In summer 2008 construction began on a huge new city centre shopping experience in Norfolk This had been several years in
the planning, involving large-scale city planning, the purchase of land, clearing of the site, designing the site,
engaging two major construction firms and beginning the construction itself.
In spring 2009 the project came under strong economic pressure because of the credit crunch and eventually the
construction firms undertaking the project went into receivership and construction halted.
In late 2009, Jamestone Construction has taken over the construction of the new shopping centre and the project is ready
to recommence. However, during 2009 there has been pressure locally to alter the original design for the shopping centre
and the economic climate nationally and locally has meant there is a need to re-look at the original plans for the
shopping centre.
You are the Project Manager for Jamestone Construction in charge of the Norfolk project and have been asked to produce a
project report to the firm’s Management Board. Your project report must address key considerations in order to deliver
this project on time and within budget. Key considerations should include, but are not limited to:
• describing the overall approach to managing the project with reference to key relevant theories and principles of
project management
• planning the project to ensure the new shopping centre is constructed and open for business by 1 April 2011, including;
Jamestone’s organisational structure, the key stages of the project, key success factors and the approach to reviewing
the progress of the project. You should use a recognised project management system/methodology
• analysing project problems – halfway through the project it is anticipated that it will be hit by over-running budgets
(as this has occurred previously on Jamestone projects). The construction cost might increase by an estimated 15% more
than the projected budget. Using a project management approach, analyse what steps you would take to deal with this
problem and get the project back on track
• evaluating and justifying the solution you have chosen to deal with this project management problem, using practical
examples from other public projects You will write a reflective conclusion which will identify and make use of at least
one appropriate theory of reflection. You will summarise your learning from the module and identify the way in which your
professional role (or anticipated future professional role) has developed from engaging with the module assignment. This
will focus on the development of your management skills associated with project management.
FORMART YOU CAN FLLOW
Introduction
Use the 4d model
Defining the project
TRIPLE CONSTRAINTS,
• Time,
• Cost
• Scope or quality.
EXTANAL INFLUENCE ON THE PROJECT,
• PEST,
• stakeholders,
• CS R
Flexibility
Market research
1) DESIGNING THE PROJECT by talking about the
7s of project management.
o STRATEGY
o STRUCTURE
o SYSTEM
o STAFF
o SKILL
o STYLE/ CULTURE
o STAKEHOLDER
SUCCESSFUL PROJECTS• Avoiding the UGES
• Delivering scope
• Now talk about putting the team together
• The role
• Responsibilities
2) DELIVERING THE PROJECT
Monitoring and control selecting the best methodology
• GAIN chart, PERT chart or prince 2 any that suits you
• Tolerance
• Control steps
SELECTING MANAGEMENT STRCTURE
• blended
• 100% in house
• turnkeySELECTING ORGANISATIONAL STRUCTURE
• organisational culture
• pure project structure
• matrix structure
• mixed structure
HOW WOULD YOU?
• managing closing down
• avioding scope creep
• risk management
• testing
3) DEVELOP THE PROCESS
• reviewing
• what lesson learnt
short conclusion
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