture, installing modern technology and other matters (Assaf et al., 2014). The team leader will hold responsibilities and authorities like a vice president who possess the official leverage to decide on minute issues and resolve concerns before they could affect the project growth and performance.
Project board is comprised of people who are involved in project development, including the project manager, team leader, HR section head and IT head along with logistics section head and the project quality audit team head. The project board develops project goals, monitor progress, track issues and timeline and report for major concerns arising in completion of the project.
The labour unit of the project includes the actual people who would demolish the old set up and establish new designs. The unit would comprise of 25 skilled labourers who would accomplish the project work milestones following the project timeline and goal development. The labour unit can report to the supervisor, the project team leader, and even the project manager if former authorities would not respond appropriately to their concerns. It is essential to tackle the issues and problems of the unit as they are the people who would work on the building with hands and skills. Hence, the ultimate job commitment and motivation is mandatory to yield good performance from them.
As similar to the labour unit, the human resource unit is responsible for job commitment, motivation, engagement, and fair compensation designed to all people associated with the project work. May it be a project team leader, labour, or architect, the HR department would look after the intrinsic and extrinsic needs of everyone. The salary and compensation plan, the design of promotional reward strategy, work allocation, and dealing management are some key responsibilities of project HR section.
Every project is completed in four key stages of project management. Each stage has its own deliverables that are settled at the beginning of the project plan so that the progress can be monitored accordingly. The first stage is referred to as the defining phase which would set up the charter of the project, allocate authorities, conduct a feasibility analysis and also gain approval from the finance department to begin the project activities (Krähmer & Strausz, 2011). The design stage will set the project scope, maintain project objectives, and set project schedules such as work activities and critical path evaluation. In the project development stage, the actual renovation work would begin, and labour will be employed to complete daily work goals. The final phase is the project delivery stage in which the final delivery of the office renovation would be made. Also, the continuous screening of quality department will be done for a few days to identify loopholes and rectify them from the concerned department (Basu, 2014).
The buffer time of the project is 20 days in order to accommodate the unforeseen circumstances, agile situation, functional delay or any other issue (Agrawal, 2014). The buffer time is meant to keep the project people relaxed and ensure them enough time to deliver quality work. However, 20 days is the maximum limit, and no more time will be allowed to the team without approval of building authorities. For a detailed activity worksheet, refer to appendix 1.
Figure 2 – Work breakdown structure of the project
Network diagrams help in estimating the time for the project completion and allow to show the correlation of different activities with each other (Kehe et al., 2015).
Figure 3 – Network diagram of project milestones
The critical path is developed on the basis of activities numbered in the table in appendix 1. The path demonstrates the activities that are crucial to complete the project in the shortest-possible time. The nodes coloured in red illustrate the critical path, including activities 1, 3, 4, 5, 6 and 7.
Figure 4 – Critical path diagram to complete the project
To gain an insight on the project Gantt chart, refer to appendix 2.
Omantel will set a budget of OMR 700,000 in order to complete the renovation work. The project budget is relaxed for up to 25000 OMR in order to deal with uncertain changes in prices and any unforeseen expenses. For the complete cost management plan, refer to appendix 3.
Quality check process: Detailed visit to the building
Quality checking parameters: Safety, accuracy, neatness, comfort, and professionalism
Quality oriented mechanisms: Defining reporting authorities, setting time limit and approve claims for more budget/time.
For a detailed quality management plan, refer to appendix 4.
According to Elkington and Smallman (2002), every project is faced with different types and levels of risk. Some of the categories of risk include business risk, procurement risk, management risk, technical risk and environmental risk. For the project of Omantel’s office renovation, the risks that are most likely to be faced by the organization are demonstrated in the appendix 5, along with the severity of risk and frequency of occurrence.
The Omantel’s office building renovation project is planned for completion within three months. The project manager and the team leader are the key authorities for the project. The report is planned with SMART goals to accomplish project goals of Omantel. The report includes a project plan, an activity sheet, work breakdown structure, cost management plan, and other necessary elements. It is expected that the plan would work for the successful completion of the project within the allocated time and resources. However, the time and budget are stretchable in case of agile and unforeseen circumstances which would influence the project work progress adversely.
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Agrawal, K., 2014. A Study Investigating the Factors that Cause Delays and Cost Overruns in Construction Projects in India. s.l.:Anchor Academic Publishing (aap_verlag).
Anantatmula, V. S., 2010. Project Manager Leadership Role in Improving Project Performance. Engineering Management Journal; EMJ, 22(1), pp. 13-22.
Assaf, S. A., Hassanain, M. A. & Mughal, H., 2014. Effectiveness of Project Teams and their Impact on the Performance of Saudi Construction Projects. Research Journal of Applied Sciences, Engineering and Technology, 7(24), pp. 5148-5156.
Basu, R., 2014. Managing quality in projects: An empirical study – ScienceDirect. International Journal of Project Management 32, 178–187.
Bjerke, M.B., Renger, R., 2017. Being smart about writing SMART objectives. Evaluation and Program Planning 61, 125–127. https://doi.org/10.1016/j.evalprogplan.2016.12.009
El-Zeiny, R. M. A., 2011. The Interior Design of Workplace and its Impact on Employees’ Performance: A Case Study of the Private Sector Corporations in Egypt. s.l., Procedia – Social and Behavioral Sciences.
Hameed, A. & Amjad, S., 2009. Impact of Office Design on Employees’ Productivity: A Case study of Banking Organizations of Abbottabad, Pakistan. Journal of public affairs, 3(1).
Kehe, W., Tingting, W., Yanwen, A., Wenjing, Z., 2015. Study on the Drawing Method of Project Network Diagram, in: 2015 7th International Conference on Intelligent Human-Machine Systems and Cybernetics. Presented at the 2015 7th International Conference on Intelligent Human-Machine Systems and Cybernetics (IHMSC), IEEE, Hangzhou, China, pp. 95–98. https://doi.org/10.1109/IHMSC.2015.245
Krähmer, D. and Strausz, R., 2011. Optimal procurement contracts with pre-project planning. The Review of Economic Studies, 78(3), pp.1015-1041.
Shareef, V. a., Husein, H. A. & Omer, S. K., 2018. The effect of interior design on employee’s job satisfaction. Journal of Process Management New Technologies, 6(2), pp. 1-9.
|Activity||Start date||Finish date||No of days required|
|1||Site visit, selection of design and approval from architect||1st of Jan, 2021||10th of Jan, 2021||10|
|2||Logistics arrangement (equipment, raw material, wallpapers, etc.)||10th of Jan, 2021||Till the end of project on as and when required basis||—|
|3||Renovation work||10th of Jan, 2021||15th of Feb, 2021||25|
|4||Electricity and IT infrastructure development||15th of Feb,2020||25th of Feb, 2021||10|
|5||Paint and wallpaper setting||25th of Feb, 2021||10th of March, 2021||15|
|6||Audit team visit and reporting||11th of March, 2021||15th of March, 2021||4|
|7||Changes and approval by audit team||15th of March, 2021||25th of March, 2021||10|
Table 1: Activity List
Figure 1 – Gantt chart of the project
The cost management for the office renovation project is as follows:
|2||Salary planning for project people||150,000|
|4||Furnishing the building||75,000|
|5||Electricity and wiring||80,000|
|6||Paint and wallpaper setting||25,000|
|7||Changes recommended by audit team||30,000|
Table 2: Cost Management Plan
|Quality check id||Concerned area||Planned||Actual||Gap||Suggestion||Time duration||Reporting authority|
|A-101||Lighting system||Adjustable light||Fixed light||The light knobs are not adjustable||Replace knobs and switches with the adjustable dimmers||2 days||Line manager|
|A-102||Rough wall paper in the kitchen||Neat, pleasant and well-pasted wallpaper||Rough pasting, unpleasant look showing careless working||The wallpaper is not looking pleasant||Re-paste the wallpaper in rough patches to give a smooth look||4 days||Supervisor|
|A-103||The railing of staircase is not safe and kids friendly||Safe and secure railing with good design||The loose, short heighted railing||Staircase is short from the perspective of safety||Replace the railing or add more hinges to increase height and gap between the design||5 days||Supervisor|
Table 3: Quality Management Plan for building renovation
|Risk||Severity of Risk||Frequency of Occurrence|
|The unavailability of Omantel’s architect to visit the site||Moderate||Low|
|Shortage of raw material in the market||High||Moderate|
|Strike of labour unit to increase salary||High||Low|
|Delay in building paints due to rain or snowfall||Low||Moderate|
|Delayed response from IT department to approve all technical infrastructure||High||Moderate|
|Shortage of finances||High||Low|
Table 4: Risk Register