Deadline :- 5th Jan
20 6:00 pm
Message:-
Message:-
I have attached the draft group assignment of project
management, as a group member, my role is limited to the following:
Can you help to writeup 02 context as mentioned below,
which should include some useful diagram of communication management and
risk plan?
1.
Detail of risk assessment and appropriate application of risk
analysis to managing project outcomes - 500 words excluding diagrams
or figures
2.
Appropriate level of Communication management, with key
stakeholders, identified, with a basic communication plan. - 500 words,
excluding diagrams or figures.
PROJECT MANAGEMENT – ASSIGNMENT 2 (Group SUBMISSION)
[Document
subtitle]
|
Assessment Task 2: Project Charter
(Please
don’t remove this page)
1) Assessment
Details
You are to develop a Project Charter (long version),
identifying a need for change within your business, and develop the components
required to “sell” the project, including any resources to deliver the proposed
change, to senior management in your business.
2) Criteria
used to grade this task
The Project Charter should clearly identify the strategic
change proposed, expected outcomes, key milestones and deliverables. Detailed marking criteria can be found in the
Marking Guides section of this course description.
Assignments will be
examined by software to detect any suspected instances of plagiarism and
collusion. Assignments will be compared to other assignments submitted
previously
Additional guidance:
This is an academic assignment, so it is essential that your statements
and views be justified by relevant academic theory. For example, don’t just use
terms like ‘stakeholder’ – explain why you selected those terms, and the
academic theory to justify their use and definition.
A major failing of students is to simply ‘describe’ the processes that
have happened. At this level you are expected to be able to apply recognised
theory to situations, and form opinions. You will often find conflicting
opinions from so-called ‘experts’. You should be developing analytical and communication
skills.
Mark Sheet
(Please don’t remove this page)
Assessment Task 1 Feedback: Individual Report: Project Charter
Assessment Criteria
|
Comments
|
Mark
|
Report content and structure, including
flow, executive summary.
(2
Marks)
|
||
Background, business needs, and reasons
for doing the project clearly defined.
(5
Marks)
|
||
Project Scope well described including
objectives, major deliverables, milestones, success criteria and constraints.
(8
Marks)
|
||
Detail of risk assessment and appropriate application of risk
analysis to project selection
(5
Marks)
|
||
Major stakeholders and project roles
identified, with initial communication requirements outlined.
(5
Marks)
|
||
Quality and accuracy of financial
analysis
(3
Marks)
|
||
In-text references and reference list
(2 Marks)
|
||
Total Marks
(30 Marks)
|
Comments
|
||
Lecturer
|
||
Date
|
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Contents
1. List of Tables
2. List of Figures
Executive Summary
Onsite Testing & Calibration (OTC), Australia’s leading
calibration, testing and inspection company has the opportunity to be awarded a
utilities maintenance contract in Western Australia worth $1.5 million per year
in revenue with prospective client, Perth Power Networks (PPN). Should this
contract be awarded, OTC will be required to increase internal resources for in
order to service the contract. This project charter has been requested from the
internal department known as the technical team in order to explain and
document the preliminary work that has been completed along with the submission
of the project tender and provide the basis for an assessment for a final
investment decision from the OTC executives. While the contract is still in the
tender stage, OTC is of the opinion that there are no other companies in
Australia who have the capacity to service it to the level it requires. This
project charter is expected to be invaluable and serve as a project steering
document – particularly from a stakeholder and communications management
perspective when OTC is announced as the successful party.
Preliminary investigative works have composed of:
●
Additional asset
requirements
●
Staffing requirements
●
Risk assessments and
mitigation strategies
●
Stakeholder management
& communication requirements
●
Analysis of the
process involved in acquiring, onboarding and planning to complete these works
while at the same time maintaining the same level of service to existing
clients and scopes of works.
This expansion project aligns with OTC internal mission
statement of “Crush X” where X is the redacted name of OTC’s main competitor.
As well as aligning with all six OTC values:
- Be awesome – OTC will be awesome and “world champions” in executing
this contract
- Always Yes – OTC will say yes to this contract if it’s offered. As
well as saying yes to the client’s preferred start date
- Positivity – OTC will be positive at all times during the project, as
a smile is free, and the positives for the business should this contract
be awarded are exceptional
- Dot Your I’s – OTC will ensure this project is delivered to the expected
high levels of quality and accuracy
- Gratitude – The
business is aware this contract could have been awarded to another
provider. Therefore, OTC will ensure that
the project is completed in order to give back to the client for providing
a growth opportunity benefiting the entire business
- Own It – Internal stakeholders will complete their assigned
tasks and assist their colleagues when required to complete this work and
allow the other values to be adhered to.
OTC’s external mission statement of “Making Compliance
Effortless” will be paramount for every decision made in the planning and
execution of this project. As ultimately, this is what it is about. Once this
is addressed, the values and the internal mission statement will also be met.
1. Project background, business
need, and reasons for the need for the project
1.1 Project Background
Onsite Testing & Calibration (OTC) has the opportunity
to become the major provider, calibration and inspection services in the
Australian marketplace with the award of a significant contract in Western
Australia to service the Perth Power Network (PPN).
To service this contract, OTC needs to undertake its biggest
expansion project in company history; improving on previous expansions by
applying lessons learned to safety, effectively and efficiently build and
deploy mobile calibration laboratories into Western Australia in order to
service this contract. Aligning with business goals of continuous growth,
customer service excellence, “being awesome” and capturing more market share
that will in turn limit the availability of work for competitors and force them
to re-evaluate their operational feasibility (Larson, Honig, Gray, Dantin,
& Baccarini, 2017). This project will better support the existing WA team
as the additional resources provide a secondary benefit of being able to better
service the wider local market outside the scope of the PPN contract.
1.2 Business Need & Reasons
for Need of Project
Increasing competition is forcing business to provide better customer
service and focus (Larson; et al 2017). A key element of OTC’s unique selling
point is our value of ‘always yes’, this customer focus differentiates OTC from
competitors and has been identified as a key driver for this expansion project
for W.A. Without this expansion the WA branch of the business is under
increasing pressure to justify additional resources being deployed in the
market; and the business will be unable to service a potential contract it is
tendering for. This creates the potential that due to incremental business
growth and the award of the PPN contract, the customer experience could suffer.
As also discussed by Larson; et al (2017) projects can also be used to gain
market share and pressure competitors, which is another key aspect and driver
of this project.
OTC’s potential award of the PPN contract will come at the expense of a
large competitor and the final remaining barrier to obtaining the majority
market share in Australia and New Zealand of any rival. It is not unreasonable
to expect the competitor’s business model to no longer be viable as OTC
complete the expansion project and begin work on the PPN contract.
The additional resources in W.A will all but guarantee almost complete
market coverage, providing the business the ability to cover the market and to
push the business’ relentless focus on safety and quality wider, in order to
improve the overall market Australia wide. As a primarily service operating
business the expansion will meet the classification of a project as it has
specific characteristics as outlined by Larson; et al (2017), as can be found
in table 1 below:
Criteria that
defines a project
|
OTC Deliverable
|
|
Deliver new mobile calibration and testing laboratories to
Western Australia
|
|
Build and Deliver of assets to Location
|
|
Multiple Departments:
Executive
Finance
Operations Technical
Management
Field staff
External Subcontractors
|
|
Scale of expansion not previously attempted by business
|
|
Time Deadlines
Fixed budget limits
Quality, Safety and Environmental requirements
|
Source: adapted from Larson; et al (2017)
2. Project Scope well described
including objectives, major deliverables, milestones, success criteria and
constraints
2.1 Project Scope
As this expansion is being conducted in line with ongoing
operations and using mostly existing staff members, it is essential that the
project scope is defined and specific goals are set, as this definition also
prevents scope creep and therefore budget/time blowouts (Larson; Et al 2017).
OTC’s PPN Expansion Project will expand capabilities and resources
simultaneously in the W.A market. Previously, single labs have been added from
organic growth, however due to the PPN contract the business will be required
to put three additional calibration labs on the road simultaneously. All
development of laboratories before deployment will be conducted simultaneously with
regular operations at the Queensland (QLD) head office, with no interruptions
to usual service levels or budget achievements by the business. Local
subcontractors and previous suppliers will be utilised, again, just on a larger
scale than previously. All capital expenditure (capex) funding will be
financed, as the business has known costings for these items and is therefore
able to implement this project with a relatively known budget. Incidental costs
are to be approved in line with financial delegation levels as outlined in
position descriptions.
Additionally, three new staff members will be simultaneously
recruited, on boarded and trained. This process also be conducted with no
disruption to ongoing operations, and indeed, training will be used to support
ongoing operations. All aspects of the
project will be completed in line with OTC policies and procedures, therefore
meeting all health, safety, environmental and quality (HSEQ) requirements for
the business. The timeline for this project has been set at 16 weeks, of which
only the training component can be extended. As discussed by Jaber, Marle,
Vidal and Didiez (2018), project delivery and timelines require expert strategy
and organisation. OTC believes it has the experience form past expansions to
successfully increase the expansion scope to deliver this project despite the
significant increase in project size.
The project will conclude when the new technicians have
completed their four-week induction and training program in line with the
integrated management system requirements (IMS), and all training documentation
is completed to deem these employees competent to work unsupervised in the
field.
2.2 Major Deliverables
It is accepted that the argument proposed by Jaber, Marle,
Vidal and Didiez (2018) is accurate; deliverable management is a core key
element of a project and a strategic decision made about the motivations and
drivers of a project. Therefore, OTC executives demand the following
deliverables must be completed in line with their target/due dates for the
project to be completed successfully:
●
New vehicles built,
fitted out and delivered into WA before the end of the 12th week of
the project
●
Three new staff hired,
on boarded and inducted by the end of week 12
●
New staff trained and
deemed competent by the end of week 16, with final signoffs complete
2.3 Milestones & Schedule
In alignment with transparency for senior management’s
ongoing assessment & monitoring on this project as well as for guidance and
segregation of middle management’s respective roles in the project, OTC has
developed a milestone schedule as scheduled by Larson; Et al (2017) in order to
both define and provide deadlines that progressive milestones must be completed
by in order for the project to remain on schedule. Additionally, as discussed
by Hameri & Nihtila (1997), Project milestones are essential in
coordination of projects with distributed team members. As OTC management works
across multiple locations and time zones, having defined milestones with due
dates allows for greater control and steering of the project by the COO when
acting as PM. Table 2 below displays OTC PPN Expansion project milestones and
their target/due dates
Project Milestone
|
Target/due date
|
Order all items required for builds
|
End week 1
|
Receive vehicles
|
End week 3
|
Preliminary fit out in house & schedule subcontractors
to fit out vehicles
|
End week 4
|
Complete fit out of vehicles
|
End week 7
|
Select candidates for interviews
& signwriting on vehicles
|
End week 8
|
Hire candidates
|
End week 9
|
Install all items into vehicles
|
End week 10
|
Deliver vehicles to Western
Australia
|
End week 11
|
New employees start
|
Start week 12
|
Trainee signoff
|
End week 16
|
2.4 Success Criteria and Constraints
It has been decided that the key element to success and the
biggest constraint this project will face is the ability of all stakeholders to
effectively communicate, and communicate when required. There are a significant
number of internal and external stakeholders who’s needs and expectations must
be met. In line with OTC Quality system and ISO 9001 requirements, these needs
and expectations will be understood and addressed appropriately through the
project (International Organisation for Standardization, 2016). A
communications plan will be developed in line with topics discussed by Larson;
Et al (2017) & Stackpole (2010) in line with PMBOK frameworks and
techniques. This communications plan will allow for ISO 9001 requirements to be
met as we will know and understand the needs of all stakeholders, as well as
have a plan in place for all parties to communicate effectively and succinctly.
For OTC succinct and effective communication is critical to not just the
success of this project, but the success of ongoing operations during the
project.
The success of this project will focus around the
deliverables and the project milestone/schedule dates, which is in line with
discussions by Larson; et al (2017) and Stackpole (2010) as milestones that
have due dates are an effective means of ongoing monitoring and success. For
OTC, the due dates are critical and cannot be missed due to contractual
obligations that the business is now under. Therefore, the due dates in the
milestone schedule will be the main measurement of success. It is also naïve
not to factor budget overruns in any discussion of project success. As OTC has
relatively known costings and access to proforma invoices/quotes from its
international suppliers that were gathered in preparation for the potential
award combined with pricing from previous builds, relative costs/budgets are
known Thus avoiding the risk of cost underestimation in order to improve
perceived viability of a project as argued by Flyvbjerg, Holm & Bhul
(2003). However, the variance to these costs will also need to be monitored and
checked to ensure that the budget does not blow out and impact the short-term
viability of the project and the business overall (Larson; et al 2017 &
Snyder Stackpole 2010).
3. Detail of risk assessment and appropriate
application of risk analysis to project selection
Project risk
is difficult to quantify as an overall term. However, all projects have
inherent and individual risks that must be identified, assessed and mitigated
(If possible) as discussed by Larson; et al (2017); unless once quantified the
level of risk posed makes a project unviable, then the project should be
abandoned. Therefore, to identify the approach a business should take, all
projects require a detailed risk assessment that aims to identity, quantity and
provide a means to manage risk. This process can be undertaken as a comparison
– expressed on a matrix – of two variables per risk. The likelihood is compared
against the consequence and assigned a rating with a predetermined level to
quantify the level of risk and the predetermined company response
(Marcelino-Sadaba, Perez-Ezcurdia, Echeverria Lazcano, & Villanueva, 2014).
An example of this displayed in the traditional matrix format can be seen in Figure
1 below:
Source: adapted from Marcelino-Sadaba,
Perez-Ezcurdia, Echeverria Lazcano, & Villanueva (2014)
This
representation allows for clear and concise quantification of risks, as well as
rapid identification of what the company is willing to commit to from an action
point of view surrounding this risk in line with business risk appetite.
As discussed
by Larson; Et al (2017) and visually represented in figure 3.2 below, which has
been adapted to show OTC’s preferred time for risk mitigation within the
project timeline. Risk migration and correction have a direct financial
correlation to when an event occurs in the timeline of a project. Risks
mitigated earlier have a lower overall cost and therefore less budgetary
impacts. In the context of OTC as a SME with limited financial capacity, early
risk mitigation will ensure not just project viability, but potentially overall
business viability.
Source: adapted from Invensis Learning Pty Ltd (2018)
Onsite Testing & Calibration adopts a 4-step process in
regards to risk analysis and mitigation that follows the overall process
outlined by Larson; Et al (2017); as well as the process demanded of the
business in line with applicable certifications (International Organisation for
Standardization, 2016) where the business:
- Assesses and
Identifies Risks
- Controls the
Risks
- Assesses the
effectiveness of controls
- Review and monitor to ensure ongoing control
effectiveness and to prevent risk escalation.
Specifically addressing OTC’s PPN expansion project, Appendix 1: OTC PPN expansion risk and
mitigation plan sets out a risk assessment for OTC’s PPN expansion in line with
the matrix presented in Figure 3.1, This table also expands on a face value
risk analysis as it identifies an initial risk rating, and a risk rating post
mitigation strategies which are also outlined in the same table.
4. Major stakeholders and
project roles identified, with initial communication requirements outlined
4.1 Major Stakeholders &
Roles
As defined by Larson; et al (2017) stakeholders are
individuals or organisations that are involved in the project, or whose
influence can impact the success or failure of the project. Their positions,
needs, expectations and influence can vary greatly. Which is why stakeholder
analysis is an important tool to identify the number, needs and expectations of
relevant stakeholders, and how they interact or can impose on the project,
allowing their roles and influence on the project to be determined (Larson; Et
al; 2017).
Table 3 outlines the various identified stakeholders in
OTC’s PPN expansion project, as well as outlining their role(s) within the
project. As OTC is a SME, internal stakeholders have multiple roles which as
discussed by (Turner, Ledwith, & Kelly (2010) is to be expected as the
business size does not permit for specialise project staff to be hired.
Stakeholder
|
PPN Expansion
Project Role
|
OTC Chief Executive Officer
|
●
Oversight
●
Strategic steering
●
Provision of finance
●
Final decision maker
(if conflict identified)
●
HSEQ duties as
required when HSEQ Manager in field training
|
OTC Chief Operations officer
|
●
Project Management
●
Equipment ordering
(capex)
●
Human Resources
duties – appoint new staff
●
Manage and
coordinate communication between OTC &
PPN
|
OTC Chief Sales Officer
|
●
Strategic Planning
●
Marketing
|
OTC Health, Safety, Environmental & Quality Manager
(HSEQ)
|
●
Guidance and
steering of project in line with management system requirements
●
Vehicle Build
Assistance (as former technician & qualified mechanical fitter)
●
Ensure HSEQ systems
are compliant with PPN requirements
●
Respond to PPN as
required for HSEQ issues
●
On-board new staff
●
Train new staff
|
OTC Field Services Manager
|
●
Build vehicles
●
Coordinate
subcontractors
●
Select candidates
●
On-board new staff
●
Train new staff
|
OTC Training Manager
|
●
Ensure training
System accurate for specifics of PPN Contract
●
On-board
●
Training new staff
|
OTC Laboratory Manager
|
●
Vehicle build
manager
●
Subcontractor
management
|
OTC Technicians
|
●
Vehicle build as
required
●
Deliver vehicles to
W.A
●
Train new staff
●
Conduct works
required by contract
|
OTC Storeperson
|
●
Non-capex equipment
ordering
●
Coordinate equipment
pre installation in new vehicles
|
OTC Technician Applicants & Candidates
|
●
Meet requirements of
selection process
●
Complete training
and carry out contract work
|
Subcontractors
|
●
Provision of
goods/services as and when required
|
PPN Contact and Contracts Manager
|
●
Point of contact
between PPN & OTC
●
Communicate OTC requirements to OTC
|
OTC Schedulers
|
●
Facilitate labour
for in house vehicle construction withing ongoing operational schedule
|
Equipment Suppliers
|
●
Supply Goods as and
when required/agreed to
|
Stefan Olander and Anne Landin (2005) discuss a process for
stakehoder management that groups stakeholders in line with their level of
intrest and power to display their level of influence over a project. This
mapping is applicable for OTC in line with who needs to be kept informed and to
what extent. This stakeholder mapping can be seen as relavent to some of OTC’s
PPN Expansion stakeholders in Figure 3: Stakeholder mapping. Mapping which also
speaks towards how and when these stakeholders should be communicated with as
discussed further below.
Source: Adapted from Olander & Landin (2005)
4.2 Initial Communication
Requirements
As discussed above and by Larson; Et al (2017) it has been
agreed that due to the complex nature of projects, and this OTC PPN expansion
project is complex and involves both internal and external stakeholders all
around the world; that communication will have the biggest impact on success,
and is a potentially the biggest constraint. Therefore, an effective
communications plan is vital to the success of the project and will be a key
driver in stakeholder management during the project (Turkulainen, Aaltonen,
& Lohikoski, 2015).
Table 4.3
Communications plan outlines OTC Stakeholders and their communication
requirements for the duration of the project.
Table 4.3 Communications Plan
Stakeholder
|
Communication
Requirements
|
OTC Chief Executive Officer
|
●
Broad
●
Weekly/Milestone
based/ As required
|
OTC Chief Operations officer
|
●
Detailed – As
required
●
As required/
Milestone based
|
OTC Health, Safety, Environmental & Quality Manager
(HSEQ)
|
●
Keep in the loop –
Milestones/As required
●
Broad - generally
●
Specific – as
required
|
OTC Field Services Manager
|
●
Specific – As required
●
Timeline based
●
As required -
inwards and outwards
|
OTC Training Manager
|
●
Broad
●
As required –
inwards and outwards
|
OTC Laboratory Manager
|
●
Detailed – As
required
●
Specific – As
required
●
Timeline based
●
As required -
inwards and outwards
|
OTC Technicians
|
●
Broad – As required
|
OTC Storeperson
|
●
Specific - As
required
|
OTC Technician Applicants & Candidates
|
●
Specific - As
required
|
Subcontractors
|
●
Weekly in lead up to
their involvement
●
Daily during their
involvement
●
Specific – As required
|
PPN Contact and Contracts Manager
|
●
Specific – As
required
●
On Completion
|
OTC Schedulers
|
●
Specific – As
required
|
Equipment Suppliers
|
●
Weekly until
equipment delivered and OTC take ownership
●
Specific – As
required
|
5. Quality and accuracy of financial
analysis
5.1 Financial Analysis
While this is the biggest expansion project that OTC has
undertaken in its history. It is not the first, therefore this project does
have somewhat known costings. Previously organic growth has progressively
required more mobile laboratories; however, this project’s main driver is the
ability of the business to service its contractual obligations. Due to this
past knowledge, cost estimations are considered very accurate. In line with
discussion by Larson; et al (2017) estimates are critical to determining
project viability and cashflow needs without the risk of padded estimates,
which is no different to OTC’s PPN expansion. As some of these costs are to be
financed this ability to estimate using the apportionment method based on
previous phase estimations to gain quick finance when required will give the
business the ability to meet the contract commencement date (Larson; Et al,
2017).
The apportinment method is deemed suitable for financial
estimates as the expansion is similar to previous expansions, except that it is
on a larger scale. The variables to these costings are not from capex
comittments, they are from labour and incidental costs during the project
phases of building and training. These incidental costs are also able to be
estimated using the apportionment method as they have previously formed part of
operational expences – I.E a member of the management team flying interstate to
deliver internal training program, or posting job advertiesment on Australian
job search boards. These costs are known to the business and can therefore
still be factored in under the same methods with relativley high levels of
accuracy and certainty.
This said, OTC is aware that there is always the potential
for budget overruns, this has been concidered as part of OTC’s risk assessment
of the project and can be found in Appendix 1: OTC PPN expansion risk and
mitigation plan. Contingency funds are available should they be required. Use
of any contingency funding for this project will be at the discretion of OTC’s
CEO and managed to ideally prevent its use in order to prevent the misuse or
misinterpretation as to that contingency funding is for, as discussed by
Baccarini, (2005).
6. List of references
Baccarini, D. (2005). Understanding Project Cost
Contingency - A Survey. QUT Research Week
2005. Brisbane: Queensland University of Technology. Available from
https://espace.curtin.edu.au/bitstream/handle/20.500.11937/9641/20855_downloaded_stream_311.pdf?sequence=2&isAllowed=y
Flyvbjerg, B., Holm, M., & Buhl, S. (2003). How common
and how large are cost overruns in transport infrastructure projects? Transport Reviews, 23(1), 71. Available
from https://doi-org.ezproxy.federation.edu.au/10.1080/01441640309904
Hameri, A.-P., & Nihtila, J. (1997). Distributed New
Product Development Project Based on Internet and World-Wide Web: A Case Study.
Journal of Product Innovation Management,
14(2), 77-87. Available from https://onlinelibrary-wiley-com.ezproxy.federation.edu.au/doi/epdf/10.1111/1540-5885.1420077
International Organisation for Standardization. (2016,
Febuary 26). ISO 9001. ISO 9001: 2016
Quality Management Systems Requirements. Sydney, NSW. Retrieved from https://www.saiglobal.com/PDFTemp/osu-2019-12-14/6772597383/9001-2016.pdf
Invensis Learning Pty Ltd. (2018, February 27). What is Project Life Cycle and its Main
Characteristics? Availavle from Invensis Learning Pty Ltd:
https://www.invensislearning.com/resources/pmp/what-is-project-life-cycle-and-its-main-characteristics
Jaber, H., Marle, F., Vidal, L.-A., & Didiez, L.
(2018). Criticality and propagation analysis of impacts between project. Research in Engineering Design, 29(1),
87-106. Available from https://doi-org.ezproxy.federation.edu.au/10.1007/s00163-017-0254-7
Larson, E. W., Honig, B., Gray, C. F., Dantin, U., &
Baccarini, D. (2017). Project Management
The Managerial Process. Sydney: McGraw-Hill Education.
Marcelino-Sadaba, S., Perez-Ezcurdia, A., Echeverria
Lazcano, A., & Villanueva, P. (2014). Project risk management methodology
for small firms. International Journal of
Project Management, 327-340. Available from
https://www-sciencedirect-com.ezproxy.federation.edu.au/science/article/pii/S0263786313000665
Olander, S., & Landin, A. (2005). Evaluation of
stakeholder influence in the implementation of construction projects. International Journal of Project Management,
23(4), 321-328. Available from
https://www-sciencedirect-com.ezproxy.federation.edu.au/science/article/pii/S0263786305000232
Snyder Stackpole, C. (2010). A user's Manual to the PMBOK Guide. Hoboken, New Jersey : John
Wiley & Sons Incorporated. Available from
https://ebookcentral-proquest-com.ezproxy.federation.edu.au
Turkulainen, V., Aaltonen, K., & Lohikoski, P. (2015).
Managing Project Stakeholder Communication: The Qstock Festival Case. Project Management Journal, 46(6),
74-91. Available from
https://journals-sagepub-com.ezproxy.federation.edu.au/doi/pdf/10.1002/pmj.21547
Turner, R., Ledwith, A., & Kelly, J. (2010). Project
management in small to medium-sized enterprises: Matching processes to the
nature of the firm. International Journal
of Project Management, 744-755. Availavle from
https://www-sciencedirect-com.ezproxy.federation.edu.au/science/article/pii/S0263786310000943
7. Appendices
3. Appendix 1 – OTC PPN
expansion risk and mitigation plan
Identified risk during PPN expansion
|
Pre-mitigation rating
|
Mitigation Strategy
|
Post-mitigation Rating
|
Delays:
●
arrival of vehicles
& equipment
●
subcontractors
●
fit out by OTC
|
Unacceptable
|
●
Confirm in writing
delivery times and subcontractor bookings with suppliers and contractors
●
Schedule time in
technicians/managers calendars to complete in house aspects of project
|
Acceptable
|
Applicants not meeting required criteria
|
Unacceptable
|
●
Seek referrals from
current staff members
●
Cold approaches to
competitor’s employees
●
Look through
previous applicants
●
Approach labour hire
and discuss OTC requirements with them
|
Acceptable
|
Vehicles arriving late into WA
|
Strong
|
●
One additional week
built into schedule for vehicles to leave late or encounter delays whilst
driving QLD - WA
|
Acceptable
|
Candidates not meeting requirements during pre-employment
screening
|
Strong
|
●
Shortlist and rank
perceived suitability, screen top tier and second tier candidates.
●
Interview all
potential candidates.
|
Acceptable
|
Candidates not meeting requirements post appointment to
position
|
Strong
|
●
Preference
candidates with relevant experience
●
Training, Quality
and Field Services Managers to work one on one with each candidate for their
training periods
●
Do not inform second
tier candidates they have not been selected until training program complete
|
Acceptable
|
Budget Overruns
|
Strong/Unacceptable
|
●
Secure fixed priced
quotes from suppliers
●
Use known providers
as there is pricing history and buying power
●
Use historical
information when planning incidentals
●
Use Information
available publicly as base of pricing
●
Cash at bank
available to be used as contingency funding if required
●
CEO to secure line
of credit to be drawn on if required
●
CEO to approve all
uses of contingency funds
|
Acceptable
|
Social Contact