Project work esame di Project Management , Progetti di Project Management. Politecnico di Milano
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Project work esame di Project Management , Progetti di Project Management. Politecnico di Milano

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HOTEL

MAKEOVER Project for the renovation of an hotel

Scuola di Ingegneria Industriale e dell’Informazione

Master of Science in Management Engineering

Industrial Project Management

Academic year 2016/2017

Andrea Brumana #858983

Serena Cremonesi #858717

Giacomo Fazzini #851393

Federica Marzorati #859061

Giovanni Vanini #853043

TABLE OF CONTENTS

TABLE OF CONTENTS ....................................................................................................................................... 1

1. ABSTRACT ........................................................................................................................................... 2

2. WORK BREAKDOWN STRUCTURE .................................................................................................. 3

3. ORGANIZATIONAL BREAKDOWN STRUCTURE ........................................................................... 4 4. NETWORK DIAGRAM ........................................................................................................................ 6

5. GANTT CHART .................................................................................................................................... 8

6. RESOURCE WORKLOAD ................................................................................................................... 9

7. PHYSICAL PROGRESS BASELINE .................................................................................................. 10 8. COST ESTIMATE FOR EACH WORK PACKAGE ............................................................................ 11

9. COST BASELINE ..................................................................................................................................... 14

10. RISK REGISTER ................................................................................................................................. 15

11. RISK MATRIX .................................................................................................................................... 17

12. INDIVIDUAL RISK SHEETS ............................................................................................................. 18 RISKS ......................................................................................................................................................... 18

Risk sheet – Fazzini Giacomo 851393 ..................................................................................................... 18

Risk sheet – Andrea Brumana 858983 .................................................................................................... 19

Risk sheet – Giovanni Vanini 853043 ...................................................................................................... 20

Risk sheet – Serena Cremonesi 858717 .................................................................................................. 21

Risk sheet – Federica Marzorati 859061 ................................................................................................. 22

OPPORTUNITIES ........................................................................................................................................ 23

Opportunity sheet – Giacomo Fazzini 851393 ........................................................................................ 23

Opportunity sheet – Andrea Brumana 858983 ....................................................................................... 24

Opportunity sheet – Vanini Giovanni 853043 ......................................................................................... 24

Opportunity sheet – Serena Cremonesi 858717 ..................................................................................... 25

Opportunity sheet – Federica Marzorati 859061 .................................................................................... 25

2

1. ABSTRACT

This project aims to arrange all the possible activities to revamp the building of an abandoned hotel.

The plan concerns the construction of a 10 rooms hotel in a ski area small town in Lombardy.

In particular, the hotel makeover will be based on four principal activities, such as removal of

existing assets, renovation, project management and all the bureaucratic issue related to municipal

permissions. Then, the project will end with the testing phase and the hotel opening ceremony. Each

principal activity is then split more in details, considering that a disused hotel need to be refurbished

from scratches, starting from walls, passing trough floors and electrical system, to the purchasing of

new furniture.

In conclusion, the project is also focused on the timing of the activities and the resource workload,

in order to understand which problems can arise during the overall duration.

3

2. WORK BREAKDOWN STRUCTURE

4

3. ORGANIZATIONAL BREAKDOWN STRUCTURE

OBS (also known as Organizational Breakdown Structure) is a hierarchical model describing the

established organizational framework for project planning by Breaking down large, complex

projects into smaller project pieces. Here below the table shows all the actors involved in this

project and what they’re responsible for.

In particular, we have:

 The project manager and the site manager belong to the external company and they’re

responsible for eliminating the existing furniture and predisposing the site for renovation

works.

 The testing phase begin with the safety test of the new configuration of the Hotel and the

check of all the standards.

Project manager

site manager

bricklayer

electrician

painter

purchasing department

engineering departmen

designer

5

The intersection of a WBS element and an OBS element is a defined primary units "work package". Here

below by crossing WBS and OBS it is possible to define a coding system for all the work packages and

associate at each WP an organizational unit responsible of its completion.

OBS/WBS

REMOVAL OF

EXISTING ASSETS

WALL

FLOOR

ELECTRICAL

SYSTEM

PAINTING

FURNITURE

Fu

rn itu

re , w

al l,

flo or

(A )

En gi

ne er

in g

(B )

Pr oc

ur em

en t (

C)

Co ns

tru ct

io n

(D )

En gi

ne er

in g

(E )

Pr oc

ur em

en t (

F)

Co ns

tru ct

io n

(G )

En gi

ne er

in g

(H )

Pr oc

ur em

en t (

I)

Co ns

tru ct

io n

(L )

Pr oc

ur em

en t (

M )

Re al

iz at

io n

(N )

D es

ig n

(O )

Pr oc

ur em

en t (

p)

In st

al la

tio n

(Q )

Bricklayer X X X X

Purchasing department X X X X

X

Engineering department X X X

Designer X Site manager X X X X X X

Painter X Electrician X

6

4. NETWORK DIAGRAM

7

In order to build this critical path, for each activity the group estimated its duration. Here below all

the durations of each single activity are presented. In particular, the table shows the following

elements:

- EST: early starting time

- EFT: early finishing time

- LST: latest starting time

- LFT: latest finishing time

- TF: total float

������ = 8 ℎ ��������

1 ��������ℎ = 25 �������������� ��������

From both the table and the graph, it is possible to check which the critical path is. It has been

highlighted in red and it is composed by those activities that have total float ���� = 0

CodePredecessorDurationESTEFTLSTLFT TF Resource Critical

RemovalFurniture, floor, wall A - 20 1 20 1 20 0 6 workers X

Wall

Engineering B A 5 21 25 21 25 0 1 worker X Procurement C B 3 26 28 26 28 0 1 worker X Construction D C 10 29 38 29 38 0 10 workers X

Floor

Engineering E B 3 26 28 29 31 3 1 worker Procurement F E 7 29 36 32 38 2 1 worker Construction G D,F 13 39 51 39 51 0 3 workers X

Electrical system

Engineering H B 5 26 30 31 35 5 1 workers Procurement I H 3 31 33 36 38 5 1 worker Construction L D,I 10 39 48 42 51 3 4 workers

PaintingProcurement M B 5 26 30 47 51 21 1 worker Realization N G,L,M 10 52 61 52 61 0 5 workers X

Design O B 5 26 30 37 41 11 1 worker FurnitureProcurement P P 20 31 50 42 61 11 1 worker

Installation Q N,P 10 62 71 62 71 0 5 worker X

8

5. GANTT CHART

Fig 1. Gantt Chart of the project. Within each bar is shown the duration of the activity. The bars in red represent the critical path of the project

9

6. RESOURCE WORKLOAD

The time scheduling above has been made without any resource constraints. With the purpose of

programming the project, the critical path method has a significant limitations. Indeed, it is based on the

assumption of infinite capacity, does not take into account the availability of resources constraints. We

should therefore assess the time-profile of the aggregate resource requirements as follows:

The project has two potential critical resources:

- Site manager

- Purchasing manager

The group has decided to analyse workload profile of purchasing manager. Focusing on it, it is important

to highlight that he will not work continuously along the activity duration In particular, he will

accomplish just the following operations in their initial part:

Activity code Duration [gg] Purchasing

manager task [gg] EST EFT LST LFT TF Critical

C 3 3 26 28 26 28 0 X F 7 4 29 36 32 38 2 I 3 2 31 33 36 38 5

M 5 3 26 30 47 51 21 P 20 5 31 50 42 61 11

Resource units

5

4

3 P

2 M I

1 C F P

20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 days

As we can see from the graph (scheduling the resource “purchasing manager” considering the earliest

times and according to min TF priority), we need 3 purchasing manager from day 31 to day 33. Putting

10

the limit at max 2 resources, the project can be re-arranged exploiting the TF of operation P as follow, in

order to better level the workload of the purchasing department and save one resource.

Resource units

5

4

3

2 M I

1 C F P

20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 days

7. PHYSICAL PROGRESS BASELINE

CodePredecessorDurationResource Smh Smh cum

RemovalFurniture, floor, wall

A - 20 6 workers 960 960

Wall

Engineering B A 5 1 worker 40 1000 Procurement C B 3 1 worker 24 1024 Construction D C 10 10 workers 800 1824

Floor

Engineering E B 3 1 worker 24 1848 Procurement F E 7 1 worker 56 1904 Construction G D,F 13 3 workers 312 2216

Electrical system

Engineering H B 5 1 workers 80 2296 Procurement I H 3 1 worker 24 2320 Construction L D,I 10 4 workers 320 2640

PaintingProcurement M B 5 1 worker 40 2680 Realization N G,L,M 10 5 workers 400 3080

Design O B 5 1 worker 40 3120

FurnitureProcurement P P 20 1 worker 160 3280 Installation Q N,P 10 5 worker 400 3680

11

This physical progress baseline has been built considering the [0-100] method and 8h/day of resource

availability. It has a great importance on a managerial and contractual level, allowing to evaluate the efficiency of

the work already done and to estimate the missing work.

8. COST ESTIMATE FOR EACH WORK PACKAGE

In order to compute the overall cost associated to each work package, first of all we compute the labour

costs associated to each actor involved in the project and spread on the different activities. We estimated

it as follows:

Bricklayer

Days #worker Cost (per MH) Hours per day TOTAL €

Removal 20 6 20 8 19200

Wall 5 10 20 8 8000 Floor 3 3 20 8 1440

Electrical System 0 0 20 8 0 Painting 0 0 20 8 0

Furniture 6 5 20 8 4800

0%

20%

40%

60%

80%

100%

120%

0 10 20 30 40 50 60 70 80

A %

Days

Physical progress %

12

Purchasing manager

Days #worker Cost (per MH) Hours per day TOTAL €

Removal 0 0 45 8 0 Wall 3 1 45 8 1080 Floor 4 1 45 8 1440

Electrical System 2 1 45 8 720 Painting 3 1 45 8 1080

Furniture 5 1 45 8 1800

Designer

Days #worker Cost (per MH) Hours per day TOTAL €

Removal 0 0 90 8 0 Wall 0 0 90 8 0 Floor 0 0 90 8 0

Electrical System 0 0 90 8 0 Painting 0 0 90 8 0

Furniture 5 1 90 8 3600

Painter

Days #worker Cost (per MH) Hours per day TOTAL €

Removal 0 0 18,4 8 0 Wall 0 0 18,4 8 0 Floor 0 0 18.4 8 0

Electrical System 0 0 18.4 8 0 Painting 10 5 18.4 8 7360

Furniture 0 0 18.4 8 0

Electrician

Days #worker Cost (per MH) Hours per day TOTAL €

Removal 0 0 23 8 0 Wall 0 0 23 8 0 Floor 0 0 23 8 0

Electrical System 10 4 23 8 7360 Painting 0 0 23 8 0

Furniture 0 0 23 8 0

13

Engineering department

Days #worker Cost (per MH) Hours per day TOTAL €

Removal 0 0 100 8 0

Wall 5 1 100 8 4000 Floor 3 1 100 8 2400

Electrical System 5 1 100 8 4000 Painting 0 0 100 8 0

Furniture 0 0 100 8 0

Site manager

The site manager works every time someone is working in the construction site. He works 72-5=67 days

since in the 5 days of wall engineering no one is on site.

Days #worker Cost (per MH) Hours per day TOTAL €

Site monitoring 67 1 100 8 53600

Furthermore, we estimate the cost of raw materials used as follow:

Work package Item Cost/unit Quantity Total [€] Overall [€]

Removal Removal equipment 1000 €/day 20 Days 20000 20000

Wall Drywall 33,00 €/Mq 400 Mq 13200

16210 Concrete 0,14 €/Kg 1500 Kg 210 Plaster 7 €/Mq 400 Mq 2800

Floor Tile 9,90 €/Mq 600 Mq 5940

47940 Radiant-floor heating system 70 €/Mq 600 Mq 42000

Painting Painting 1 €/L 400 L 400 400

Electrical system

Cable 0,25 €/m 6000 m 1500

5000 Electrical equipment 20 €/Unit 100 Units 2000

Control pannel 100,00 €/Unit 15 Units 1500

Furniture Room furniture 6 000 €/Unit 10 Units 60000

184460 Windows 800,00 25 Units 20000

14

€/Unit

Doors 600,00 €/Unit 25 Units 15000

Lights 50,00 €/Unit 20 Units 1000

Computers 800 €/Unit 1 Units 800

Screens 300,00 €/Unit 2 Units 600

Printers 60,00 €/Unit 1 Units 60

TV 350,00 €/Unit 20 Units 7000

Kitchen 60000,00 €/Unit 1 Units 60000

Common areas 20 000,00 €/Unit 1 Units 20000

So, summing up the total costs associated to each work package are:

WORK PACKAGE MATERIALS COSTS LABOR COSTS WP COST

Removal 20000,00€ 19200,00 € 39200,00 € Wall 16210,00 €

€ 13080,00 € 29290,00 €

Floor 47940,00 € 2964,00 € 50904,00 € Electrical System 5000,00 € 5540,00 € 10540,00 €

Painting 800,00 € 3844,00 € 4644,00 € Furniture

184460,00 € 13280,00 € 197740,00 €

TOTAL 332318,00 €

9. COST BASELINE

Starting from data shown above, it has been possible to draw the cost baseline. In particular we have been

allocated the costs to the WP day by day with the method of daily frequency: they have a linear trend as

they are accounted when used. As it possible to see, the central phase, comprising a lot of work package,

has a rapid growth.

15

10. RISK REGISTER RISKS 1. WORKERS

Too optimistic assessment of employee workload. Consequent delay in the project completion.

2. OPERATIVE

Due to materials handling, break of furniture may occur during the unloading phase, which could

lead to a necessary substitution, affecting the project duration.

3. HEALTH AND SAFETY

Due to collapse of rubbles, an injury may occur to a workman, which can cause a lack in workmen

team, requiring a substitution, affecting project duration.

4. SUPPLIER

Suppliers cannot respect the furniture delivery defined by the contract. We cannot proceed within

the pre-fixed times and milestones due to the delay of components.

0

50000

100000

150000

200000

250000

300000

350000

0 10 20 30 40 50 60 70 80

Cost Cumulated (€ )

Days

Cost Baseline

16

5. SUPPLIER

Supplier cannot respect quality of components needed. We cannot use the received components

and we need to reorder them. We can have delay of the project and increased costs.

6. PERFORMANCES

The final test phase of the system does not provide the desired results. We may proceed to a plant

downgrade or introduce corrective actions to bring the system back to “Design conditions “. This

will affect with a high impact time plan and costs.

7. LEGAL/POLITIC

Changing regulations on workers. Workers go on strike or complain about unpleasant situations.

We will have a stop in the project and consequently a delay of the overall project.

OPPORTUNITIES

8. WORKERS

Workers have a higher productivity than predicted. The project is completed in a shorter time than

planned and we’ll have cost and time reduction

9. SUPPLIER

The cost of the Material furniture is lower than the expected. The final cost related to the

purchasing decrease.

10. SUPPLIER

More efficient procurement of long-lead time items. Reduction of the overall duration of the

project.

11. SUPPLIER

Quality test always positive. No quality control team needed.

12. WORKERS

Better communication and integration among different teams and actors which leads to a higher

cost and time efficiency.

17

11. RISK MATRIX

PR O

B A

II T

Y

H 1

M 11 7,2,12 4,5,6

L 8 9,10,3

L M H

IMPACT

18

12. INDIVIDUAL RISK SHEETS

RISKS

Risk sheet – Fazzini Giacomo 851393

Risk Description

Suppliers cannot respect the furniture delivery defined by the contract. We cannot proceed within the pre-fixed times and milestones due to the delay of components.

Risk Classification Executive risk

Information Sources Historical data about suppliers

Risk Source Supplier

Risk Cause Supplier organization

Trigger Events The supplier doesn’t provide information about the time of the next furniture

Risk Impact Cannot proceed within the pre-fixed times and milestones

Time Window Few days

Risk Occurrence Probability

25%

Impact Severity Strong because it could affect a lot the overall cost of the project

Risk Exposure High impact X medium probability

Priority Level High

Risk Owner Purchasing manager

Response Strategy Type Ask another supplier or establish parallel-sourcing strategy

Response Actions (Unconditional)

Introduction of penalty clauses

Response Actions (Conditional)

Intensification of expediting actions before the deadline and forecast some material in “stock”

Response Lead Time 5 days

Residual Risk Delays due to other major external causes

Controllability High

19

Risk sheet – Andrea Brumana 858983

Risk Description Due to materials handling, break of furniture may occur during the unloading phase, which could lead to a necessary substitution,

affecting the project duration.

Risk ClassificationOperative

Information SourcesWorkmen

Risk SourceMaterials handling system

Risk CauseIncorrect packaging

Trigger EventsUnbalanced load on the trans pallet

Risk ImpactRestitution and re-procurement of furniture

Time WindowInstallation - receiving

Risk Occurrence Probability 30%

Impact Severity Medium - high because of the lead time for substitution and proportional to the quantities damaged

Risk ExposureMedium Impact x medium Probability

Priority LevelPrecise planned action

Risk OwnerPurchaser

Response Actions (Unconditional)

Back-log supplier with lower lead time

Response Actions (Conditional)

Fix the load and proper pluriball packaging

Response Lead Time

10 days

Residual RiskFailure of positioning furniture when the packaging has been removed

Controllability High

20

Risk sheet – Giovanni Vanini 853043

Risk Description

Due to collapse of rubbles, an injury may occur to a workman, which can cause a lack in workmen team, requiring a substitution, affecting project duration.

Risk Classification Health and safety Risk

Information Sources Workmen

Risk Source Workmen

Risk Cause Low end materials used during walls construction

Trigger Events Impossibility to check in advance quality of materials

Risk Impact Substitution of Workmen

Time Window Removal

Risk Occurrence Probability Low (5-10 %)

Impact Severity Medium because the substitution could require some days.

Risk Exposure Low probability x medium impact

Priority Level Medium High priority

Risk Owner Site manager

Response Actions (Unconditional)

Carry out activities respecting safety standards.

Response Actions (Conditional)

Contracting with building contractor the possibility to employ further workmen

Response Lead Time 2 days

Residual Risk Injury caused by inexperience of operators

Controllability High

21

Risk sheet – Serena Cremonesi 858717

Risk Description

Supplier cannot respect quality of components needed. We cannot use the received components and we need to reorder them. We can have delay of the project and increased costs.

Risk Classification Executive

Information Sources Quality Inspections

Risk Source Supplier

Risk Cause Low quality supplier or no quality control by the supplier.

Trigger Events Quality Control

Risk Impact Reorder or Substitution of materials

Time Window Receiving

Risk Occurrence Probability Low (10%)

Impact Severity Medium, since the substitution or the re order of materials can lead to longer lead time

Risk Exposure Low probability x medium impact

Priority Level High priority

Risk Owner Site manager

Response Actions (Unconditional)

Quality control during the project main phases

Response Actions (Conditional)

Contracts with suppliers should include quality controls in house

Response Lead Time More than 5 days

Residual Risk Delays in the project

Controllability Medium High

22

Risk sheet – Federica Marzorati 859061

Risk Description Changing regulations on workers. Workers go on strike or complain about unpleasant situations. We will have a stop in the project and consequently a delay of the overall project.

Risk Classification Legal/Politic

Information Sources Workers

Risk Source Workers

Risk Cause Changing in work condition

Trigger Events Low communication

Risk Impact Delay in the project caused by strikes

Time Window Renovation

Risk Occurrence Probability

20%

Impact Severity

Medium because it could affect the correct development of the project and cause delay on the delivery time

Risk Exposure Medium Impact x Medium Probability

Priority Level Precise planned action

Risk Owner Site manager

Response Strategy Type Mitigation of the impact on the project

Response Actions (Unconditional)

Cooperation between site manager and workers in order to check workers’ conditions and avoid possible complains.

Response Actions (Conditional)

Specific agreements on work conditions negotiated with the workers.

Response Lead Time 2 days

Residual Risk Percentage of workers still unhappy about conditions

Controllability High

23

OPPORTUNITIES

Opportunity sheet – Giacomo Fazzini 851393

Opportunity Description

Workers have a higher productivity than predicted. The project is completed in a shorter time than planned and we’ll have cost and time

reduction

Oppurtunity Classification Executive

Information Sources Workmen

Opportunity Source Workmen

Opportunity Cause Great managing of Human resources

Trigger Events /

Opportunity Impact Time reduction to complete the project

Time Window Construction /realization phase

Occurrence Probability Low (5-10 %)

Impact Severity Low

Exposure Low probability x Low impact

Priority Level Low priority

Risk Owner Site manager

Response Actions (Unconditional)

Improve HR organization and management

24

Opportunity sheet – Andrea Brumana 858983

Opportunity Description

The cost of the material furniture is lower than the expected. The final cost related to the purchasing decrease.

Opportunity Classification Operative

Information Sources Suppliers’ bills

Opportunity Source Suppliers

Opportunity Cause Overestimation in the supplier’s budget

Trigger Events Arise when the purchasing department issue a request for quotation to the supplier

Opportunity Impact Lower costs of material forniture

Time Window Procurement

Occurrence Probability Medium (15 %)

Impact Severity Medium; it could be high if the savings are consistent

Exposure Medium probability x medium impact

Priority Level Medium High priority

Risk Owner Purchasing manager

Response Actions (Unconditional)

Having in the purchasing department team people with more expertise

Opportunity sheet – Vanini Giovanni 853043

Opportunity Description

More efficient procurement of long-lead time items. Reduction of the overall duration of the project.

Opportunity Classification Executive

Information Sources Historical data about suppliers

Opportunity Source Suppliers

Opportunity Cause Suppliers organization

Trigger Events Unexpected delivery of long-lead time items

Opportunity Impact Possibility of finish the project in advance

Time Window Procurement

Occurrence Probability Low (5-10 %)

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