QMP020N - PROJECT MANAGEMENT RESIT COURSEWORK: PART 1
Submit by: 15th August, 2008 Lecturer: Martin Topple
This is the first of two pieces of coursework for this unit. Allison Wylde will be giving you
the second piece. Both can be submitted at the same time but with separate coversheets.
We advise you to use Microsoft Project for this work - but you can use other software if you
prefer (provided it has similar features and you know how to use them).
Instead of using this case study for your coursework, you may use details from your own
project - but only if you clear this with Martin Topple by the end of July at the latest. Of
course, your own project must be of equivalent size and complexity to the case study
This is an individual assessment. All work submitted must be your own work.
Any plagiarism or copying discovered will be referred to the appropriate Head of
School and constitutes a serious examination offence.
You must submit a written, typed or printed version of your coursework. Electronic
submission or submission on cd-rom is not acceptable. It is not necessary to word process this
assignment - work completed in a fair hand is permissible. If you do word process the task(s),
we may wish to examine your work disc or work area at any stage during or after the
assessment period. So please keep any disc(s) safe and make regular backups. Disc or printer
failure is not an acceptable reason for late submission. Keeping discs (and their copies) safe is
If, on submission, you attach a stamped addressed envelope to your work, we will post your
yellow feedback sheet to you. This is the quickest way for you to obtain feedback.
This case study is based on a job run by a firm of Architects and constitutes the pre-contract
programme of an estate restoration scheme. For reasons of commercial sensitivity some tasks
have been deleted, had their durations changed and/or had their links altered (at the
reasonable request of the project owners).
The tasks are already grouped and indented - but resource allocations have been stripped out.
You can obtain a copy of this file from the common area on the file server (instructions in
class). The file is called QMP020NRESIT.MPP Note: the file has been saved with a
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baseline. It has critical tasks shaded and non critical tasks unshaded. This is so that you can
distinguish between them with a black and white printer.
Topple Estate Restoration: Pre-contract Programme
Attached as an appendix you will find a Gantt chart view of this project. It consists of about
80 tasks (some of which are summary tasks or milestones). The project is to prepare an estate
ready for the main works to commence - but does not include the main works schedule.
You are given the following information about resources (all work based):
Resource Name: Initials: Max Units: Standard Rate O/T rate:
Architect A 1000% £35.00/h £55.00/h
Manager M 200% £30.00/h £45.00/h
Surveyor S 400% £25.00/h £35.00/h
Labourer L 300% £10.00/h £15.00/h
Landscape Gardener G 200% £15.00/h £20.00/h
Interior Designer D 100% £30.00/h £40.00/h
Using your common sense, allocate at least one of these resources to each of the sub tasks as
you consider appropriate. Do not add resources to top level summary tasks or milestones
(though you may wish to add various fixed costs to these later).
For example, sub tasks which involve surveying will need at least one surveyor (S) allocated
to them, those involving landscaping will require the landscape gardener (G) and sub tasks
involving any work will need labourers (L). Some tasks may need more than one resource.
You must, however, allocate resources to the following activities as stated below -
perhaps you should do these first (where AA@ means Architect, AL@ means Labourer and
ID Brief Name: Resources to be allocated:
6 Analysis of Contents for assimilation of brief A at 200%
10 Erect scaffolding ... L at 200%
11 Protection and appropriate pruning ... L at 200% and G at 100%
30 Essential stripping out/ opening .... L at 300%
31 Monitor Building S at only 10% (yes, ten per cent.)
46 Undertake investigation (trial holes .... S at 100%, L at 300%
54 Preparation of detailed info .. A at 100%, G at 50%
71 Preparation of Bill of Quantities ... A at 100%, S at 100%, G at 50%
74 Tender Analysis A at 100%, M at 100%
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Please note (and read carefully) - as guidelines:
* Task numbers listed above correspond with those on the printout attached at the rear.
* With an acceptable allocation of resources (using the above tasks as guidelines for
loadings), you should find that total costs are around £500,000. You should not need
to extend the duration of the project. If you do - you are probably loading in too many
resources on each task. Try again.
* Make sure that when you add resources to tasks you do so in a way that does not
change task durations. Either allocate all the resources to a task at once or add the
resources and then reset the duration to it=s original value or turn off the effort driven
mechanism (remember to turn it back on for later parts, though).
* If you are solving clashes manually then remember that is it better to add new links
between tasks rather than “dragging” them forward. Adding new links does not set
SNET constraints that could cause you problems later.
* You must explain carefully and fully how either Project (or you) resolved these
clashes. You should include suitable evidence of the changes.
* You may add other resources if you wish .... if you justify their inclusion.
* You are advised to save versions of the file (with different names) at key points. In
general, save your work frequently.
* You are advised to choose only the option for “Level within available slack” only
from the (Tools,) Level Resources window and to show the baseline as a reference
point via the custom pages of the Gantt Chart Wizard. You should save the baseline
between clashes so as to collect clear evidence of each clash.
i) By carefully following the guidelines above, add resources to tasks as you consider is
For the first three clashes that occur document carefully and explain any changes
made either by you or by Project.
If more than three clashes occur – just resolve them ... you do not need to document
these additional clashes.
ii) If this results in any changes to the project duration - please state and explain those
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changes. State the final total project cost and total duration.
iii) Currently, there are 10 Architects allocated to this project. By how much can this
number be reduced without:
1. Delaying the start or finish of any task
2. Delaying the project.
Explain carefully the steps you took to be able to answer this part of the question.
Explain also why this knowledge may be important to the effective management of
Leave the number of architects at the level found in part a) iii) 1. for the rest of your
iv) Attach a print out of your “Resource Sheet” view (which will show no conflicts
remain to be resolved and your new levels of staffing for the Architects).
At the moment, the project is using the default “standard” Microsoft Project Calendar that
ignores both Bank and Public Holidays. Create a new copy of the standard calendar (perhaps
called Topple Estate). It should include the following dates, where relevant, as non working
Year 2008 01st Jan 21st Mar 24th Mar 05th May 26th May
25th Aug 25th Dec 26th Dec
Year 2009: 01st Jan 10th Apr 13th Apr 04th May 25th May
31st Aug 25th Dec 28th Dec
Year 2010: 01st Jan 02nd Apr 05th Apr 03rd May 31st May
30th Aug 27th Dec 28th Dec
.... please ignore any public holidays beyond this date
With the “standard” calendar the project is due to start on Monday 02nd June, 2008 and finish
on 13th May, 2010 (a total of 509 working days).
Note: if you are using your own project for the assessment and dates fall outside the range
given above, then simply visit the Department for Business website below:
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Where will your new calendar be used in Project? Carefully explain any change in the
project finish date and explain why it is necessary to reset the baseline, stating how
this is done. Show some clear evidence that dates have been changed to non working
You are now given the following information about fixed costs:
Overheads are allocated to the project at £100 per day (covering administrative costs,
secretarial support, consumables, photocopying, plan prints and office accommodation where
allocated to this project, etc.).
For task 5 (Council Report into … ) there is a printing and binding cost of £500 payable at the
end of the task.
For task 29 (Installation of site monitoring) there is a delivery and set up charge of £250 for
the site monitoring equipment (payable up front).
For task 31 (Monitoring building) the hire charge of the monitoring equipment is £10/day
deductable pro rata.
For task 46 (Undertake investigation ....) equipment hire is £40/week payable at the end of
You may add other fixed costs if you wish ... provided that you justify their inclusion.
i) Add the fixed costs as specified above. Describe carefully how each fixed costs is
allocated within the programme and how much each adds to total cost.
Note: When you add fixed costs they should not change the duration of tasks.
ii) State the total final cost and duration (in days) of the project.
Save with a new baseline at this point (and at any other point where changes are made
before tracking begins).
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Produce a range of appropriate print out which, in your view, provides an executive summary
of the state of the project at this point. Explain carefully what each print out tells you and why
or how you think it is important. Note: if it is a large print out then please simply include a
single page from it.
As well as other views and reports of your choice, please include a Gantt chart view for
* all critical tasks
* all tasks involving work done by Architects. (15 marks)
What is meant by the term tracking? Why is it necessary to track a project?
Track through this project for tasks 3 to 7 inclusive by making any assumptions about actual
durations and/or costs you like. Have at least four tasks where either the duration or the cost
(or both) were different from your baseline figure(s).
Carefully document the changes made with respect to the consequent changes to actual
duration and/or actual cost of the project.
Provide print out which demonstrates that tracking has occurred and shows cost and/or time
variances so created. (You may wish to produce Gantt charts showing completed tasks only,
Critically discuss how the technical skills of project management can enhance the planning
and implementation of complex and potentially unpredictable projects, including the
communication of relevant issues to both specialist and non-specialist audiences.
You should examine the relationship between theory and practice in project management by
including where appropriate reference to this coursework, to class materials or discussions, to
published research and case study work undertaken, together with reflections on your
personal skills portfolio and your continuing professional development requirements.
(Maximum word count for Section F: 500 words)
TOTAL: 100 Marks
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QMP020N - PROJECT MANAGEMENT COURSEWORK: PART 1
Maximum word count: about 2000 words (not including any images/charts/graphs/tables).
Your work should be clear, precise, coherent and well presented.
You should show a clear understanding of how your analysis and conclusions are dependent upon
any underlying theory and/or assumptions required or employed by you.
You should show a clear integration of relevant knowledge from other modules where
Make sure that you fully explain and justify any steps taken at each stage.
Carefully document the tasks where actual and planned costs and/or durations diverge. Detail
fully and explain any cost and/or time variances so produced.
Any computer printout should be given clear interpretation and analysis in the body of your text.
It may be added in the form of an appendix but keyed or numbered in some way and referred to
clearly in the body of your text.
Please add your ID number and name to any computer printout - perhaps in the form of headers
Martin Topple, BIT, LMBS
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